COURSE PROJECT

Discipline: Organization of production at the enterprise of the industry

Topic: "Production line design"

Is done by a student:

Head: Bakhotsky V.V.

Introduction. 3

1. TECHNICAL REGULATION OF LABOR.. 4

1.1 Calculation of the main parameters of production lines. 4

1.2. Determining the type of production line. 7

1.3 Organization of multi-machine service. 9

1.4 Organization of parallel maintenance of machines from different operations 12

1.5 Building a schedule of the line. 14

1.6 Calculation of line staff. 16

1.7 Determination of the value of intralinear backlogs. 17

2. PLANNING THE PRODUCTION COST OF THE PART 19

2.1. Determining the need for equipment. 19

2.2 Determining the need for basic materials. 20

2.3. Determining the need for production space. 21

2.4. Determining the need for electricity. 22

2.5. Determination of capital investments in the organization of production. 23

2.6. Determination of annual production costs………..24

Conclusion. 26

Applications……………………………………………………………………..27

Bibliography…………………………………………………………….29

Introduction

In this course work, a production line is designed.

The course work aims to consolidate the theoretical foundations of the organization of production, practical use acquired skills, the choice of the most rational methods of organizing production.

The main task of the project is to choose the form of organization of the production of hulls according to the given program and operational time, to determine economic efficiency project - calculate the main production costs, build schedules for multi-machine maintenance, schedules for reducing the staff of the projected line.

Theoretical and teaching aids on the subject of the course, as well as lecture material.

When performing a course project, the calculations are accompanied by explanations, analysis and justification of the chosen solution. Many data are presented for clarity and convenience in tables. There are applications in the form of a schedule and schedules of multi-machine maintenance.

TECHNICAL REGULATION OF LABOR

Calculation of the main parameters of production lines

When designing a production line, its main parameters are calculated: the cycle of the production line, the number of jobs on the production line, the load factors of jobs and the production line as a whole. The following data is required for calculations:

Table 1.1

Operation time

F g \u003d F n (1-k n) \u003d 240000 * (1-0.06) \u003d 225600 min.

F n \u003d 60 * D r * t cm * k cm \u003d 60 * 250 * 8 * 2 \u003d 240000 min.

where k p \u003d 6% - loss factor

F n - nominal annual fund of time, hour.

D p \u003d 250 days. - the number of jobs in the period

t cm \u003d 8 h. - duration of the shift

k c \u003d 2 - number of shifts

F g is the actual annual fund of equipment operation time, hour.

The production line cycle is the average estimated time interval between the start (start cycle) or release (release cycle) of two adjacent parts on the production line. Production line cycles are consistent with production program for the planned period and are calculated by the formulas:

Release stroke:

r in \u003d F g / N in \u003d 225600 / 180000 \u003d 1.25;

Start stroke:

r c \u003d F g / N c \u003d 225600 / 183600 \u003d 1.23;

N s \u003d N in * K s \u003d 180000 * 1.02 \u003d 183600 pcs.

F g is the actual fund of the production line operation time in the planning period;

N in \u003d 180000pcs / year - the volume of output of products in the planning period;

N s - launch volume for the same period of time.

The calculation of the number of jobs (machines) on the production line is based on the need for a time equal to a tact to process one part at each operation. The estimated number of jobs (machines) on the i-th operation of the production line is determined by the formula:

C p i \u003d t pcs / r s;

Where C p is the estimated number of jobs (machines) at the i-th operation,

t pcs - piece-calculation time for the operation.

С р1 = 6.4/1.23=5.2

С р2 = 6.6/1.23=5.4

С р3 = 5.6/1.23=4.6

С р4 = 10.2/1.23=8.3

С р5 = 8/1.23=6.5

С р6 = 6.4/1.23=5.2

С р7 = 7.2/1.23=5.9

The number of jobs can only be an integer, so the accepted number of jobs - C pr - is obtained by rounding the estimated number of machines to the nearest larger integer.

h i \u003d C p i / C pr i,

The accepted number of jobs as a whole is determined by summing the number of jobs by operations:

With pr \u003d ΣSp. \u003d 6 + 6 + 5 + 9 + 7 + 6 + 6 \u003d 45 work. places.

We summarize the calculations in table 1.2:

Table 1.2

Calculation of the number of jobs

ηmean=ΣMean / ΣComp.=41.1/45=0.91

Determining the type of production line

The type of production line by the number of fixed objects of labor is determined by the value of the average load factor. If the average load factor of the production line is at least 0.75, then the line is single-subject. Otherwise, the creation of a single-subject line is considered inappropriate and it is loaded with items of a different name, turning into a multi-subject production line.

Conclusion: based on the calculations given in table 1.2, we conclude that this production line is single-subject, since h I \u003d 0.91\u003e 0.75.

The type of production line according to the nature of the movement of the object of labor is determined by the value of the coefficient of non-synchronization, which characterizes the degree of violation of the synchronization condition. The coefficient of non-synchronization is calculated for each operation according to the formula:

We summarize the calculations in table 1.3:

Table 1.3

Calculation of the coefficient of non-synchronism.

When designing a flow line, the deviation from synchronism is no more than 10%, so if, at least for one operation, the value of the non-synchronism coefficient exceeds 10%, then the flow line is considered discontinuous.

Conclusion: this production line is discontinuous, because the coefficient of asynchrony for the first operation was 13.28%, for the second - 10.57%, for the sixth - 13.28%, which exceeds 10%.

Ministry of Science and Education

Russian Federation

Northwestern State Correspondence Technical University

course project

Fundamentals of the organization of production and management.

Organization of a single-subject production line.

Option number 7

Faculty: Mechanical Engineering

Group: Technology of mechanical engineering, 5 course OZFO

Student: Kalinin Alexander Dmitrievich

Head: Bulkin Boris Efimovich

Velikiye Luki

2010

Exercise

It is required to develop a single-subject production line for the manufacture of the Body part. Annual production program N=196160 pcs. Type of workpiece - casting. The percentage of dropouts taken into account for debugging the technological process and carrying out the stipulated specifications tests, b = 5%. The mode of operation of the site (shift work of the production line), s = 1. Planned time spent on repairs technological equipment, f= 7%. Part weight - 1.7 kg. The mass of the workpiece is 2.38 kg. The material of the part is steel 30. The technological process of processing the part in the form of a list of technological operations indicating the equipment used and the technical standards of time is presented in table 1.

Table 1. Technological process for processing a part.

1. Calculation of the release cycle of the part

The part release cycle, i.e. the time interval between the release (or launch) of two successive parts, we calculate by the formula:

r = Fuh/ N 3 ,

where F e is the effective (actual) fund of the operating time of the production line equipment in the planned period;

N 3 - the number of parts to be put into production for this period (calendar year).

The launch program for products N 3 usually exceeds the production program Ne due to their elimination for debugging the technological process and for conducting tests determined by the technical conditions for the acceptance of products by the customer. That's why:

N s \u003d 100 N / (100 - b) \u003d 100 196160 / (100 - 7) \u003d 206484 pcs.

where b \u003d 7% is the elimination of products for the above reasons.

We determine the effective fund of equipment operation time on the basis of the nominal F H. And the latter is equal to the product of the number of working days in a year (there are approximately 250 of them) by the number of shifts s (indicated in the assignment) and the duration of the shift (480 min), i.e.

F H = 250 480 s.

The effective fund F e is less than the nominal one due to the whole-day and intra-shift downtime of the equipment. The first is due to downtime in repairs. Their value is indicated in the task (% of F H).

Then,

F e \u003d 250 480 s (1 - f / 100) \u003d 250 480 1 (1 - 7/100) \u003d 111600 min.

r \u003d F e / N 3 = 111600/206484 = 0.54 min/pc

2. Calculation of the required amount of equipment and its loading

Estimated, i.e. the theoretically necessary number of pieces of equipment with ip to perform each i-th operation defined as the ratio t i /r, where t i is the norm of time for this operation, and r is the cycle of product release. Calculation of the amount of equipment for each of the operations makes it possible to determine its total amount on the line, as well as its average load factor, which is equal to the ratio

where, m is the number of technological process operations.

The results of the calculation of the required equipment and the degree of its loading for each operation and the line as a whole are presented in Table 2.

Table 2. Calculation of the required equipment and the degree of its loading for each operation and line

According to Table 2, we decide whether the designed line will be continuous-flow or discontinuous-flow. Since eight out of eleven operations turned out to be synchronized (0.9   ​​i  1.1). Under these conditions, we choose a continuous flow line.

Multi-machine maintenance cannot be applied due to the high employment of the worker and the short operational time in the main operation.

3. Planning the location of equipment, selection and calculation of vehicles

At this stage, we design the production line as a production site. And this is not only a complex of technological equipment, but also means of inter-operational transport, devices for placing workpieces, finished products, work furniture. Moreover, all this is tied to a certain production area and placed on it in compliance with significant norms and rules. In practice, this stage is often called the layout of the production line. Figure 1 shows a plan of the production site.

Depending on the weight of the transported production facilities, the number of equipment and its dimensions, the length of the line, we choose a vertically closed belt conveyor.

In order for the pipeline to distribute work among the performers and thus serve as a means of maintaining the rhythm, it must be marked out. For this purpose, all its load-bearing elements - cells are numbered with periodically repeating numbers. The period of repetition of numbers, or the period of markup of the conveyor, is defined as the smallest multiple of the number of jobs on each of the operations. Since there are operations on the line with the number of jobs 1, 2, 3.6 and 8, the marking period will be 24.

We assign cells with certain numbers to each workplace. The number of these numbers is equal to the quotient of dividing the repetition period by the number of jobs in the corresponding operation, if only one is occupied by the operation. workplace, then it is quite natural that it serves the cells of these numbers. The numbers assigned to the workplaces are presented in tab. 3.

Table 3. Assigning numbers to jobs

In the belt conveyor, we put the cell number directly on the belt, in the overhead and trolley conveyor - we number the load-bearing elements themselves.

For labeling with a given period of repetition of numbers (P), the condition of labeling must be observed, i.e. a certain ratio between the length of the traction element L and the marking pitch: L / R = integer.

72/24=3 - the condition is fulfilled.

The initial data of the designed line are given below.

On the line we use a vertically closed belt conveyor.

The minimum number of hangers on the bearing part of the conveyor in this case is 29 (the number of jobs). Since one branch is idle in a vertically closed conveyor, the total number of cells on the conveyor is K = 58. The nearest larger number of cells that satisfies the markup condition (i.e., a multiple of the number repetition period) will be 72. The length of the traction body with a line length 36m will be L=72m. Then:

l 0 \u003d L / K \u003d 72/72 \u003d 1.

As you can see, such a marking step exceeds the minimum distance between adjacent workstations (1.8m). l 0 =1< l min =1,8 м. Данное условие удовлетворяет требованию, что минимальное число грузонесущих элементов на грузонесущей части распределительного конвейера не может быть меньше количества рабочих мест на линии

As already noted, on the machining lines there is no need to check the compliance of l 0 with the limitation of the overall dimensions of the transported product. The marking step (1.89 m) in this case significantly exceeds the maximum overall size of the product (400 mm).

Let's check the found marking step for speed limitation. The marking step should be such that the speed of the conveyor V does not exceed 2 ... 3 m / min

v \u003d l 0 / r \u003d 1 / 0.54 \u003d 1.85 m / min, is within the permissible speed.

4. Building a production line schedule

We draw up the work schedule of the PPL for a fixed period of time, after which the established procedure for performing work at the workplace is repeated. This period of time is called the line maintenance period. We take equal to one shift. Figure 2 shows the work schedule.

Figure 2 - Schedule of the line.

5. Calculation of reserves on the production line

Work-in-progress on a production line in physical terms is a set of intra-line backlogs (technological, turnover and insurance). Their creation and maintenance at a certain level is a condition for the smooth operation of the production line. That is why it is necessary to know exactly the minimum required (normative) dimensions of these backlogs.

The technological reserve is formed by objects of labor that are at any given moment of time directly in work, in the process of performing technological operations on them. The number of such items is at least equal to the number of jobs on the line. The transport backlog is those production facilities that are in the process of their transportation to the next operation, i.e. on the bearing part of the distribution conveyor. Their total number is equal to the ratio of the length of the bearing part L n to the marking step l o . When transferred by transport parties ( p pcs) the size of the transport backlog increases accordingly (L n / l o).

Simplified, the transport backlog of each individual operation is determined by the formula

z = c i L n / (cl o),

where c i c - respectively, the number of jobs on the i-th operation and on the line as a whole, =1 - transfer party.

Z 1 \u003d (6 1 36) / (29 1) \u003d 7.5 we accept 7 pcs.

Z 2 \u003d (8 1 36) / (29 1) \u003d 9.9 we accept 10 pcs.

Z 3 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 2 pcs.

Z 4 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 5 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 6 \u003d (3 1 36) / (29 1) \u003d 3.7 we accept 4 pcs.

Z 7 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 8 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 3 pcs.

Z 9 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 3 pcs.

Z 10 \u003d (1 1 36) / (29 1) \u003d 1.24 we accept 1 pc.

Z 11 \u003d (2 1 36) / (29 1) \u003d 2.5 we accept 3 pcs.

The insurance reserve is created to prevent downtime on the line for unforeseen reasons (tool breakage, sudden failure of equipment, violation of the adjustment of a fixture or machine, resulting in the appearance of a marriage in a particular operation, etc.). If at some i-th operation there was a failure (failure), then it is the cause of forced downtime at all subsequent operations during the time it takes to eliminate the causes of the failure. These downtimes can be eliminated if you create in advance a stock of parts that have passed the i-th operation, i.e. an insurance reserve. It can be stored both on the i-th and on (i+1) operations.

The size of the insurance reserve z s for this operation depends on how long T s it is necessary to “insure” the line against downtime due to random circumstances, i.e. z c \u003d T c / r. The time T s for these operations is selected within 45 ... 60 minutes.

We select operations No. 4, 5 and 7.

Then, Z c \u003d 45 / 0.54 \u003d 83 pieces - insurance reserve.

6. Number of key workers.

We start calculating the number of main workers (operators) on the production line by identifying the need for workers for each profession and qualification, and then, taking into account the possible combination of professions, we will find their total number.

For each j-th profession we determine the amount of work Q j for the annual production program as the product of N z ·t j - the labor intensity of the part for the j-th type of work (professions). It is the sum of unit time norms for operations performed by workers of the jth profession. Since the volume is expressed in norm-hours (n.-h), and the norm of piece time is given in minutes, we finally have:

Q j = 1/60 N s t j .

Q 1 \u003d 1/60 206484 3.20 \u003d 11013 n.-h;

Q 2 \u003d 1/60 206484 4.58 \u003d 15762 n.-h;

Q 3 \u003d 1/60 206484 0.99 \u003d 3407 n.-h;

Q 4 \u003d 1/60 206484 0.61 \u003d 2099 n.-h;

Q 5 \u003d 1/60 206484 0.66 \u003d 12271 n.-h;

Q 6 \u003d 1/60 206484 1.58 \u003d 5437 n.-h;

Q 7 \u003d 1/60 206484 0.52 \u003d 1789 n.-h;

Q 8 \u003d 1/60 206484 1.0 \u003d 3441 n.-h;

Q 9 \u003d 1/60 206484 1.25 \u003d 4302 n.-h;

Q 10 \u003d 1/60 206484 0.44 \u003d 1514 n.-h;

Q 11 \u003d 1/60 206484 0.89 \u003d 3063 n.-h;

Next, we determine the annual budget of working time F b of the average worker, equal to the nominal fund of working hours in the year, minus the time associated with absenteeism of the worker for various reasons. Let's call it non-working time. It includes the time of regular and additional holidays, maternity leave, breaks for feeding children, preferential hours for teenagers.

We accept the share of various types of non-working time in the nominal annual budget of working time are presented in table 4:

Table 4. Time budget per worker per year

F b \u003d 255- \u003d 224.4 days \u003d 1795 hours.

The estimated number of workers P jp of the j-th profession in the general case is determined by the formula:

P jp = Q j /(K n F b),

where K n \u003d 1 - the coefficient of performance by workers of production standards.

P 1P \u003d 11013 / (1.0 1795) \u003d 6.14;

P 2P \u003d 15762 / (1.0 1795) \u003d 8.79;

P 3P \u003d 3407 / (1.0 1795) \u003d 1.9;

P 4P \u003d 2099 / (1.0 1795) \u003d 1.17;

P 5P \u003d 2271 / (1.0 1795) \u003d 1.27;

P 6P \u003d 5437.4 / (1.0 1795) \u003d 3.03;

P 7P \u003d 1789.6 / (1.0 1795) \u003d 0.99;

P 8P \u003d 3441.4 / (1.0 1795) \u003d 1.92;

P 9P \u003d 4301.8 / (1.0 1795) \u003d 2.4;

P 10P \u003d 1514 / (1.0 1795) \u003d 0.84;

P 11P \u003d 3063 / (1.0 1795) \u003d 1.7.

Total number of workers:

Turners 6.14 + 8.79 = 14.93.

Milling workers 1.17 + 1.27 + 3.03 + 0.99 = 6.46.

Driller 1.9+1.92+2.4+=6.22.

Thread cutters 0.84+1.7=2.54.

We finally accept:

Turners III category - 15 people.

Milling operators II category - 6 people.

Drillers II category - 6 people.

Thread cutters of the III category - 3 people, one of them with a combination of the profession of a milling machine of the II category.

The total number of workers is 30 people.

The schedule of the line allows you to set the number of workers, R I, who must go to work every day. Naturally, the payroll number of workers P c is greater than the direct one, since some of the workers do not go to work for various reasons (vacation, illness, etc.). Between the payroll and the attendant number of workers in the two-shift operation of the line, a quite definite ratio must be observed, arising from the obvious equality:

The left side of the equality is the amount of work that must be performed by workers hourly present at work throughout the year, and the right side is the amount of work that all work lines can perform during the year, taking into account non-working hours. Hence the list number of workers for a given turnout:

R c \u003d R i F e / F b

P c \u003d 29 111600 / 107712 \u003d 30

We determine the amount of additional (non-linear) work to achieve their full employment:

Q d \u003d (P s - P p) F b \u003d (30-28.98) 107700 \u003d 109854 n.-h;

where P p is the estimated number of workers on the line, obtained by adding the estimated number of workers for each profession in accordance with the amount of work.

The average category of additional works - II.

7. Fund Definition wages(FZP) of the main workers of the production line.

We define the salary according to the tariff as the product of the amount of work in standard hours by the hourly tariff rate of the corresponding category.

З t = SQ j ·T j . - tariff fund.

The basic wage bill is the sum of the tariff fund and additional payments to the hourly fund. These are additional payments for work on the production line - 12%, high professional excellence workers, for turners and thread cutters of the III category - 12%.

The annual salary fund is the sum of the main fund and additional payments to the annual fund, such as: vacation - 9%, performance of state and public duties- 1.5%. Payroll calculations are presented in Table 5.

Table 5. Payroll.

We find additional wages as the difference between the annual and basic payroll:

380832-374718.3=5928.1 rub.

We find the average monthly wage of the average worker in relation to the tariff fund to the number of workers:

380832 / (30 12) \u003d 1057 rubles.

8. Calculating the cost of manufacturing a part.

The cost of production is calculated according to the following costing items:

1. Materials.

2. Returnable waste (deductible).

3. Basic wages of production workers.

4. Additional wages for production workers.

5. Unified social tax - 26%.

6. Expenses for the maintenance and operation of equipment - 7%.

7. General shop expenses - 40%.

8. General production costs - 70%.

The cost of materials for one part is determined according to the wholesale price list, taking into account the brand of material and the weight of the workpiece. The cost of 1 kg of steel casting is 30 - 21.2 rubles.

Then, the cost of the blank = 2.38 21.2 = 50.5 rubles.

The cost of returnable waste is found by the weight of the waste and its price. The cost of 1 kg of scrap chips is 3.6 rubles.

Then, the cost of waste is (2.38-1.7) 3.6 = 2.45 rubles.

The basic salary for one part is defined as the ratio of the main wage bill to the program for the production of parts: 374718.3 / 206484 \u003d 1.82 rubles.

Additional wages for one part is 10.5% of the basic wages: 1.82 0.105 = 0.19 rubles.

Unified social tax 26% of the amount of the main and additional fee(labor costs): (1.82 + 0.19) 0.26 = 0.53 rubles.

General shop expenses 40% of labor costs: (1.82 + 0.19) 0.40 \u003d 0.8 rubles.

General production costs 70% of labor costs:

(1.82 + 0.19) 0.70 \u003d 1.4 rubles.

Then, the cost price: 50.5-2.456 + 1.82 + 0.19 + 0.53 + 0.8 + 1.4 \u003d 52.8 rubles.

9. Calculating the cost of work in progress

The cost of work in progress is determined by the same items as the cost of the finished part. The peculiarity lies in the fact that the parts that form the work in progress are in different operations, i.e. at various stages of readiness. The costs involved are therefore the same. Its calculation is given in table 6.

Table 6. Cost of work in progress.

The cost of work in progress materials is equal to the product of all parts of work in progress and the cost of one workpiece: 285 50.5 \u003d 14392.5 rubles.

The cost of returnable waste: 285 (2.38-1.7) 3.6 = 697.7 rubles.

We take the salary from the tab. 1.6 \u003d 20.7 rubles.

Additional salary 20.7 0.105 = 2.17 rubles.

Unified social tax (20.7 + 2.17) 0.26 = 5.9 rubles.

General shop expenses: (20.7 + 2.17) 0.4 = 9.15 rubles.

General production expenses: (20.7 + 2.17) 0.7 \u003d 15.5 rubles.

Cost of work in progress:

14392.5-697.7 + 20.7 + 2.17 + 5.9 + 9.15 \u003d 13732.7 rubles.

10. Technical and economic indicators of the production line

Flow method of organizing production

Some issues related to the organization of labor of workers on the production line were discussed earlier in the topic of labor cooperation, it was about ways to ensure the interconnected work of performers. There is a lot in common in the topic of conveyor production, since the conveyor is one of the varieties of in-line production.

The experience of enterprises shows that the main socio-economic tasks of a scientific organization in mass production remain the establishment of the optimal labor content of operations, the rational placement of workers on the production line, and the synchronization of equipment and workers. Let us consider these issues in more detail, and as an object we will take a production line consisting of metal-cutting machines, the most common in mechanical engineering.

First of all, the question arises about the depth of the technological division of labor. In contrast to conveyor assembly, more difficulties arise here, since we are dealing with specialized equipment, and therefore there are purely technological restrictions for the consolidation (or, conversely, downscaling) of operations.

Differentiation technological processes It is expedient up to such limits, until the amount of time spent on installation and interoperational transportation of parts exceeds the gain in time as a result of equipment specialization. In the future, the growth of labor productivity can only be ensured through the use of fundamentally new equipment - modular machines, automatic lines, reducing the time of interoperational transportation and installation, performing many other auxiliary activities. But such a technique also requires a new arrangement of workers, in connection with a significant change in the content of labor and often a new professional staff workers serving such lines.

So, let's consider the issues of placement of workers on the production line according to workplaces. The purpose of such an arrangement is to ensure that their workload is as evenly distributed as possible.

This is quite a difficult task. First of all, it is necessary to answer the question of how many workers should be on the production line. For example, let's carry out some calculations: the release program is 1600 pcs. Hence the line cycle 480: 1600 = 0.3 min. If the complexity of processing, suppose, is about 55 minutes, then the total number of operations should be at least 180 - 200 pcs. with a duration of 0.25 - 0.3 min. Consequently, the estimated number is 180 - 200 workers. But with such a lengthy operation, the work of the workers would be rather monotonous and tedious.

But you can also go the other way. Instead of one line for this output volume, for example, three production lines can be created, and then the average duration of an operation for workers on each of the lines can be increased to 0.9 minutes, and the total number of operations will be 60 - 70. With six lines, these figures will be 1.8 minutes, respectively. And 30 - 37 pcs. If, however, nine parallel operating lines were created, then the line cycle would be 2.7 minutes, and the number of operations on each of the lines would be 20 - 25.

The estimated number of workers in all cases is approximately the same (about 200 people). The total length of 3, 6 or 9 lines is not much more than one, but the content of labor, the level of training of personnel, their qualifications will be different. The recruitment of workers and the stabilization of the site team will also be different in difficulty.

The second problem of placement: on the basis of what, what data to conduct it in order to ensure a uniform workload of workers: based on normative data on the time spent on an operation or on the basis of actual data required to perform the operations assigned to the workers. The differences are that the actual duration of the operation and the normative due to the different productivity of workers are not the same, i.e. they are the same length. Consequently, the actual workload of workers will be far from uniform. The synchronism in work within the framework of the collective labor process will also be broken, some workers will restrain others, downtime is possible while waiting for the completion of work on the previous operation.

Therefore, you can first study the actual time spent (for example, based on the preliminary placement of workers), and then find a more optimal one.

It is also possible to act in a different way, instructing younger, less experienced workers with operations lasting less than a tact, and more experienced workers with more than a tact. For example, the line cycle is 1 minute. Then it will be possible to entrust an inexperienced worker with an operation with a standard duration of 0.8 minutes, and a more experienced worker with sufficiently developed production skills - with a duration of 1.2 - 1.3 minutes. But taking into account the underfulfillment of the norms by one and the overfulfillment of the norms by the other, both will actually spend about 1 min on their operation, i.e. correspond to the line operation.

This is one of the features of the arrangement, which must be taken into account in order to:

Ensure synchronous interconnected work of workers;

To create an opportunity for the gradual promotion of the worker as he accumulates production experience without disturbing the rhythm of the work of the entire team;

Reduce the monotony of work.

Therefore, if the arrangement of equipment on the production line is more or less stable, then the composition and arrangement of workers changes quite often. In conditions where a production line is characterized by a wide variety of technological equipment (and this ensures the possibility of processing a product from beginning to end within the site), a change there, associated with the movement of workers from operation to operation, is often associated with a combination of professions, which expands the production profile worker.

The workload of workers and fluctuations in its level for individual workers can also be influenced by a number of random factors (non-attendance of individual workers due to vacation, illness, replacement of one worker by another - brand new - during the period of his adaptation to a new workplace, etc.) Therefore, the organization of labor should provide a way out of the current situation. The paths are different:

Due to the so-called reserve workers;

Mass production called a progressive form of organization of production, based on the rhythmic repetition of the main and auxiliary operations coordinated in time, performed at specialized workplaces located in the sequence of the technological process.

From this definition it follows that the flow production is characterized by the previously considered principles of organization production process, primarily the principles of specialization, direct flow, continuity, parallelism and rhythm.

The principle of specialization

The principle of specialization in the conditions of in-line production is embodied in the creation of subject-closed sections in the form of specialized production lines designed to process one product assigned to a given line or several technologically related products.

Therefore, each workplace of the line must be specialized in the performance of one or more operations assigned to it.

When assigned to a line of one product, it is called one-subject.

Such lines are typical for mass production.

When attaching several products to a line (which may be necessary with a slight processing effort or with small program tasks), the line is multidisciplinary.

Such lines are typical for series and mass production. For multi-subject lines, products are fixed in such a way that they can be processed with minimal loss of time for equipment changeover with sufficient loading of jobs and full coincidence of operations.

Direct flow principle

The principle of direct flow provides for the placement of equipment and jobs in the order of the operations of the technological process.

The production line is the primary production site. Distinguish simple a chain of jobs on the line, where each operation has only one job, and complex if there are two or more backup places at the operations.

The configuration of production lines, depending on the conditions, can be straight, rectangular, circular, oval, etc.

Continuity principle

The principle of continuity on production lines is carried out in the form of a continuous (without interoperational lying) movement of products through operations with continuous (without downtime) work of workers and equipment.

Such lines are called continuous flow.

In those cases where there is no equality of performance in all operations, complete continuity is not achieved and such lines are intermittent flow or direct-flow.

The principle of parallelism

The principle of parallelism in relation to production lines is manifested in the parallel form of batch movement, in which products are transferred through operations individually or in small bundles. Consequently, at any given moment, several units of this product are processed on the line, which are at different stages of the process. With strict proportionality, a full and uniform loading of jobs on the line is achieved.

The principle of rhythm

The principle of rhythm in the conditions of mass production is manifested in the rhythmic release of products from the line and in the rhythmic repetition of all operations at each of its workplaces.

Figure 1 shows the main features that determine organizational form production line.

Figure 1 - Classification scheme for the main types of production lines

The main types of production lines used in mechanical engineering by degree of specialization are:

· continuous flow;

· discontinuous flow (direct flow).

On continuous production lines with a piece transfer of products, the release (launch) of each item is carried out through the same time interval, called tact of the line(or piece rhythm).

The beat of the line r is strictly coordinated with the production program and is calculated by the formula:

where - the actual fund of the line operation time in the planned period (month, day, shift), min.;N – production program for the same period, pcs.

On continuous production lines with the transfer of products transport parties the rhythm of the work of a continuous production line is characterized by a time interval separating the release (launch) of one pack from the next one, i.e. the rhythm of the line:

Where R - the number of products in the lot (pack).

Thus, for each rhythm on the line and workplaces, the same amount of work is performed in terms of quantity and composition.

On discontinuous (once-through ) lines with their characteristic different performance on individual operations there is no continuity; however, the rhythm of release here can and must be respected.

The rhythm of the line in this case is determined by the time interval during which the production of a set value is formed on the line, for example, hourly, half-shift, shift.

Way to keep the rhythm

According to the method of maintaining the rhythm, lines are distinguished:

· with free rhythm;

· with a regulated rhythm.

lines with free rhythm Dont Have technical means strictly regulating the rhythm of work. These lines are used in all forms of flow, and the observance of the rhythm here is assigned directly to the workers of this line.

lines with a regulated rhythm characteristic of continuous-line production. Here the rhythm is maintained by means of conveyors or light signaling.

Method of transporting objects of labor

The following vehicles are used to transport objects of labor in mass production:

· continuous transport equipment (driven conveyors of various designs);

· driveless (gravity) vehicles(rollers, slopes, descents, etc.);

· cyclic handling equipment (overhead and other cranes, monorails with hoists, electric carts, forklifts, etc.).

Conveyors are most widely used in mass production. They have significant benefits :

· maintain the rhythm of the line;

· facilitate the work of the worker;

· provide the ability to monitor the movement of backlogs;

· reduce the need for support workers.

It is necessary to distinguish between working and distribution conveyors.

Working conveyors designed to perform operations directly on their bearing part. Continuous motion work conveyors, such as auto-assembly conveyors, allow these operations to be performed while the conveyor is in motion.

If, according to the requirements of the technological process, operations must be performed with a stationary object, conveyors with a pulsating movement are used. In this case, the conveyor drive is automatically switched on only for the time necessary to move the products to the next operation.

Distribution conveyors they are used on production lines with operations performed at stationary workplaces (for example, on machine tools) and with a different number of backup workplaces at individual operations, when, in order to maintain rhythm, it is necessary to ensure that the objects of labor are clearly addressed to workplaces at process operations.

2. Features of the organization of continuous production lines

Synchronization of operations

The operation of a continuous flow line is based on matching the duration of operations with the line cycle. The duration of any operation must be equal to or a multiple of a cycle.

The process of matching the duration of operations with the cycle of the production line is called synchronization .

The synchronicity condition can be expressed as follows:

Where t– norms of time for process operations, min; WITH- the number of jobs per operation.

Synchronization is carried out by changing the structure of operations and organizational conditions for their implementation.

There are two stages of process synchronization:

1.Preliminary synchronization performed during the design of lines;

2.The final synchronization, carried out during the debugging of the line in the workshop.

Pre-Synchronization is achieved by selecting the method of performing operations, equipment and technological equipment, processing modes and the structure of the operation. In operations with a large amount of manual time, such as assembly, synchronization is achieved by recomposing transitions.

At the first stage, it is not always possible to ensure complete synchronization of the process; during this period, deviations in the loading of jobs by 8≈10% are allowed.

This overload should be removed when debugging the line by introducing organizational measures that increase labor productivity at overloaded workplaces, i.e. at final synchronization process.

Among such measures are the use of small-scale mechanization, the forcing of technological regimes, the introduction of high-performance equipment, the rational layout of the workplace and the improvement of its maintenance, the individual selection of workers for overloaded operations, as well as material incentives to increase labor productivity in these operations.

When synchronizing the technological process, one should take into account the conditions for performing operations on the line, i.e. the nature of transportation (continuous movement of the object or pulsating), the size of the transfer batch, the place of operations (with or without removal of the product from the conveyor), etc., since these conditions affect the structure and magnitude of the rhythm.

So, for example, with a single transfer of products to workplaces, continuous movement of the conveyor and performing work on the conveyor itself the rhythm of the line operation will correspond to the calculated one and coincide in duration with the norm of time for the operation, since the transportation time is overlapped by the time of the operation itself, and the installation and removal of the product is not required.

But if, under the same conditions, the operation is performed on stationary workplace , in the rhythm of the line should be taken into account the time of transportation t tr(if it does not overlap), withdrawal time t sn and installation t mouth products and processing time t arr:

.

The synchronism of the technological process creates the prerequisites for work with a regulated rhythm and for the use of mechanized means of continuous transport.

At partially synchronized processes , i.e. processes with significant fluctuations in the actual time spent on operations, create continuous production lines with free rhythm .

Maintaining the rhythm on such lines is achieved mainly by mechanization and maintaining a stable performance of the equipment in the main operations. For continuous work at the workplace, a small reserve reserve (stock) of semi-finished products is created. On lines of this type, any vehicles can be used.

If the duration of each operation is equal to the cycle (in case of piece transfer of products) or rhythm (in case of batch transfer of products), then it is enough to have one workplace for each operation, and the products will be transferred from the previous workplace to the next one at the same time interval.

If the duration of the operation is a multiple of a cycle, then at the parallel workplaces of each operation, several products will be processed simultaneously.

Fundamentals of calculation of continuous production lines

The initial data for the calculation of continuous production lines are:

· line production program for a certain period of time (month, decade, day, shift)Nout;

· launch program for the same periodNzap;

· appropriate time funds.

Daily launch program N zap determined by the daily release program:

Where A - the percentage of technological losses, for example, in connection with the manufacture of test parts during equipment setup or the consumption of parts for control purposes.

Daily valid fund of line operation time F d taking into account the regulated breaks for rest T p equals:

Where F to – calendar fund working time per shift, min; S- the number of shifts per day.

The initial design standard in the design of a production line is its cycle r(with batch transmission - rhythm), which should ensure the implementation of a given program for a planned period:

Number of jobs C i on the i-th operation is equal to

Where t i is the time limit for this operation.

Number of workers-operators R taking into account multi-machine service, is determined by the formula

where b is the percentage of the additional number of workers in case of absenteeism (holidays, performance of public duties, illness, etc.); m– number of operations on the line; i- the rate of maintenance of jobs in this operation.

Conveyor speed Vk must be coordinated with the cycle of the line:

Where lo- conveyor step, m (i.e. the distance between the axes of adjacent products or packs evenly spaced on the conveyor).

The speed of the conveyor should ensure not only its specified performance, but also the convenience and safety of work.

Range of the most rational speeds 0.1 – 2 m/min.

On continuous production lines are created backlog three types:

· technological;

transport;

· reserve (insurance).

Technological backlog corresponds to the number of products that are in the process of processing at the workplace at any given moment. In case of piece transfer, the technological reserve Z tech corresponds to the number of jobs WITH, i.e.

Transport backlog Z tr consists of the number of products that are in the process of being transported on the conveyor at any given moment. When piece-by-piece transfer of products from the previous workplace directly to the next backlog is equal to:

.

The transport backlog can also be determined based on the value of the conveyor step:

Where L slave- the length of the working section of the conveyor, m.

Spare (insurance ) hurt It is created at the most critical and unstable operations in terms of execution time, as well as at checkpoints.

The value of backlogs is set on the basis of an analysis of the probability of deviations from a given work cycle at a given workplace (an average of 4-5% of a shift task).

The lack of parts is filled during periods of regulated breaks, after hours, or at off-line production areas.

The main types of continuous flow production lines are:

· with working conveyors;

· with distribution conveyors;

· flow-automatic;

· with a stationary object (stationary flow).

Continuous production lines with working conveyors are used mainly for assembly and finishing of products with sufficiently large program tasks.

Operations are performed directly on the conveyor; workers - operators are located along its bearing part, on one or both sides in the order of the operations of the technological process.

Products on the conveyor are installed and fixed at equal distances l about from each other.

The section of the working conveyor on which each operation is performed at a constant speed of the conveyor is called operating area.

In some cases, continuous production lines with working conveyors are characterized by a free rhythm.

To maintain the rhythm of work at a given conveyor speed, the boundaries of the working areas for operations are marked on its fixed part or on the floor with special signs, as shown in Figure 2.

Figure 2 - Scheme of the layout of the production line with a working conveyor

Workers, following the product, move along the zone, starting the operation at the beginning of the zone, ending it at the end, and then returning to their original position.

Continuous flow lines with distribution conveyors they are mainly used in areas of machining, finishing and assembly of small products with large program tasks. Operations are performed at stationary workplaces. Products are removed from the conveyor and at the end of the operation are returned to it.

Workplaces are located along the conveyor from one (Figure 3) or two of its sides.

Figure 3 - Scheme of the layout of the production line with a distribution conveyor

Products are evenly placed on the carrier part of the conveyor on hangers, trolleys, carriages or on belt sections marked with signs. With simple chains of workplaces, when the operation is performed in one cycle, each product that has approached the workplace must be processed before the next one arrives.

With complex technological chains, the duration of operations is different and equals two, three, four, etc. beats. Under these conditions, for the rhythmic issuance of products, it is necessary that, while working continuously, each subsequent workplace performs an operation with a shift of one cycle from the previous one.

For this purpose, automatic distribution of products or marking of the distribution conveyor is used. Marking signs (colored flags, letters, numbers, color designations) are applied to the divisions of the carrier body of the conveyor and are assigned to individual workplaces in the required sequence and quantity.

The minimum required set of marking marks on the line corresponds to the smallest multiple of the number of jobs on all line operations and is called the number of the period of the distribution pipeline P.

A set of marking marks can be repeated on the total length of the bearing part of the conveyor. Each marking sign passes by each workplace through the same time interval (period) T n, equal to

Marking signs of the conveyor are assigned to the workplaces at each operation in accordance with its duration.

The most convenient periods are 6, 12, 24 and 30. For long periods, it is recommended to introduce a two-row (differentiated) marking, using two sets of marking marks (for example, color and digital).

3. Features of the organization of discontinuous production lines

Regulations for the operation of discontinuous-flow (straight-through) lines

This form of in-line production is used in the processing of labor-intensive parts using different types of equipment. Technological operations on direct-flow lines are not synchronized. Due to the different complexity of operations on these lines, interoperational backlogs arise, which is an indicator of the discontinuity of the process.

To ensure smooth operation on such a line, it is necessary to establish the most appropriate work schedule, which should include:

· size of the enlarged rhythm;

· order of work at each workplace;

· the sequence and frequency of the transition of part-time workers on the serviced machines;

· the size and dynamics of working capital.

When choosing an enlarged rhythm of a direct-flow line, it is necessary to take into account the frequency of transferring the products of this line to subsequent sections; requirements rational organization labor for part-time workers (frequency of transitions), as well as the optimal amount of backlog.

For the calculation and organization of the line, a schedule of its work is drawn up.

Such a simplified schedule is shown in Table 1.

Table 1 - Schedule

Job number:

Year added:

Workload:

Introduction 3
Chapter 1. Theoretical basis regulation and organization of labor 5
1.1 The essence of regulation and organization of labor 5
1.2 The concept of work and rest 10
Chapter 2. Analysis of the organization and regulation of labor at the GAZ enterprise 14
2.1 Organizational and economic characteristics of the enterprise 14
2.2 Calculation of a one-piece continuous production line 14
Chapter 3. Improving labor rationing in the company "Gas" 22
Conclusion 28
References 30
Appendix 1…………………………………………,,……………….31

Excerpt from work:

Some abstracts from the work on the topic Organization and rationing of labor on production lines
Introduction

The relevance of the topic of this work is due to the fact that reforming Russian economy requires a radical restructuring of the entire economic mechanism, the creation of new socio-economic relations, effective system production management and labor organization in enterprises. The success of economic reforms largely depends on improving the performance of workers.
One of the measures to improve the performance of employees is to increase the level of labor organization at sites, divisions, and enterprises as a whole. Practice shows that an imperfect organization of labor will inevitably lead to a decrease in the final results of the enterprise.
Improving the organization of labor at LLC "Gaz" is an urgent problem in modern conditions management. Since the organization of labor of enterprises is an extremely complex and costly process, it is of great importance for the efficiency of activities, and therefore needs systemic support, clear regulation and constant control by management.
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Chapter 1. Theoretical foundations of rationing and organization of labor

1.1 The essence of rationing and labor organization

The most important element of the organization of labor, including wages, is rationing - the establishment of reasonable costs and results of labor of individual workers or groups of workers in the manufacture of products or the performance of work in certain organizational and technical conditions.
Labor standards are necessary in the development various plans and programs, determining the need for equipment and labor force, calculation production capacity, improvement of technological processes, rationalization organizational structure enterprises, payroll organizations.
The theory and practice of foreign and domestic enterprises have developed a unified approach to determining the method of labor rationing, which is usually understood as a set of means, techniques, methods, measures and calculations by which the process of establishing labor standards is carried out. Labor rationing methods mainly include: analysis of the labor process, design of rational technology and labor organization, direct calculation of standards.
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