Objects of operational planning. Tactical and operational planning. And technological documentation

Operational planning is

Hello everyone, dear readers. They sent me on a working visit to a company that would like to become our client.

Arriving at the place, I was shocked. The company was in complete chaos regarding organizational issues. People didn't know who should do what specifically. I had to tell them about operational planning– what it is and how it will help fix the whole mess.

Operational planning

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

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

The main functions of operational production planning include the following:

development of production schedule standards (production cycle duration, backlog size, batch size, etc.);
volumetric calculations of equipment and space loading;
drawing up operational programs for the main production and procurement shops;
operational management accounting and control over the implementation of operational programs;
operational regulation of production progress, timely identification of deviations from the plan, development and implementation of measures to eliminate them.

Depending on the content and timing, operational planning is divided into two types: calendar and current.

These two types of operational planning are carried out by economists - managers and specialists of planning and production departments and workshops of the enterprise.

Scheduling includes the distribution of monthly planned tasks by production departments and deadlines, as well as communicating the established indicators to specific performers of work.

With its help, shift-daily assignments are developed and the sequence of work performed by individual performers is agreed upon.

Initial data for development calendar plans are the annual production volumes, the labor intensity of the work performed, the delivery time of goods to the market and other indicators of the socio-economic plans of the enterprise.

Production dispatching provides for operational control and regulation of the progress of production processes, as well as accounting for product output and the consumption of various resources.

At most machine-building enterprises, operational planning is divided depending on the scope of application into inter-shop and intra-shop planning.

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

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

OP systems

In modern production, various operational planning systems are widespread, determined by both internal factors and external market conditions.

Under the operational production planning system in economic literature It is customary to understand a set of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and the preparation of accounting documentation.

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

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

Attention!

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

The best known at present are detailed, custom-made and packaged operational planning systems and their varieties, used in many large enterprises and firms, as well as in small and medium-sized businesses.

Detailed planning system Designed for highly organized and stable production conditions.

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

The detailed system is based on precise planning of the tact and rhythm of work production lines and production areas, correct determination of normal technological, transport, insurance, interoperational and cycle backlogs and their constant maintenance during the production process at a strict calculated level.

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

Therefore, it is advisable to use detailed planning when there is a limited and stable range of products, which occurs in conditions of large-scale and mass production.

Custom operational planning system It is used mainly in single and small-scale production with its diverse product range and small volume of products and production services.

In this case, the planning object, or the main planning and accounting unit, is a separate production order, including several similar works of a specific consumer-customer.

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

Complete system mainly used in serial engineering production.

As the main planning and accounting unit, various parts included in an assembly unit or a general set of goods, grouped according to certain characteristics, are used.

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

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

With this system, the flexibility of operational planning, current control and regulation of production progress significantly increases, which, in conditions of market uncertainty, serves as an important means for enterprises to stabilize production.

In addition to the three operational planning systems considered, domestic enterprises use such subsystems as planning by production cycle, by backlog, by advance, to warehouse, etc.

Tact planning system. Planning according to the product release cycle involves equalizing the duration of technological operations at all stages of the overall production process in accordance with a single estimated time for performing interrelated work.

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Automation of operational planning processes

Operational plans are the sequential implementation of tactical plans. These are routine, daily activities that enable the organization to achieve its tactical and, over time, strategic goals.

The main task of operational plans is to organize the daily activities of employees, directing them towards the priority goals and objectives.

Operational planning is especially important at the initial stage of a business: during rapid development or working on a new line of business.

When business processes are not sufficiently streamlined and staff are disorganized, then, most likely, they will set their own priorities.

Operational planning increases control over personnel work, results and improves overall work efficiency.

You will be able to see how quickly and effectively this or that employee copes, whether the quality and work standards are maintained (in production, customer service).

Attention!

It is also important to see how much the employee devotes himself to his work and what his achievements are. Therefore, operational plans also influence motivation.

Some operational work and tasks are periodic. For example, writing reports, scheduled maintenance, congratulating clients on holidays, etc.

The presence of business automation tools allows such tasks to be set only once, and then periodically the system will remind the employee of the need to complete this task.

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

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

In addition, you may be absent from the site (employees often turn a manager’s business trip into a day off from work) and working with remote employees makes operational planning meetings impossible or ineffective.

As work progresses, adjustments to operational plans are possible, which should be made in a timely manner.

This problem can be quickly solved by a business automation system, which significantly speeds up work and makes operational planning really efficient.

Within project management, if the organization’s activities are related to the implementation of projects, automation has an even greater effect.

The manager can use time savings to adjust plans, analyze intermediate results, and take additional actions to make adjustments.

If an organization has departments, then it makes sense to delegate operational planning to middle managers, but with mandatory control over the plans they set for subordinates.

Don’t forget about indicators - each task must have performance quality criteria or a system of indicators.

For example, for a sales agent this is sales volume or income from sales, for a programmer this is program code, compliance with technical specifications, for a marketer this is compliance of advertising with a marketing strategy or budget.

For operational plans, the processes of communicating them to personnel and monitoring their implementation are important.

The formulation of tasks should be simple and understandable to the employee, and control will allow not only to punish the negligent, but also to encourage those who distinguished themselves - to obtain information for possible adjustments to tactical plans.

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

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Making plans for short periods of time

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

Promptly financial planning is the planning of the financial fund and resources of the organization.

Its necessity lies in the fact that the material sphere changes regardless of the internal conditions of the enterprise and in order to “stay afloat” it needs some savings.

Operational calendar planning is a detailed plan for the execution of work, determining the start and end periods for the manufacture of any product or the implementation of another area of work.

Kinds

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

Intershop. Ensures the development and control of all products produced at the enterprise in general, and also directs the work of each workshop or department in the right direction. This type of planning ensures coherence of the entire production process.
In-shop. Aimed at synchronized implementation of their work plan by all employees. It includes the development of new monthly or quarterly production plans, drawing up production flow schedules.

Methods

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

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

Calendar method or operational scheduling. This is a detailed plan for the execution of a robot, determining the start and end periods of the production of any product or the execution of another front of the robot.

Volume-calendar method. Allows you to plan simultaneously the timing and volume of work performed at the enterprise.

Volume-dynamic method. Provides for close interaction of such planned indicators as timing, volumes and dynamics of production of products, goods or services.

Tasks

It should be said from the outset that the main task of operational plans is to organize the daily activities of employees, as well as direct them in the necessary direction that is beneficial for the enterprise.

There is also a secondary series of planning tasks, which includes the following:

fulfillment of tasks for the production of final products;
organization of complex production;
efficient use of working time.

Principles

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

The principle of the need for planning.
The principle of unity of plans.
The principle of continuity of plans.
The principle of flexibility of plans.
The principle of accuracy of plans.

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

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

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Operational planning

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

Attention!

In this regard, operational (work) plans are drawn up for periods of work in sectors and departments of the economy.

Operational planning serves as a means of ongoing regulation of the progress of production in order to ensure rhythmic, uninterrupted operation of the enterprise, efficient use of production and labor resources.

Its task is to detail the main indicators of the annual plan of an economic entity, its structural unit and bring them to the direct executors. For these purposes:

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

For operational planning, calculation-analytical, statistical, economic-mathematical and graphical methods are widely used, which make it possible to organize the operational management of the technological process using personal computers.

Operational plans are a further detail of annual plans. Agricultural enterprises are developing:

plans for periods of agricultural work (for raising plowed land, applying fertilizers, sowing, caring for crops, harvesting, etc.);
ten-day, monthly, quarterly plans (tasks) in livestock farming, construction, industrial and service industries;
Work plans are assignments to specific performers to perform specific work for a period of one or several days.

Operational (working) plans are manufacturing program carrying out relevant work during certain periods of the year.

In the livestock industries, there are operational plans for the production and sale of products, the placement of livestock on the farm territory, the use of pasture lands and the green conveyor, and schedules for providing farms with feed.

Ancillary production has operational plans for the periods of receiving products, processing and selling them.

Operational plans must be interconnected by plans for the use of labor resources, tractors, agricultural machinery and vehicle fleet.

Work plans in crop production by work periods reflect the organization of labor processes in optimal agrotechnical terms, the calculation of the means of production necessary for this and work force.

They are developed first in teams, taking into account technical equipment based on the actual sown areas and expected yields in individual fields and areas.

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

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

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

The main task of the work plan is to establish the relationship and sequence of operations when cultivating all the crops assigned to the team, the daily need for equipment, workers, and materials.

Particular attention is paid to creating conditions for meeting shift and daily production standards and high-performance use of equipment.

The daily need for tractor units and self-propelled combines is calculated by dividing the expected (planned) volume of work by the seasonal output of one unit or combine.

The number of required machines and implements is determined based on the daily need for tractor units and the number of machines and implements in one unit.

The need for labor is determined as the product of the number of service personnel on one unit, the number of units and the shift ratio.

In manual work, the number of workers is determined by dividing the volume of manual work by the output of one performer for the entire period of performance of this work.

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

The total daily demand for tractors and labor is determined using a schedule, which clearly shows the days of maximum stress. To eliminate “peaks”, the schedule is leveled by slightly changing the calendar dates of work.

If this is not possible, additional equipment and labor will be involved.

This problem is solved using a network diagram, which represents the sequential execution of both individual work processes and their complexes of varying degrees of complexity.

With its help, they take into account the dynamics of work, deviations from established deadlines and standards, and find ways to overcome emerging difficulties.

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

Attention!

An integral part of work plans are plans - routes for the movement of units across sites and fields. Their development makes it possible to timely prepare sites and fields for work, avoid unnecessary moves of units, timely and uninterruptedly provide workplaces with materials, and machine and tractor units with technical maintenance.

The route plan of the unit indicates the brand and business number of the tractor, combine, the number of the field in the crop rotation, the type and volume of work, the beginning of their implementation, and the scheme for moving the unit from one site to another.

Work plans are tasks for a team, unit, or individual unit to perform certain work.

They are given for a certain period of time - a decade, a week, a five-day period, one to three days, or in one piece - to perform a certain type and amount of work.

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

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

Operational plans have a number of features. In terms of the timing of their preparation and action, they are closest to the production process and are closely related to it; they are composed quite often, which gives them the property of continuity; Through operational planning, the entire system of on-farm plans is linked to production management.

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Enterprise activity planning

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

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

The following units can be planning objects: products (its type and quality), personnel, sales, finance, investments, scientific and technical development and environmental activities.

In order for the plan to be effective, it must reflect the following:

assessment of the enterprise’s external environment;
assessment of the enterprise’s capabilities taking into account favorable and unfavorable factors of the external environment;
defining and formulating goals;
determination of current operational tasks, corresponding to the goals;
methods for analyzing and monitoring plan implementation, providing feedback to the next planning cycle.

Forms of planning organization:

Top-down planning is when management determines the main goals of the enterprise and the mechanisms for achieving them, and then communicates it to the staff in order to implement the plan. The disadvantage of such planning is that the company's management cannot always see and take into account the potential capabilities of lower levels.
From bottom to top - here each employee analyzes his current work, finds reserves for its improvement and submits proposals for work in the future to the management of his department.

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

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

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

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

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

Technology

Planning technology includes the following stages:

Determining the goal;
Defining tasks that will achieve the goal;
Determining ways and means to achieve the goal;
Development of alternatives;
Set the time to achieve the goal;
Distribute responsibilities between departments;
Design a system for monitoring and adjusting the plan.

Principles and methods

Planning principles:

Continuity - planning should extend both over the long term and beyond short time.
Scientific - planning must be carried out on a scientific basis, i.e. rely on reliable information, be carried out using scientifically sound methods.
Flexibility – plans must be adjusted according to changes in the environment.
Accuracy.
Priority is the subordination of all programs and plans strategic goal enterprise development.
The principle of participation was formulated by... Ansoff - it means that every employee of the enterprise must participate in the construction of plans for the enterprise, who is directly affected by the plan.

There are several planning methods. Program-targeted - planning, which is based on the development of comprehensive programs aimed at achieving set goals.

Balance sheet method - compilation various types enterprise balance sheets. Normative method - an enterprise uses a whole system of norms and standards in the planning process.

A norm is a regulated amount of absolute resource consumption per unit of production or per unit of work. Based on such norms, balances of consumption of various resources are formed.

Economic-mathematical modeling – involves the use in the planning process of various economic-mathematical models, which are a formalized description of the economic process (object) under study in the form of mathematical dependencies and relationships.

The forecasting method is a set of techniques and methods that allow, based on the study of the internal patterns of development of an object and its external connections, to derive a judgment (forecast) of a certain reliability about the future state of the forecast object.

A forecast is a probabilistic, scientifically based judgment about the prospects, possible states of a particular phenomenon and the future and (or) alternative ways and timing of their implementation.

Intuitive methods are based on intuitive-logical thinking. They are used when it is impossible to take into account the influence of many factors due to the significant complexity of the object or the object is too simple and does not require labor-intensive calculations.

Kinds

The following types of planning are distinguished:

Operational - contains a plan for a week, shift, decade.
Current – from month to year, with distribution by quarters and months.
Medium term – from one year to 5 years.
Long-term – from 5 years, aimed at solving individual independent problems of the company’s strategy.
Strategic - a long-term plan covering a period of 10-15 or more years.

It is more correct to call operational planning (OPP). EPP is the implementation of the current activities of economic planning services over a short period.

Attention!

The EPP is based on the production program for the release of finished products; with the help of the EPP, this program is detailed and specified.

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

Stages of AKI:

Volume planning is the distribution of work performed across departments and planning periods, taking into account the load of equipment and space. For effective distribution, the necessary and available resources of the enterprise are compared.
Scheduling is the determination of product release dates, clarification of tasks for each workshop, and, if necessary, adjustment of calculation results.
Operational production planning is the final clarification of the production program and the organization of its implementation. If necessary, adjustments are made to work schedules.

Strategic planning (SP) is a management process that is aimed at developing company development goals and ways to achieve them.

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

During a joint venture, the parameters of the external environment, the range of products and services, prices, suppliers, sales markets, long-term goals and strategies for achieving them are determined and forecasted, and changes in parameters are systematically managed.

These indicators are extremely important for determination today, because The company operates in a market economy based on competition.

JV stages:

Definition of mission and goals;
Analysis of external and internal environment enterprises, including analysis of the strengths and weaknesses of the company, as well as its potential opportunities;
Choice of strategy;
Execution of strategy;
Evaluation and control of implementation.

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

The competitiveness and success of an enterprise's business activities are determined by carefully formulated and developed goals of the company's activities and the means of achieving them.

These goals and means are more fully reflected in operational, current and strategic planning.

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System of economic organization plans

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

Essentially, a plan is a set of instructions for managers that describe what role each part of the organization should play in achieving the firm's goals.

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

The strategic plan, otherwise called the company's master plan (often drawn up 5 years in advance) and company-wide plans drawn up as a continuation of the strategic plan.
Strategic plans for the individual business units that make up the firm.
Operational plans of the organization:
- company-wide plans for current activities, the so-called “economic plans” or “profit plans”, are calculated for one year. With the help of operating plans, goods and services are produced and delivered to the market;
- current plans of divisions, including budgetary ones, complement company-wide plans for current activities.
In addition to plans, the results of the planning process are programs (or plans-programs) and projects.

The strategic plan guides decision making at lower levels; common goals Organizations defined in a strategic plan are concretized into goals for current activities, called objectives.

In addition, the strategic plan is a limiter for plans at lower levels, since it limits the number of resources needed to solve operational planning problems.

The action plans of any organization can be characterized as either offensive or defensive.

Offensive plans involve the development of the organization: the production of new goods and services, entering new markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.

Medium and small firms in many cases are content with defensive plans aimed at maintaining their position in the market and preventing the company from going bankrupt.

The organization's development plan, being an expression of offensive plans, includes a set of measures necessary to create new areas of the company's activity.

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

What will be the conditions of demand in the future, what goods and services will consumers of this economic organization expect?
What should be the nature of the internal elements of an organization necessary for its development?
What new types of products should be added to the enterprise's product range, or what part of the main products should be replaced by new goods and services?
What should be the methods for preventing errors when investing capital and developing new products?
What should be the range of economic resources needed to produce new goods and services?
What should be organizational methods creation of new production facilities, whether it will be a takeover in the form of buying up (acquisitions) of other enterprises, merging with organizations producing the necessary products, or creating new production facilities on our own, through scientific research and development and implementation of entrepreneurial projects.

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

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

Attention!

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

Typically, projects are associated with the creation and promotion of new products and services of the company to the market.

The capabilities of projects cannot be exaggerated when determining the exact deadlines and specific characteristics of a new product. A business plan is usually drawn up in the form of a project.

In addition to these types of planning documents, the organization must draw up auxiliary plans that are needed for better organization planning in enterprises: planning organization plan, contingency plans, programs feedback, plan evaluation programs.

Tactical planning

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

Tactical planning is making decisions about how an organization's resources should be allocated to achieve strategic goals.

The main question of strategic planning is what the organization wants to achieve. Tactical planning focuses on how the organization should achieve that state.

That is, the difference between strategic and tactical planning is the difference between goals and means.

Other differences:

Decision making at the tactical planning level tends to be less subjective because good, specific information is more available to tactical planning managers. For tactical planning, computer-based technologies are applicable. quantitative methods analysis;
the implementation of tactical decisions is better observed and less exposed to risk, since such decisions relate mainly to internal problems;
tactical decisions are easier to evaluate, since they can be expressed in more specific numerical results (for example, it is more difficult for a farmer to assess the specific benefits of introducing products under his own brand than to calculate an increase in the production of chickens in special packaging when acquiring new capacities);
For tactical planning, in addition to its concentration on the middle and lower levels of management, it is also typical to gravitate towards the levels of individual divisions - product, regional, functional.

Operational mining means almost the same thing as tactical planning.

The term “operational”, more clearly than the term “tactical”, emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc.

Operational planning also refers to the preparation of an organization's budget.

Process

Planning activities can be divided into several main stages:

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

Despite the fact that control is the last stage of planning activities, its importance is very great, since control determines the effectiveness of the planning process in the organization.

Thus, the planning process is the first stage of the overall activity of the company.

The planning process is not a simple sequence of operations for drawing up plans and not a procedure whose meaning is that one event must occur after another.

The process requires great flexibility and management skill. If certain points in the process do not meet the organization's goals, they can be bypassed, which is not possible in the procedure.

People participating in the planning process do not simply perform the functions assigned to them, but act creatively and are capable of changing the nature of the action if circumstances require it.

The planning process consists of a number of stages following each other.

First stage. The company conducts research into the external and internal environment of the organization. Determines the main components of the organizational environment, identifies those that really matter to the organization, collects and tracks information about these components, makes forecasts of the future state of the environment, and assesses the real position of the company.

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

Third stage. Strategic analysis. The company compares goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of desired indicators) and determines the gap between them. Using strategic analysis methods, various strategy options are formed.

Fourth stage. One of the alternative strategies is selected and developed.

Fifth stage. The final strategic plan for the company is being prepared. Sixth stage. Medium-term planning. Medium-term plans and programs are being prepared.

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

The eighth and ninth stages, while not being stages of the direct planning process, nevertheless determine the prerequisites for the creation of new plans, which must take into account:

what the organization managed to do in implementing its plans;
what is the gap between planned indicators and actual implementation.

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

Organization

In-house planning brings good results if the planning process is properly organized from the very beginning.

Attention!

Before proceeding with actual planning, those responsible for planning at the enterprise must accept the content and sequence of the planning process.

A large enterprise, as a rule, carries out the entire planning process, without significant exceptions.

A complexly organized company needs both a strategic plan and medium-term plans and programs, as well as all types of operational planning.

A large company must take care of the preparation and implementation of projects for the development of new products and new divisions

Smaller firms often simplify the planning process by condensing it into a 5-year strategic plan and annual operational plans.

At the same time, if a small organization is focused on creating offensive plans, it also prepares a project for the development of its production (business).

Having identified the components of the planning process, those responsible for this activity must establish a sequence of planning activities.

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

However, many managers and planners, being strong practitioners and having extensive experience in operational planning, when taking their first steps in strategic planning, are afraid to begin planning activities with defining a strategy.

Such managers are engaged in the development of operational plans as the main type of planning activity, and consider strategic planning as a trial, side activity.

In such cases, the planning sequence is the opposite: first drawing up operational plans, and then developing a strategy.

But, as experience shows, gradually, after 2-3 year cycles, managers realize the importance of strategic planning, acquire the necessary skills and discover that they are more comfortable following from strategy to tactics.

There are situations when strategic and operational plans are implemented simultaneously.

The main disadvantage of this practice is the emergence of an obstacle to effective planning: the urgency of operational decisions begins to dominate strategic problems, and the company loses the main guidelines for its activities.

The planning process in an organization continues continuously throughout the year.

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

To ensure that the planning process is continuous and that there is no gap between two 5-year plans, many organizations draw up so-called rolling (transition) plans.

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

According to sequential planning schemes, certain planning activities (for example, budgeting) are carried out regularly, annually, at approximately the same period of the year.

But if there are serious deviations in the implementation of plans, then there is no other way out than to revise the plan at the moment when these deviations are discovered (for example, revise the budget not in January, but in May).

Participating in the planning process are:

firstly, the top management of the organization;
secondly, the planning team;
thirdly, managers and specialists of departments.

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

Attention!

Top management is the architect of the planning process and determines its main phases and planning sequence.

Top management must make the planning process accessible and understandable to every employee of the organization, and it must be able to involve its employees in it as much as possible.

Strategy development requires top management to have analytical skills and big-picture thinking.

Middle and lower management, as well as department specialists, are involved in the development of operational plans.

The responsibilities of specialists also include analyzing the internal and external environment of the organization and making forecasts. Department managers and staff members join together in evaluating alternative strategies proposed for the organization.

The planning service takes part in developing the company's strategy and clarifying its main goals. However, planners perform this function, acting as advisers and consultants.

Often key strategic issues are discussed between the planner and the top manager in personal conversations and discussions. The final decisions related to strategy approval are made by senior management.

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

Together with managers, planners participate in making forecasts about the possible future of the company and prepare the forecast part of the final plan.

Planners provide advice and consultation on planning techniques and promote professional methods planning.

Planners should strive to create a spirit of creative attitude among workers in planning their future, teaching people how to interact with each other.

INTRODUCTION………………………………………………………………………………....3

CHAPTER 1. OPERATIONAL PLANNING……………………………...4

1.1. Types and systems of operational planning …………………………..4

1.2. Development of operational plans……………………………………...10

1.3. Auxiliary production……………………………………12

CHAPTER 2. ANALYSIS OF THE ENTERPRISE LLC "AZMK"………………………...14

2.1. Characteristics of the enterprise and assessment of key indicators…………14

2.2. Analysis of the enterprise’s property…………………………………………..22

Chapter 3. OPERATIONAL PLANNING IN LLC "AZMK"…………….28

CONCLUSION…………………………………………………………………………………32

LIST OF REFERENCES…………………………….34

INTRODUCTION

Financial plans of commercial organizations, depending on the period of their validity, are usually divided into strategic, long-term, business plans, current and operational.

Operational planning uses approved strategic positions in daily activities to achieve set goals.

Operational planning consists of developing and communicating to executors budgets, payment calendars and other forms of operational planning targets on all major issues of financial activity, the ability to effectively manage working capital and accounts payable based on the criterion for selecting optimal alternatives within the approved budget.

The development of a payment calendar consists of determining the specific sequence and timing of all payments, which allows for the timely transfer of funding for the normal economic activities of the enterprise. In many organizations, along with the payment calendar, a tax calendar is drawn up, which indicates when and what taxes should be paid. This allows you to avoid delays and penalties.

The purpose of writing this course work was a study of the concept of operational planning using the example of the limited liability company "Aramil Metal Structures Plant".

In accordance with the set goal, we solved the following tasks:

1. Study of the concept, types, systems and methods of operational planning.

2. Study of the concept and types of auxiliary production.

3. Analysis of production indicators and property of the enterprise in order to identify types of auxiliary (not main) work of the enterprise, and planning to improve the activities of these departments.

CHAPTER 1. OPERATIONAL PLANNING

1.1. Types and systems of operational planning

The final stage of intra-company planning is the development of operational plans for the production and economic activities of the enterprise for the current period. Operational planning is designed to ensure timely and high-quality implementation of annual tasks provided for by plans for the socio-economic development of an enterprise or firm. Current planning at an enterprise is usually closely related to operational and management decisions aimed at the rational distribution of production resources to achieve the intended strategic goals. It covers the short and medium term periods of production and economic activity of the enterprise. Operational planning refers to the implementation of the current activities of economic planning services over a short period, for example, the development of an annual production program, the preparation of quarterly enterprise budgets, control and adjustment of received budgets. On industrial enterprises It is customary to distinguish several types and systems of operational planning.

Depending on the content and timing, operational planning is divided into two types: calendar and current.

Scheduling includes the distribution of annual planned tasks by production departments and deadlines, as well as communication of established indicators to specific performers of work. With its help, shift-daily assignments are developed and the sequence of work performed by individual performers is agreed upon. The initial data for the development of calendar plans are the annual production volumes, the labor intensity of the work performed, the timing of delivery of goods to the market and other indicators of the socio-economic plans of the enterprise. Current production planning or dispatching involves processes, as well as accounting for product output and the consumption of various resources.

Depending on the scope of application, operational planning at most machine-building enterprises is divided into inter-shop and intra-shop planning. Intershop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all workshops of the enterprise, and also coordinates the work of the main and auxiliary workshops, design and technological, economic planning and other functional services. At machine-building enterprises, as a rule, production programs are developed and issued by workshops by planning services for the next year with a quarterly and monthly breakdown. The content of intra-shop planning is the development of operational plans and the drawing up of current work schedules for production sites, production lines and individual workplaces based on annual plans for the production and sale of products of the main annual plans for the production and sale of products of the main workshops of the enterprise.

In modern production, various operational planning systems are widespread, determined by both internal factors and external market conditions. In the economic literature, the system of operational production planning is usually understood as a set of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and the preparation of accounting documentation. This system is a set of methods and methods for calculating the main planning and organizational indicators necessary to regulate the process of production and consumption of goods and services in order to achieve planned market results with minimal expenditure of economic resources and working time.

The main characteristics of any operational planning system include: methods for compiling calendar tasks for departments of the enterprise, the procedure for coordinating and interrelating the work of workshops and sections, the selected planning and accounting unit, the duration of the planning period, methods and techniques for calculating planned indicators, and the composition of accompanying documentation. The choice of one or another operational planning system in market conditions is determined mainly by the volume of demand for products and services, costs and planning results, scale and type of production, organizational structure of the enterprise and other factors. The best known at present are detailed, custom-made and packaged operational planning systems and their varieties, used in many large domestic enterprises and foreign companies, as well as in small and medium-sized businesses.

The detailed planning system is designed for highly organized and stable production conditions. According to this system of operations and production processes for each part for a certain planned period - hour, shift, day, week. The detailed system is based on precise planning of the tact and rhythm of work of production lines and production backlogs and their constant maintenance during the production process at a strict calculated level. The use of this system requires the development of complex calendar and operational plans containing indicators of production volume and the route of movement of parts of each item through all production stages and technological operations. Therefore, it is advisable to use detailed planning when there is a limited range of products, which occurs in conditions of large-scale and mass or low-production production.

The order-by-order operational planning system is used mainly in single and small-scale production with its developed nomenclature and a small volume of manufactured products and production services. In this case, the object of planning, or the main planning and accounting unit, is a separate production unit, which includes several similar works of a specific consumer-customer. This planning system is based on calculations of the duration of production cycles and lead standards, with the help of which the deadlines required by the customer or the market for completion of both individual processes or works, and the entire order as a whole, are established.

The complex system is mainly used in serial engineering production. As the main planning and accounting unit, various parts included in an assembly unit or a general set of goods, grouped according to certain characteristics, are used. With an integrated planning system, calendar assignments for production divisions are developed by assignments for production divisions are developed not according to individual parts, but according to enlarged groups or sets of parts for a unit, machine, order or a certain amount of work and services. This system helps reduce the labor intensity of both planning and calculation work and the organizational and managerial activities of the personnel of the linear and functional services of the enterprise. With this system, the flexibility of operational planning, current control and regulation of production progress significantly increases, which, in conditions of market uncertainty, serves as an important means for the enterprise to stabilize production.

According to our statistics, due to the low quality of operational production planning (OP), up to 50% of orders brought by commercial departments of enterprises are not completed on time. That is, for product buyers Russian factories placing orders for them turns into roulette: with a high degree of probability you will have to withdraw funds from circulation for a long period of time for prepayment and wait a long time for delivery. At the same time, the average utilization of enterprise equipment does not reach 60%.

Operational planning is the “heart” of production processes. Without a “big” plan, an enterprise can survive for some time, and without a financial plan, too. And not a day can go by without operational planning: every worker, coming to the shop in the morning, must have a plan for his shift. The higher the quality of the OP, the more efficiently the entire plant will operate.

How to build the right operational planning system?

Restore the value of the production plan. During the period of enterprise reform in the 1990-2000s, many plant owners attracted managers from the financial sector. As a result, planning became almost exclusively financial.

At almost every plant we see how well budgeting and financial control are set up; managers know how to calculate costs, profitability, etc. The financial plan is the law, the financial service is the power. The “red line” of the annual budget and financial KPIs passes through many management processes. The production plan and planning department often do not have the status they deserve.

This is the reason for the confrontation between commercial divisions and production. Formally, they have a common financial performance indicator - maximum revenue, minimum cost, maximum profit. But the local KPIs that determine the ways to achieve this goal are different. Commercial divisions work with the buyer who is on the market. These are often low-volume orders, small batches with frequent shipments and varying profitability. Production tries to fulfill orders in large batches so as not to rebuild the equipment, and small batches are left for later by hook or by crook. Planners are often just witnesses to a tug-of-war.

At one of the enterprises for the production of engine components, both the operational plan itself and its execution were a field of tug-of-war between the commercial department and production. Firstly, the planning department was removed from the subordination of the director of production, in which it was located, and was subordinate to to CEO. It was given arbitration functions: to identify contradictions between the commercial department and workshops, to look for a compromise between small and large batches that is optimal for the interests of the enterprise. In addition, the KPIs of the commercial department employees and shift foremen were synchronized. It is clear that they cannot become completely identical, but in all of them the criterion for fulfilling the operational plan established from above, calculated on the basis of shipping requirements from “businessmen,” was laid down. Punishment with the ruble for failure to comply with the operational plan quickly led to the fact that the parties learned to negotiate. On the one hand, we determined the size of the “break-even” batch for each article, so as not to overload production with small batches, from which the cost of restructuring production to order is greater than the income from the order. On the other hand, they stopped leaving “inconvenient” orders for the workshops for later and, thereby, disrupting their deadlines, since any order that fell into production plan, is an important.

Thus, the planning center was restored at the enterprise, and none of the tails—neither the commercial department nor the workshop—wagged the dog. Which immediately had a positive impact on financial performance.

Operational planning should not be too “rigid”. All restrictions that occur in the production process can be divided into hard and soft. Strict restrictions - which workshop can perform certain operations, on which production lines and with what productivity, in what sequence. Soft restrictions - which of several interchangeable machines can be used, what tools the operator will need for the job, what the composition of the crews will be for the next shift. The former should be recorded in regulatory and reference information and reflected in the plan, the latter should be left to the site foreman and not complicate the planning process with redundant and rapidly changing information.

At a medium-sized machine-building enterprise, very detailed regulatory and reference information was introduced and a planning system was built on it. Calculating the plan took 3-4 hours daily and the output was generated shift tasks for each equipment inventory number. However, there were constant failures in the execution of these tasks. The analysis showed that the reason is that the plan regulates the work in the workshop in too much detail: right down to the selection of equipment and the assignment of workers to tasks. At the same time, mistakes were made in the selection of equipment - restoration repairs, replacements and damage to equipment were not taken into account. There were also confusions with the appointment of workers: the system simply did not know that this or that employee took sick leave or asked to leave work.

They wanted to solve the problem by further complicating the data collection procedure. But here the planners themselves rebelled - it was they who had to collect and reflect in the system all the facts of the movement of thousands of equipment positions and record the locations of hundreds of employees. New costs for automation and an increase in the number of controllers were avoided due to the fact that soft restrictions were left to the discretion of the shops. For example, the selection of equipment and tools was done by the worker himself. And the assignment of performers to the operation was carried out by the shift foreman after receiving a shift assignment with a list of technological operations for the shift. Due to this, the implementation of plans approached 100%. And the time for calculating the plan was reduced to 1 hour.

Expand your time horizons. At many enterprises, operational planning becomes exaggeratedly operational: it is reduced to a couple of days. This leads to unfulfilled orders and inefficient use of equipment. After all, the order fulfillment times agreed upon by the commercial department, the technological cycles of product manufacturing, and longer component delivery cycles cannot be synchronized over a short period of time. Operational planning must take into account the future and, most importantly, not end on the last day of the calendar month. The difference between the planning period and the accounting period is that, unlike the latter, the horizon does not tend to collapse to the point on the 31st. Each day spent in production adds another new day - with its own orders, shipment deadlines, changeovers and queues.

One metallurgical plant had a monthly cycle for receiving orders in the sales department. Orders were accepted daily, and by the middle of the month the production program was known. Deviations related to payment and adjustments in delivery times of transport by customers were allowed. But the production of this entire picture saw only one day. A real “Groundhog Day”... The result of this planning was a low utilization rate of equipment, which was often reconfigured to produce the daily assortment. The transition to a four-day operational planning horizon made it possible to form larger launch batches to minimize changeovers and associated downtime and losses. It was possible to increase the equipment utilization rate to 84% and add about 35 hours per week, which were previously spent on changeovers. It is noteworthy that the commercial department managed to keep production from the temptation to “see” the order book for a month in advance. In this case, there was a high risk of delays in shipment due to an excessive increase in production batches and the formation of surplus finished products in warehouses. The enterprise managed to find the “golden mean” in the operational planning horizon, establishing a rule of a horizon duration of 3-4 times the duration of the technological cycle.

“Pull” planning through shipping. Shipping without failures, a warehouse that works like clockwork, allow us to “tighten up” operational production planning.

A stationery manufacturing company located in the Moscow region has experienced a slowdown in production growth. Expanding the territory is impossible, and moving the site is unprofitable. It turned out that the bottleneck is the company's warehouse: the shipment of products is slow. Trucks accumulate in a small warehouse area, or stand idle on narrow entrances to the plant.

The warehouse was automated using WMS (Warehouse Management System), a warehouse management system. The introduction of cellular storage and automation of the selection of small batches made it possible to increase warehouse turnover by three to four times.

After this, production ceased to “correspond”: it did not produce those types of products that buyers were waiting for, and produced those that themselves had to wait for buyers and took up space in the warehouse. Identified inconsistencies in warehouse and production KPIs (shipment speed in hours and maximizing output in pallets) were eliminated by replacing them with a common indicator - delivery to the warehouse of assortment planned for shipment in the next 2-3 days. Thus, it was possible to synchronize the timing of product release in production and the timing of orders from the commercial service.

As in the first example, the meaning and functions of the planning department were transformed, planners developed algorithms for coordinating the requests of the commercial department and production, and the problems of waiting for shipment and stocking the warehouse were resolved. The waiting time from ordering products in the sales department to delivery to the customer has been reduced from five days to one.

Set up the information function of the OP. One of the main functions of planning is feedback and transparency of flows in production. Information about the planned release dates of products from the workshop is important primarily to the commercial service and production director.

At a medical equipment manufacturer, orders were constantly missed. The commercial department remained dissatisfied with the fact that “we provide you with orders, we have the equipment, but why are we producing products that are half the required range?”

Managers of the commercial service blamed production workers, and they argued that businessmen were taking on inflated obligations that were impossible to fulfill within a technologically acceptable time frame.

Not better situation developed in the production itself. Technologists inflated production standards - this is usually done in order to increase the wage fund. In order for a worker to earn more, he is given a double time limit for a simple operation.

In addition, the production speed specified by technologists and the actual production speed may vary. Without independent sources of information, production management was forced to rely only on reports from specialists. And run to the workshop to watch the movement of “your” orders.

To solve the problem, the planning process was reorganized. Instead of five planners, operational planning began to be carried out by one person in a specialized information system. The planning department was reorganized - the four released specialists were transferred to the positions of dispatchers working with workshops. Their new task— bringing planned tasks prepared in the information system to the workshops and monitoring their implementation. It was possible to avoid additional costs for increasing staff, and investments in information system paid off handsomely. Operational planning has become truly operational - the time to prepare a plan has been reduced from 3 days to 2 hours! Typically, dispatchers are aware of all deviations during production, but report this at reports and meetings once a day. Now they report this to a specialized system and through it the production management and commercial department are informed. Data on deviations in shipment times is visible “in real time” and is corrected by the planner before it is too late.

For example, information on required materials, equipment loading and production began to be transmitted to the production directorate every hour, and emergency data transmission in case of emergency was added. The commercial department got the opportunity to find out how each order is being fulfilled and saw the real deadlines for their completion. In the event of force majeure situations that lead to violation of deadlines (and they happen in any production), it is possible to notify customers in a timely manner.

Automate the routine component of the OP. In many industries it is already difficult to do without automation of operational planning. First of all, this applies to small-scale production with a large range of output. To solve problems of operational planning, we have our own tools in the form specialized systems APS (Advance Planning Scheduling). Working with APS frees the planner from routine and from mistakes, for example, from using inconvenient Excel tables with thousands of cells. A list of orders and data on production technology (restrictions) are entered into the automated system. Based on this data, a production plan is built and shift assignments are generated.

A distinction should be made between APS (Advance Planning Scheduling) and MES (Manufacturing Execution System). Planning systems - APS. They involve so-called advanced planning with optimization and production scheduling. MES are systems responsible for execution: execution of what was planned, with ready-made values generated by APS. Ideally, the enterprise should have APS integrated (e.g. ORTEMS), MES and WMS.

An office supply company had to think about improving the efficiency of the OP, because one of the large retail chains expressed dissatisfaction with the way the supply was taking place. Managers trading network established a strict requirement: “The shelf should not be empty for a minute.” And they threatened not just fines for violating this requirement, but also “removal from the shelf.” Why were there deviations in delivery times?

Let's see how the planning system functioned before automation. The lady planner, a veteran of the enterprise, the only one of her kind for several production divisions, usually received a list of orders that came from the commercial department before 12 o'clock. Most orders are marked “urgent”: they need to be shipped tomorrow.

Therefore, the planner has four hours to explode the product using Excel. The product must be broken down into its component parts and all its options taken into account. Next, calculate the size of the minimum batch and calculate the equipment load and standards for each worker.

Cinderella the planner must complete all this before 16:00 - before the shift assignment is issued to the workshop. In reality, by 4 p.m. Cinderella only had time to unravel the orders: arrange finished goods into their constituent parts, count their range and quantity. She was unable to distribute equipment by equipment: she did not have enough time and understanding of the current situation in the workshops.

When the planned tasks reached the workshops, the assemblers ran around the workshops, looking for whether there were dyes of the required colors, where the molds for producing the required parts were installed, whether there was in the warehouse what was produced yesterday, etc. Because of this, the deadlines for most orders were missed.

Management set the task of automating planning. What was needed was a system that could do the routine work for the planner: quickly break down the specification, that is, calculate the need for incoming semi-finished products that are included in the finished product, and then “distribute” the components into units of equipment - dozens of injection molding machines and hundreds of molds.

With the help of consultants we chose APS system ORTEMS, which coped with all these tasks. Now, in a few minutes, the system unpacks the order portfolio for the month ahead. Orders for semi-finished products associated with finished products are formed in advance; placed according to the technological map for the equipment; the required molds and the necessary injection molding machines are selected. The system analyzes the requirements for optimal production batches and forms them taking into account what is already in stock.

The APS system also helps to make optimal use of the equipment. If we have a mold that produces square parts of yellow color, then, most likely, after it we need to plan the production of square parts of the same color. This is true when there is a lot of production and it should be made over several days (i.e. use the same mold). And if there are no such parts in the plan, then plan to produce parts in a yellow color, but in a different color (thereby minimizing the change of dye on the injection molding machine).

Thanks to the ORTEMS system, the planner receives ready-made information within an hour to analyze the configuration, supply of materials, equipment loading, and makes adjustments related to soft restrictions, that is, those that automated system cannot take into account. Thus, the quality of operational planning and production efficiency are increased by an order of magnitude.

Appreciate planners! Even an automated planning system is a human-machine system. Planning cannot be completely “automatic”. Of course, automation leads to a reduction in the number of “accountants” in the planning department. But the reduction in the share of routine work must be compensated by an increase in the share of the creative component in the work of planners.

In addition, automated systems, no matter how perfect they are, are not able to take into account all the limitations that exist in production. And optimization algorithms cannot place absolutely all orders and operations in ideal sequence. The planner, who has critically comprehended the schedule generated by the machine, must put the final finishing touches on the operational plan before it goes to the shop floor. Only a planner can add the finishing touches to the portrait of the optimal plan. It is the synergy of people and technology that makes the EP system the perfect tool for maintaining enterprise efficiency.

About the ORTEMS system

APS system ORTEMS (Advanced Planning & Scheduling, automated production planning system) is a unique line of software solutions for operational production planning and drawing up optimal production schedules.

Key project goals:

Shipment of batches on time
Reducing finished product balances
Optimization of production by changeovers
Equipment loading optimization

Typical implementation project tasks:

Formation of a balanced production program
Optimization of the production program by work centers, taking into account the limitations of the production process
Visualization of batch placement in production
Two-way integration with existing systems
Adjustment of the production schedule upon production of production batches

Current, or operational, planning is what a manager does every day at an enterprise. This includes planning the operation of an enterprise for a short period of time. This can be a day, a month, a quarter, a half-year or even a year. It depends on the strategic and tactical goals of the enterprise.

Ongoing planning is usually driven by the need to respond to many factors. For example, there should be an immediate reaction of the manager to the occurrence of force majeure circumstances that could cause the death of people. These include natural disasters (flood, fire, earthquake, etc.). Force majeure circumstances also include strikes. The manager must quickly respond to emergency situations that arise, to changes in the external or internal environment of the enterprise in order to prevent undesirable consequences or extract maximum benefit for the enterprise. This may include resolving current problems and tasks, such as conflicts.

With current (operational) planning, in contrast to strategic and tactical planning, there is no significant time gap between the fixation at the level of consciousness of an action in real mode. The manager must be aware that the reactions of operational planning and operational action can have very important strategic consequences. He must be able to prolong (extend) the consequences of an operational decision, current planning, operational action for a future time period. Otherwise, very dangerous phenomena and situations may arise for the enterprise.

The process of current, or operational, planning consists of several stages:

· identifying the problem;

· definition possible actions;

· preliminary selection of one of certain possible actions;

· analysis of possible consequences;

· final choice of action.

Moreover, the manager must be able to see not only the current moment, but also foresee the impact of the decision on the future time period.

1 The meaning and purpose of current planning

The manager, as an executive, is obliged to develop specific guidelines that would become the basis for the implementation of plans and control over this process. These guidelines, or ongoing plans, are developed so that all subordinates responsible for implementing the long-term strategy have a clear understanding of what, how and when they must do in order for their goals to be achieved. In addition, current plans provide a mechanism by which senior managers can monitor how production processes are meeting the strategic plan objectives. Current planning mediates the process of strategy implementation, while the organizational structure, reward system, and control play an equally important role. An interesting fact is that there is a very limited number of studies conducted in the field of studying the impact of current plans on the process of strategy implementation. However, even based on the results of these few studies, it is fashionable to say that current plans have a positive impact on the production process. For example, one study provides figures showing how much ahead of its competitors one of the firms using functional plans in marketing, finance, technology, and human resources. In addition, these figures show that the use of only a strategic plan brings less results than its combination with a functional one.

The current plans have a number of distinctive features. For example, compilation is the exclusive function of heads of departments and divisions (functional managers). This ensures the involvement in the process of developing strategic plans of those managers who are directly involved in their implementation in production. The final version of current plans is formed on the basis of the production strategy and overall goals of the company, and it is also the basis for conducting business in accordance with the goals set. Developing ongoing plans is the initial step in the implementation phase of the strategic planning process. Another important characteristic current plans is its compliance with all balance sheet indicators of the company. Indeed, the balance sheet is the only document whose data accurately reflects the state of affairs in production. Therefore balance and other forms statistical reporting perform two important functions in relation to ongoing planning:

1) reflect the distribution of resources in accordance with plans (including financial, labor, material) in specific areas of activity;

2) perform the function of monitoring and evaluating the effectiveness of the strategy implementation.

Three types of current plans

The lower level managers of each organization must develop three different types of plans to monitor the daily production process and its alignment with the overall strategy of the corporation.

Functional plans are necessary for the implementation of management decisions in various functional areas of production that are subject to rapid changes.

One-time plans are usually created in connection with the implementation of a project or program that plays a supporting role in the implementation of the overall strategy. For example, a corporation may develop a one-time plan to provide job search assistance to those who have been laid off under a layoff program.

Stable plans usually involve the development of specific instructions for regularly recurring operations in typical manufacturing processes that are not subject to change over the long term. A summary of these three types of current plans is given in Figure 1, and their detailed characteristics are given in the next three sections.

Diagram 1 Three types of current plans

2 Functional plans

When drawing up functional plans, it is necessary to answer the following question: what should each company do to implement the overall strategy of the corporation? Thus, a functional plan describes actions that should be taken in the near future in a specific area of production; it usually contains a list of immediate goals and a time frame for achieving them. Let's consider drawing up functional plans in various fields.

2.1 Marketing

Marketing managers are responsible for creating ongoing marketing plans. They stipulate who will sell what, where, when, to whom, in what quantity and how. Current marketing plan usually contains information about what goods each department receives, how the price for them is formed, whether advertising is necessary and what types of services should be provided to buyers of these types of goods. Diagram 2 contains a list of key issues that should be included in a marketing plan.

2.2 Finance (accounting)

Heads of financial departments are usually responsible for drawing up ongoing financial plans, which outline the allocation of resources line by line and describe the control system for this process. Separately, the plan includes calculations for attracting the required amount of borrowed funds, the volume of capital investments and an analysis of the required amount of liquid funds. Chart 3 contains the main types of issues considered in a financial plan.

2.3 Production (operational activities)

Production management is one of the key functions in most businesses.

The production manager plans and analyzes the process of receipt of raw materials, materials, new technologies, labor resources and equipment to a greater extent corresponds to industrial companies, but to one degree or another is also present in other organizations. The current production management plan should include basic issues related to the elements of the production process: the efficiency of operations for processing raw materials, semi-finished products, work in progress, the economic location of equipment and machinery on the territory of the production complex, etc. Figure 4 is a typical production control plan.

Diagram 2 Main aspects of a functional marketing plan

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

It got to the point that even the terms themselves containing the root “plan” were completely cleared from the vocabulary of practitioners.

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

Although planners' attention is primarily focused on its strategic aspects, operational planning is considered equally, if not more, important. It is a representation of the day to come and what you will do and when.

If strategic planning strives for the long-term success of the enterprise, achieving the desired state in the future, then operational planning ensures the solution of small, current tasks along this long path.

Operational planning is the development of short-term plans

The main functions of operational production planning include the following:

development of production schedule standards (production cycle duration, backlog size, batch size, etc.);
volumetric calculations of equipment and space loading;
drawing up operational programs for the main production and procurement shops;
operational management accounting and control over the implementation of operational programs;
operational regulation of production progress, timely identification of deviations from the plan, development and implementation of measures to eliminate them.

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

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

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

Production dispatching provides for operational control and regulation of the progress of production processes, as well as accounting for product output and the consumption of various resources.

At most machine-building enterprises, operational planning is divided depending on the scope of application into inter-shop and intra-shop:

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

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

The content of intra-shop planning is the development of operational plans and the drawing up of current work schedules for production sites, production lines and individual workplaces based on annual plans for the production and sale of products from the main workshops of the enterprise.

OP systems

In modern production, various operational planning systems are widespread, determined by both internal factors and external market conditions.

In the economic literature, the system of operational production planning is usually understood as a set of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and the preparation of accounting documentation.

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

The main characteristics of any operational planning system include:

methods for compiling calendar tasks for departments of the enterprise,
the procedure for coordinating and interrelating the work of workshops and sections,
selected planning accounting unit,
duration of the planning period,
methods and techniques for calculating planned indicators,
composition of accompanying documentation, etc.

Detailed

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

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

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

Therefore, it is advisable to use detailed planning when there is a limited and stable range of products, which occurs in conditions of large-scale and mass production.

Custom

The order-based operational planning system is used mainly in single and small-scale production with its diverse product range and small volume of products and production services.

In this case, the planning object, or the main planning and accounting unit, is a separate production order, including several similar works of a specific consumer-customer.

Complete

The complete system is mainly used in serial engineering production. As the main planning and accounting unit, various parts included in an assembly unit or a general set of goods, grouped according to certain characteristics, are used.

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

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

In addition to the three operational planning systems considered, domestic enterprises use such subsystems as planning by production cycle, by backlog, by advance, to warehouse, etc.

Planning according to the product release cycle involves equalizing the duration of technological operations at all stages of the overall production process in accordance with a single estimated time for performing interrelated work.

Source: "ecanomika.ru"

Automation of operational planning processes

Operational plans are the sequential implementation of tactical plans. These are routine, daily activities that enable the organization to achieve its tactical and, over time, strategic goals.

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

Operational planning increases control over personnel work, results and improves overall work efficiency. You will be able to see how quickly and effectively this or that employee copes, whether the quality and work standards are maintained (in production, customer service).

It is also important to see how much the employee devotes himself to his work and what his achievements are. Therefore, operational plans also influence motivation.

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

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

As work progresses, adjustments to operational plans are possible, which should be made in a timely manner. This problem can be quickly solved by a business automation system, which significantly speeds up work and makes operational planning really efficient.

Within the framework of project management, if the organization’s activities are related to the implementation of projects, automation has an even greater effect. The manager can use time savings to adjust plans, analyze intermediate results, and take additional actions to make adjustments.

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

Don’t forget about indicators - each task must have performance quality criteria or a system of indicators. For example, for a sales agent this is sales volume or income from sales, for a programmer this is program code, compliance with technical specifications, for a marketer this is compliance of advertising with a marketing strategy or budget.

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

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

Source: "prostoy.ru"

Making plans for short periods of time

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

Operationally, financial planning is the planning of the financial fund and resources of an organization. Its necessity lies in the fact that the material sphere changes regardless of the internal conditions of the enterprise and in order to “stay afloat” it needs some savings.

Operational calendar planning is a detailed plan for the execution of work, determining the start and end periods for the manufacture of any product or the implementation of another area of work.

Kinds

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

Intershop.

Ensures the development and control of all products produced at the enterprise in general, and also directs the work of each workshop or department in the right direction. This type of planning ensures coherence of the entire production process.

In-shop.

Aimed at synchronized implementation of their work plan by all employees. It includes the development of new monthly or quarterly production plans and the preparation of current work schedules.

Methods

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

Volumetric method.

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

Calendar method or operational scheduling.

This is a detailed plan for the execution of a robot, determining the start and end periods of the production of any product or the execution of another front of the robot.

Volume-calendar method.

Allows you to plan simultaneously the timing and volume of work performed at the enterprise.

Volume-dynamic method.

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

Tasks

There is also a secondary series of planning tasks, which includes the following:

fulfillment of tasks for the production of final products;
organization of complex production;
efficient use of working time.

Principles

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

The principle of the need for planning.
The principle of unity of plans.
The principle of continuity of plans.
The principle of flexibility of plans.
The principle of accuracy of plans.

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

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

Source: "womanadvice.ru"

Features of operational planning

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

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

Its task is to detail the main indicators of the annual plan of an economic entity, its structural unit and bring them to the direct executors. For these purposes:

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

Agricultural enterprises are developing:

plans for periods of agricultural work (for raising plowed land, applying fertilizers, sowing, caring for crops, harvesting, etc.);
ten-day, monthly, quarterly plans (tasks) in livestock farming, construction, industrial and service industries;
Work plans are assignments to specific performers to perform specific work for a period of one or several days.

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

Ancillary production has operational plans for the periods of receiving products, processing and selling them. Operational plans must be interconnected by plans for the use of labor resources, tractors, agricultural machinery and vehicle fleet.

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

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

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

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

The main task of the work plan is to establish the relationship and sequence of operations during the cultivation of all crops assigned to the team, the daily need for equipment, workers, and materials. Particular attention is paid to creating conditions for meeting shift and daily production standards and high-performance use of equipment.

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

The need for labor is determined as the product of the number of service personnel on one unit, the number of units and the shift ratio. In manual work, the number of workers is determined by dividing the volume of manual work by the output of one performer for the entire period of performance of this work.

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

This problem is solved using a network diagram, which represents the sequential execution of both individual work processes and their complexes of varying degrees of complexity. With its help, they take into account the dynamics of work, deviations from established deadlines and standards, and find ways to overcome emerging difficulties.

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

Route plan

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

prepare areas and fields for work in a timely manner,
avoid unnecessary moving of units,
promptly and uninterruptedly provide workplaces with materials, and machine and tractor units with technical maintenance.

Work plan

Work plans are tasks for a team, unit, or individual unit to perform certain work. They are given for a certain period - a decade, a week, a five-day period, one to three days, or in one piece - to perform a certain type and amount of work.

The work plan indicates the name of the performer (or group of performers), his class, the composition of the unit, the service life of the tractor, combine, the type and location of the work, agrotechnical requirements for its implementation, production standards, material consumption rates, tariff category of work and tariff rate .

Operational plans have a number of features:

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

Source: "eclib.net"

Enterprise planning

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

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

The following units can be planning objects: products (its type and quality), personnel, sales, finance, investments, scientific and technical development and environmental activities.

In order for the plan to be effective, it must reflect the following:

assessment of the enterprise’s external environment;
assessment of the enterprise’s capabilities taking into account favorable and unfavorable environmental factors;
defining and formulating goals;
identification of current operational tasks consistent with goals;
methods for analyzing and monitoring plan implementation, providing feedback to the next planning cycle.

Forms of planning organization:

Top-down planning is when management determines the main goals of the enterprise and the mechanisms for achieving them, and then communicates it to the staff in order to implement the plan. The disadvantage of such planning is that the company's management cannot always see and take into account the potential capabilities of lower levels.
Bottom-up - here each employee analyzes his current work, finds reserves for its improvement and submits proposals for work in the future to the management of his department.

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

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

Technology

Planning technology includes the following stages:

Determining the goal;
Defining tasks that will achieve the goal;
Determining ways and means to achieve the goal;
Development of alternatives;
Set the time to achieve the goal;
Distribute responsibilities between departments;
Design a system for monitoring and adjusting the plan.

Planning principles:

Continuity - planning should extend to both the long term and shorter periods.
Scientific - planning must be carried out on a scientific basis, i.e. rely on reliable information, be carried out using scientifically sound methods.
Flexibility – plans must be adjusted according to changes in the environment.
Accuracy.
Priority is the subordination of all programs and plans to the strategic goal of enterprise development.
The principle of participation was formulated by Igor Ansoff - it means that every employee of the enterprise must participate in the development of plans for the enterprise, who is directly affected by the plan.

Planning methods:

Program-targeted - planning, which is based on the development of comprehensive programs aimed at achieving set goals.
The balance sheet method is the preparation of various types of enterprise balance sheets. Normative method - an enterprise uses a whole system of norms and standards in the planning process.
A norm is a regulated amount of absolute resource consumption per unit of production or per unit of work. Based on such norms, balances of consumption of various resources are formed.
The forecasting method is a set of techniques and methods that allow, based on the study of the internal patterns of development of an object and its external connections, to derive a judgment (forecast) of a certain reliability about the future state of the forecast object.
A forecast is a probabilistic, scientifically based judgment about the prospects, possible states of a particular phenomenon and the future and (or) alternative ways and timing of their implementation.
Intuitive methods are based on intuitive-logical thinking. They are used when it is impossible to take into account the influence of many factors due to the significant complexity of the object or the object is too simple and does not require labor-intensive calculations.

Types of planning:

Operational - contains a plan for a week, shift, decade.
Current – from month to year, with distribution by quarters and months.
Medium term – from one year to 5 years.
Long-term – from 5 years, aimed at solving individual independent problems of the company’s strategy.
Strategic - a long-term plan covering a period of 10-15 or more years.

Operational and production

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

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

Stages of AKI:

Volume planning is the distribution of work performed across departments and planning periods, taking into account the load of equipment and space. For effective distribution, the necessary and available resources of the enterprise are compared.
Scheduling is the determination of product release dates, clarification of tasks for each workshop, and, if necessary, adjustment of calculation results.
Operational production planning is the final clarification of the production program and the organization of its implementation. If necessary, adjustments are made to work schedules.

Strategic

Strategic planning (SP) is a management process that is aimed at developing company development goals and ways to achieve them.

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

These indicators are extremely important for determination today, because The company operates in a market economy based on competition.

JV stages:

Definition of mission and goals;
Analysis of the external and internal environment of the enterprise, including analysis of the strengths and weaknesses of the company, as well as its potential capabilities;
Choice of strategy;
Execution of strategy;
Evaluation and control of implementation.

The competitiveness and success of an enterprise's business activities are determined by carefully formulated and developed goals of the company's activities and the means of achieving them. These goals and means are more fully reflected in operational, current and strategic planning.

Source: "koi.tspu.ru"

System of economic organization plans

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

Essentially, a plan is a set of instructions for managers, describing what role each part of the organization should play in achieving the firm's goals.

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

The strategic plan, otherwise called the company's master plan (often drawn up 5 years in advance) and company-wide plans drawn up as a continuation of the strategic plan.
Strategic plans for the individual business units that make up the firm.
Operational plans of the organization:
- company-wide plans for current activities, the so-called “economic plans” or “profit plans”, are calculated for one year. With the help of operating plans, goods and services are produced and delivered to the market;
- current plans of divisions, including budgetary ones, complement company-wide plans for current activities.
In addition to plans, the results of the planning process are programs (or plans-programs) and projects.

The strategic plan guides decision making at lower levels; The overall goals of the organization, defined in the strategic plan, are specified in the goals of current activities, called objectives.

In addition, the strategic plan is a limiter for plans at lower levels, since it limits the number of resources needed to solve operational planning problems.

The action plans of any organization can be characterized as either offensive or defensive:

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

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

What will be the conditions of demand in the future, what goods and services will consumers of this economic organization expect?
What should be the nature of the internal elements of an organization necessary for its development?
What new types of products should be added to the enterprise's product range, or what part of the main products should be replaced by new goods and services?
What should be the methods for preventing errors when investing capital and developing new products?
What should be the range of economic resources needed to produce new goods and services?
What should be the organizational methods for creating new production facilities, will it be a takeover in the form of buying up (acquisitions) of other enterprises, merging with organizations that produce the necessary products, or creating new production facilities on our own, through scientific research and development and the implementation of entrepreneurial projects.

The development plan for an individual business unit is formalized in the form of a business plan. Characteristic of economic organization is the development of programs and projects.

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

Typically, projects are associated with the creation and promotion of new products and services of the company to the market.

The capabilities of projects cannot be exaggerated when determining the exact deadlines and specific characteristics of a new product. A business plan is usually drawn up in the form of a project.

In addition to these types of planning documents, the organization must draw up auxiliary plans that are needed for better organization of planning at enterprises:

planning organization plan,
contingency plans,
feedback programs,
plan evaluation programs.

Tactical planning

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

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

Other differences:

Decision making at the tactical planning level tends to be less subjective because good, specific information is more available to tactical planning managers. In tactical planning, quantitative methods of analysis based on computer technologies are applicable;
the implementation of tactical decisions is better observed and less exposed to risk, since such decisions relate mainly to internal problems;
tactical decisions are easier to evaluate, since they can be expressed in more specific numerical results (for example, it is more difficult for a farmer to assess the specific benefits of introducing products under his own brand than to calculate an increase in the production of chickens in special packaging when acquiring new capacities);
For tactical planning, in addition to its concentration on the middle and lower levels of management, it is also typical to gravitate towards the levels of individual divisions - product, regional, functional.

Operational mining means almost the same thing as tactical planning. The term “operational”, more clearly than the term “tactical”, emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc. Operational planning also refers to the preparation of an organization's budget.

Process

Planning activities can be divided into several main stages:

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

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

The planning process is not a simple sequence of operations for drawing up plans and not a procedure, the meaning of which is that one event must occur after another.

The process requires great flexibility and management skill. If certain points in the process do not meet the organization's goals, they can be bypassed, which is not possible in the procedure. People participating in the planning process do not simply perform the functions assigned to them, but act creatively and are capable of changing the nature of the action if circumstances require it.

The planning process consists of a number of stages, following each other:

First stage.

The company conducts research into the external and internal environment of the organization. Determines the main components of the organizational environment, identifies those that really matter to the organization, collects and tracks information about these components, makes forecasts of the future state of the environment, and assesses the real position of the company.

Second phase.

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

Third stage.

Strategic analysis. The company compares goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of desired indicators) and determines the gap between them. Using strategic analysis methods, various strategy options are formed.

Fourth stage.

One of the alternative strategies is selected and developed.

Fifth stage.

The final strategic plan for the company is being prepared.

Sixth stage.

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

Seventh stage.

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

The eighth and ninth stages, while not being stages of the direct planning process, nevertheless determine the prerequisites for the creation of new plans, which must take into account:

what the organization managed to do in implementing its plans;
what is the gap between planned indicators and actual implementation.

Organization

In-house planning brings good results if the planning process is properly organized from the very beginning. Before proceeding with actual planning, those responsible for planning at the enterprise must accept the content and sequence of the planning process.

A large enterprise, as a rule, carries out the entire planning process, without significant exceptions. A complexly organized company needs both a strategic plan and medium-term plans and programs, as well as all types of operational planning.

A large company must take care of the preparation and implementation of projects for the development of new products and new divisions. Smaller firms often simplify the planning process by condensing it into a 5-year strategic plan and annual operational plans.

At the same time, if a small organization is focused on creating offensive plans, it also prepares a project for the development of its production (business). Having identified the components of the planning process, those responsible for this activity must establish a sequence of planning activities.

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

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

In such cases, the planning sequence is the opposite: first drawing up operational plans, and then developing a strategy. But, as experience shows, gradually, after 2-3 year cycles, managers realize the importance of strategic planning, acquire the necessary skills and discover that they are more comfortable following from strategy to tactics.

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

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

To ensure that the planning process is continuous and that there is no gap between two 5-year plans, many organizations draw up so-called rolling (transition) plans.

In a rolling plan, instead of the previous year, a new year is added each time. At the same time, changes that occurred in the state of the market, technology, politics, and internal factors of the organization in the previous year are taken into account, and the necessary changes are made to the newly drawn up plans.

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

Participating in the planning process are:

firstly, the top management of the organization;
secondly, the planning team;
thirdly, managers and specialists of departments.

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

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

Another function of top management is to develop the firm's strategy and make strategic planning decisions. The company's management determines the general goals of its development and the main ways to achieve them. Strategy development requires top management to have analytical skills and big-picture thinking.

Middle and lower management, as well as department specialists, are involved in the development of operational plans. The responsibilities of specialists also include analyzing the internal and external environment of the organization and making forecasts. Department managers and staff members join together in evaluating alternative strategies proposed for the organization.

The planning service takes part in developing the company's strategy and clarifying its main goals. However, planners perform this function, acting as advisers and consultants. Often key strategic issues are discussed between the planner and the top manager in personal conversations and discussions. The final decisions related to strategy approval are made by senior management.

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

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

The planning function assists senior management in organizing and conducting the training necessary to ensure that all planning participants are prepared to implement effective innovations in the process. Planners should strive to create a spirit of creative attitude among workers in planning their future, teaching people how to interact with each other.