Time spent performing unproductive work (Tnr) is the time spent on performing work not provided for by the production task and not caused by production

When analyzing the costs of working time in order to identify and subsequently eliminate losses of working time and their causes, all working time of the performer is divided into productive costs and lost working time. The first group includes the time of work to complete a production task and the time of regulated breaks. These costs are subject to rationing and are included in the structure of the time norm. Lost working time includes time spent performing unproductive work and time spent on unregulated breaks. These costs are the object of analysis with the aim of eliminating them or reducing them as much as possible.

Non-productive work time 40 -------random work 40

The time of work not provided for in the performance of a production task includes the time of performing casual work and unproductive work.

Timing is a type of observation with the help of which the operational time (main and auxiliary) of frequently repeated elements of operations is studied. Time measurements are carried out with an accuracy of 1 s. The main purpose of timing is to study the time spent on performing individual techniques manually and mechanically. self made in order to develop time standards for designing operational time standards for the operation as a whole. Time for preparatory and final work, random and unproductive work, as well as downtime is not studied by timing. Timing is usually used to check time standards established by calculation, to find out the reasons for non-compliance with standards by individual workers or shifts, as well as to study the work methods of advanced workers and innovators of production for the purpose of disseminating them.

The time for performing a separate operation includes preparatory and final time (prevention, restructuring of equipment), main time (time to perform a production operation), auxiliary time (sampling, control measurements), equipment maintenance time (lubrication, cleaning), and work breaks. Breaks are further divided into regulated rest, unproductive equipment downtime for organizational or technological reasons.

The time required to complete a production task is usually standardized. Working time not due to the fulfillment of a production task is divided into non-productive work time and casual work time. This time, as a rule, is not standardized.

The time of regulated breaks is the time of breaks that are inevitable when performing a given job. Includes time for organizational and technological breaks, breaks for rest and natural needs. The time of organizational and technological breaks is the time of breaks caused by the progress of the technological process and insufficient synchronization of operations. Time for breaks for rest and natural needs - time for lunch breaks, industrial exercises, rest and personal needs. All other breaks are considered unproductive losses and are not standardized. Work hours that overlap with the main time (i.e., actions performed in parallel and do not require additional time) are not standardized.

Continuous improvement of production processes is impossible without a detailed study of what and how much working time is spent on. During the working day, it is spent not only on the direct implementation of the main goal of production - manufacturing or moving the product of labor, but also on a number of works caused by the preparation and completion of the production task, maintenance of the workplace, etc. In the process of work, performers face various breaks (downtime), distractions to perform work not provided for by the production task, for reasons that depend or do not depend on the performer himself. With an increase in the proportion of time used to perform the main work and a decrease or complete elimination of unproductive costs, labor productivity increases.

The time of work not provided for by the production task includes the time spent by the worker on performing random work caused by production needs, as well as the time spent on performing unproductive (excessive) work, i.e. work that does not increase production or improve its quality , for example, repeated passes of the instrument

Irregular working time includes time spent doing random and unproductive work (unnecessary and erroneous), and unregulated breaks.

Unproductively spent working time also includes the time employees perform highly qualified low-skilled jobs. This contains a large potential for growth in labor productivity.

When planning and implementing these activities, it is necessary to take into account the specific features gas industry. Thus, for many professions there is no permanent workplace; work is alternately performed at various sites by one or a group of workers. In this case, products are not created, but various types of preventive and repair work are performed. Under these conditions, labor productivity largely depends on the state of labor organization. Proper organization of workers' labor comes down to reducing non-productive time to a minimum (time to receive a task, transitions and travel to and from work). This is achieved the right choice service routes. For example, when servicing underground gas pipelines, non-productive time is significantly reduced if the routes begin and end at the service where workers gather. If it is impossible to create such routes, it is necessary to plan the work in such a way as to ensure convenient communication and minimal travel time.

Next, the deviation of the actual labor intensity from the labor intensity adopted in the planned calculation, which occurs in connection with deviations from normal technological processes, is analyzed; the reasons for the overexpenditure of the normalized time compared to that accepted for the technological process are identified. All additional payments for deviations from normal working conditions (i.e., payment for operations not provided for by the technological process) are unproductive wage expenses, since they are caused, as a rule, by deficiencies in technical preparation of production, logistics, etc. Additional costs working hours identified during the analysis represent reserves for reducing labor intensity. Based on the materials of the study of other organizational shortcomings that are the reasons for deviations of actual labor intensity from technological ones, measures should be developed to eliminate them. Additional salary usually takes a small specific gravity in the total cost of individual planning accounting units. It includes amounts not related to payments for actual time worked; additional payments to teenagers for shortened working hours; payment for breaks in work for mothers breastfeeding; payment for women with children under one year of age; payment for vacations; payment for length of service; payment for time spent on government work. obligations to pay severance pay, etc.

Along with the positive experience of a number of enterprises, the resolution notes that at factories in the industry, work aimed at increasing the role of craftsmen does not yet meet modern requirements. Interruptions in the supply of materials and tools to sites, insufficient assistance from factory services, and the lack of well-equipped workplaces force craftsmen to waste time and engage in work that is not typical for them, to the detriment of fulfilling their direct duties. In the process of retraining, craftsmen often receive little legal knowledge, as well as skills in organizing work and working with people. The importance of the educational activities of masters is underestimated.

The accounting group accounting for production costs must provide a complete and reliable reflection of the actual costs associated with the production and sale of products, performance of work and provision of services, as well as non-productive expenses and losses, and at the same time control the use of raw materials, materials, fuel and energy, payroll, compliance with established standards and cost estimates for production maintenance and management, overhead costs, etc.

Preparatory-soaking burden Operational burden Time for servicing the workplace Time for doing casual work Time for performing unproductive work

Working time costs are divided into standardized and non-standardized. The normalized costs include the costs of working time of a production nature associated with the implementation of technological operations, and regulated breaks due to technological features, as well as time for rest and personal needs of the performer. Non-regulated work includes time spent caused by random, unproductive work for technical or organizational reasons, higher than those provided for by the standards, as well as due to violation of labor discipline. Non-standardized time expenditures are not included in the norm.

The financial results of fulfilling the standards for dependent ones are calculated in linear enterprises by item-by-item adjustment of planned expenses from

The study of working time costs is based on their classification.

Such a classification is necessary to establish the structure of working time and assess the feasibility of each of its elements.

Analysis of working time costs according to the accepted classification allows us to identify the workload and nature of the worker’s employment in the production process, the use of equipment, the content and nature of individual operations, losses and unproductive costs of working time.

Differentiated classifications of working time costs have been adopted as unified ones that meet the requirements of all sectors of the national economy. performer And time of equipment use, containing the most fractional division of time spent by category and type.

In cases where it is practically impossible to single out for study separate fractional categories and types of time spent when performing some work, more enlarged categories and types of time spent are studied.

To analyze and rationalize the labor process and develop labor standards, it is necessary to carefully study the working hours of the work performer and the time of use of equipment. The basis for such a study is the appropriate classification of these costs into categories. It creates a certain uniformity, which allows the use of uniform methods for studying and analyzing costs or losses of working time, uniform regulatory materials and methods of labor standardization. Differentiated classifications of contractor's working time costs have been adopted as satisfying the requirements of all industries.

Working time is the legally established full duration of the working day, during which the contractor must perform the work assigned to him (with the exception of the lunch break).

The working time of a shift for a performer of work is divided into the time of work of the performer (during which the worker performs one or another work provided for or not provided for by the production task) and the time of breaks in the work of the performer (during which the worker does not work). The structure of a worker's working time is shown in Figure 2.1.

The work time to complete a production task consists of the following categories of working time spent by the work performer.

Preparatory and final time (T PZ ) - this is the time spent by a worker preparing to perform a given job and the actions associated with its completion. TO this species working time costs include time: receiving a production task, tools, devices and technological documentation; familiarization with the work, technological documentation, drawing; receiving instructions on how to perform the work; setting up equipment for the appropriate operating mode; trial processing of a part on a machine; removal of fixtures, tools, delivery of finished products to quality control department; delivery of technological documentation and drawings. The peculiarity of this category of time expenditure is that its value does not depend on the amount of work performed on this task, i.e. These are one-time costs for a batch of manufactured products. Therefore, in large-scale and mass production, per unit of production it is insignificant in magnitude and is usually not taken into account when establishing standards.

Operating time (T OP ) . This is the time spent directly on performing a given job (operation), repeated with each unit or a certain volume of product or work. It is divided into main and auxiliary time during machine work.

Main time(T ABOUT). This is the time spent by the worker on actions to qualitatively and quantitatively change the subject of labor, its condition and position in space.

Auxiliary time(T IN). This is the time spent by a worker on activities that ensure the completion of a given job.

It is repeated either with each processed unit of production, or with a certain volume of it. Auxiliary time includes time for: loading equipment with raw materials and semi-finished products; unloading and picking up finished products; installation and fastening of parts; detaching and removing parts; moving the subject of labor within the work area; equipment management; movement of individual equipment mechanisms; rearrangement of the working tool, if this is repeated with each unit of production; control over the quality of manufactured products; movements (transitions) of the worker necessary to perform operations, and other similar work.

Workplace service time (T OBS ) . This is the time spent by a worker maintaining the work station and maintaining it in a condition that allows for productive work during the shift. In machine and automated production processes this time is divided into time Maintenance and organizational service time.

Maintenance time(T THOSE). This is the time spent maintaining the work station, equipment and tools needed to complete a specific task. This includes time spent on sharpening and replacing worn-out tools, adjusting and fine-tuning equipment during operation, removing production waste, inspecting, testing, cleaning, washing, lubricating equipment, etc.

Organizational service time(T ORG). This is the time spent by a worker maintaining the workplace in working order during a shift. It does not depend on the characteristics of a particular operation and includes the time spent on receiving and turning over a shift; laying out at the beginning and cleaning at the end of the change of tools, documentation and other materials and items necessary for work; movement of containers with workpieces within the workplace or finished products and etc.

Time spent by workers observing equipment operation . In mechanized and automated production, this time has a significant share. It can be active or passive.

Time of active monitoring of equipment operation(T AN). This is the time during which the worker closely monitors the operation of the equipment, the progress of the technological process, and compliance with the specified parameters in order to ensure the required product quality and serviceability of the equipment. During this time, the worker does not perform physical work, but his presence at the workplace is necessary.

Time of passive observation of equipment operation(T Mon). This is the time during which there is no need for constant monitoring of the operation of the equipment or technological process, but the worker carries it out due to the lack of other work. The time spent passively observing the operation of equipment should be the subject of particularly careful study, since its reduction or use for other purposes necessary work is a significant reserve for increasing labor productivity.

Working time not provided for by the production task (T NZ ) . This is the time spent by an employee performing random and unproductive work. It is divided like this.

Occasional work time(T SR). This is the time spent performing work not provided for by the production task, but caused by production necessity (for example, transporting finished products, performed instead of an auxiliary worker).

Unproductive work time(T HP). This is the time spent on performing work that is not provided for by the production task and is not caused by production necessity (for example, the time to correct a manufacturing defect).

Performing random and unproductive work does not provide an increase in production or an improvement in its quality and is not included in the standard piece time. These costs should be subject to special attention, since their reduction is a reserve for increasing labor productivity.

Time of breaks from work is divided as follows.

Time of regulated breaks in work. Includes interruptions due to technology and organization production process (T PT), for example, a break in the work of a crane operator while workers are slinging a lifted load. This category also includes time for rest and personal needs contractor ( T OTD).

Time of unregulated breaks in work. This is the time of interruptions in work caused by a disruption in the normal flow of the production process. It includes the time of interruptions caused by deficiencies in the organization of production ( T PNT): late submission to workplace materials, raw materials, equipment malfunction, power outages, etc., and time of breaks in work caused by violation of labor discipline ( T HDPE): being late for work, absences from the workplace, leaving work early, etc.

When analyzing working time costs in order to identify and subsequently eliminate working time losses and their causes, all work time the performer is divided into productive costs and lost working time. The first group includes the time of work to complete a production task and the time of regulated breaks. These costs are subject to rationing and are included in the structure of the time norm. Lost working time includes time spent performing unproductive work and time spent on unregulated breaks. These costs are the object of analysis with the aim of eliminating them or reducing them as much as possible.

Working time for the performer of work is divided into working hours (during which the worker performs this or that work provided for or not provided for by the production task) and break time at work (during which the labor process is not carried out for various reasons). The structure of a worker's working time is presented in Figure 6.1.

So, working hours is divided into two types of costs: production task completion time (T PROIZ) And work time not provided for by the production task (T UNPROIZE) - time spent on performing operations that are not typical for a given employee, which can be eliminated.

Production task completion time includes preparatory and final, operational and workplace maintenance time.

Preparatory and final time (T PZ)- this is the time spent preparing oneself and one’s workplace to complete a production task, as well as all actions to complete it. This type of working time costs includes the time of receiving a production task, tools, devices and technological documentation, familiarization with the work, receiving instructions on the procedure for carrying out the work, setting up equipment for the appropriate operating mode, removing devices, tools, handing over finished products to the quality control department, etc. . Since the peculiarity of this category of time expenditure is the fact that its value does not depend on the amount of work performed on a given task, in large-scale and mass production per unit of product this time is insignificant in size and is usually not taken into account when establishing standards.

Operating time (T OPER)– this is the time during which the worker completes the task (changes the properties of the object of labor); is repeated with each unit or a certain volume of production or work. During machine work it is divided into main (technological) and auxiliary.

Basic (technological) time (T OSN),- this is the time spent directly on a quantitative and (or) qualitative change in the subject of labor, its condition and position in space.

During auxiliary time(T VSP) actions necessary to carry out the main work are performed. It is repeated either with each processed unit of production, or with a certain volume of it. Auxiliary time includes time for loading equipment with raw materials and semi-finished products, unloading and removing finished products, installing and securing parts, moving objects of labor within the work area, operating equipment, monitoring the quality of manufactured products, etc.

The time spent on caring for the workplace and maintaining equipment, tools and devices in working order during the shift is classified as workplace service time (T OBSL). In machine and automated processes it includes technical and organizational maintenance time for the workplace.

By the time of workplace maintenance (T SUPPORT TECHN) refers to the time spent servicing the workplace in connection with the performance of a given operation or specific work (replacing a dull tool, adjusting and fine-tuning equipment during work, removing production waste, inspecting, cleaning, washing, lubricating equipment, etc.).

Organizational service time (T OBS.ORG) – this is the time spent by a worker on maintaining the workplace in working condition during a shift. It does not depend on the characteristics of a particular operation and includes the time spent on receiving and handing over a shift, laying out at the beginning and cleaning at the end of the shift tools, documentation and other necessary for work objects and materials, etc.

In some industries (coal, metallurgical, food, etc.), the time spent on servicing the workplace is not allocated, but refers to the preparatory and final time.

Working time not provided for by the production task, - time spent by an employee performing random and unproductive work. Performing unproductive and random work does not provide an increase in production or improvement in its quality and is not included in the standard piece time. These costs should be the subject of special attention, since their reduction is a reserve for increasing labor productivity.

Time for performing random work (T SL.WORK)- this is the time spent on performing work that is not provided for by the production task, but caused by production necessity (for example, transporting finished products, performed instead of an auxiliary worker, going for work orders, technical documentation, raw materials, blanks, tools, searching for a foreman, service technician, tools; not performing auxiliary and repair work and so on.).

Figure 6.1 – Classification of contractor’s working time costs

Non-productive work time (T CONTINUOUS WORK)- this is the time spent on performing work that is not provided for by the production task and is not caused by production necessity (for example, manufacturing and correcting manufacturing defects, removing excess allowance from a workpiece, etc.)).

In addition to the above, depending on the nature of the employee’s participation in the production operation, operating time can be divided into:

- manual work time(without the use of machines and mechanisms);

- machine-manual work time performed by machines with the direct participation of an employee or by an employee using manual mechanisms;

- observation time equipment operation (automated and instrumental work);

- transition time(for example, from one machine to another during multi-machine service).

Observation time, as noted, is typical for automated and hardware-based production. It can be active or passive. Active surveillance time equipment operation is the time during which the worker carefully monitors the operation of the equipment, the progress of the technological process, and compliance with specified parameters in order to ensure the required product quality and serviceability of the equipment. During this time, the worker does not perform physical work, but his presence at the workplace is necessary. Passive observation time equipment operation is the time during which there is no need for constant monitoring of the operation of the equipment or the technological process, but the worker carries it out due to the lack of other work. The time of passive observation of equipment operation should be the subject of particularly careful study, since its reduction or use to perform other necessary work is a significant reserve for increasing labor productivity.

Considering the structure of working time costs in machine, automated, and hardware processes during work time, it is also advisable to distinguish overlapping and non-overlapping time.

Overlapping time- the time the worker performs those elements of work that are carried out simultaneously with the machine or automatic operation of the equipment. The overlapped time can be primary (active observation) and auxiliary time, as well as time related to other types of working time expenditure. Non-overlapping time - time for performing auxiliary work and work on servicing workplaces when the equipment is stopped. Increasing the overlapped time can also serve as a reserve for productivity growth.

As noted, working time includes break time. There are regulated and unregulated breaks.

Time of regulated breaks (T REGUL.PER) work includes:

- time of breaks in work due to technology and organization of the production process (for example, the time a driver takes a break while workers are slinging a lifted load) - their elimination is practically impossible or economically impractical;

- time for breaks for rest and personal needs, associated with the need to prevent fatigue and maintain normal performance of the employee, as well as necessary for personal hygiene.

Time of unregulated breaks in work (T UNREGULAR.PER)– this is the time of breaks caused by a disruption in the normal flow of the production process or labor discipline. It includes:

- interruptions due to disruption of the normal course of the production process may be caused by organizational problems (lack of work, raw materials, supplies, incomplete parts and workpieces, waiting Vehicle and auxiliary workers, waiting for acceptance or control of finished products, etc.) and technical reasons (waiting for equipment repair, replacement of tools, lack of electricity, gas, steam, water, etc.). Sometimes these types of unregulated breaks are called breaks for organizational and technical reasons;

- breaks caused by violation of labor discipline, may be associated with being late for work or leaving work early, unauthorized absences from the workplace, extraneous conversations, or activities not related to work. These include excessive (compared to the established regime and standards) rest time for workers.

When analyzing the costs of working time in order to identify and subsequently eliminate losses of working time and their causes, all working time of the performer is divided into productive costs and lost working time. The first group includes the time of work to complete a production task and the time of regulated breaks. These costs are subject to rationing and are included in the structure of the time norm. Lost working time includes time spent performing unproductive work and time spent on unregulated breaks. These costs are the object of analysis with the aim of eliminating them or reducing them as much as possible.

The performer's working time is divided into work time and break time (Fig. 2).

Working time is the period of time (part of the working day) during which the worker performs this or that work, both provided and not provided for by the production task. In this regard, work time is divided into work time to complete the production task, and work time not provided for by the production task.

Working time to complete a production task- this is the period of time spent by the worker on preparing and directly performing the assigned task. It is divided into preparatory and final, operational, and workplace maintenance time.

Preparatory-final time (T pz) refers to the time that a worker (or a team of workers) spends on his own preparation and preparation of means of production to complete a new production task, a new batch of parts and perform all work related to its completion. This means obtaining special tools, materials, technical documentation, familiarization with the work, technical documentation, drawing, installation and removal of fixtures and tools, setting up equipment for the appropriate mode of operation in connection with the completion of a given task, obtaining tools from the foreman, handing over the work performed, etc.

Preparatory and final time is spent once on the entire batch of parts processed at one workplace per shift, and does not depend on the number of parts in the batch. It depends on the level of labor organization in a given area or in a given workshop. Its structure must be taken into account when addressing issues of rationalization of workers' labor.

Basic time (technological or machine time - T o or T m, respectively) is the time spent by a worker on a qualitative change in the object of labor - its size, properties, composition, shape, or position in space.

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Determined based on the most rational operating modes of the equipment.

Auxiliary time (T in) is the time spent on the actions of the performer, ensuring the completion of the main work. These are the time costs for unloading and removing finished products, moving products during their manufacture within the work area, monitoring the quality of manufactured products, the movement (transition) of a worker, equipment control actions necessary to perform operations, in addition to adjustment, and repeated with each unit of production.

Auxiliary time is predominantly manual, but can be mechanized (machine-manual). For example, if the installation and removal of parts is carried out using manual or electrified lifting and transport mechanisms, as well as when the movement of individual parts of equipment or loading of workpieces is carried out automatically by the machine mechanism (automatic reverse idling of a machine or press, mechanical installation of a part in a machine chuck and etc.).

Enterprises are continuously working to mechanize manual and automate machine operations, and reduce auxiliary techniques performed manually.

Depending on the nature of the worker’s participation in performing a given job (operation), operational time is divided into:

• 1) time of manual work without the use of machines and mechanisms;
• 2) the time of manual mechanized work performed manually using hand mechanized tools;
• 3) the time of machine-manual work performed by a worker using a mechanism, a machine (the time of active observation of the operation of the equipment, during which the worker must monitor the operation of the machine, the progress of the technological process, compliance with the specified parameters in the operating modes of the equipment, etc., to ensure proper product quality and proper operation of equipment). During this time the worker does not perform physical work, but his attention is directed to the operating mechanism of the equipment, the object being processed, the readings of the device, which makes his presence at the workplace and continuous observation mandatory;
• 4) time of passive observation - a period during machine operation when the worker does not need to constantly monitor the operation of the equipment or the progress of the technological process, but he carries it out due to the lack of other work;
• 5) the time of transition (movement) of a worker in the work area between machines and units when servicing several pieces of equipment.

Maintenance time (T obs) of a workplace is the time spent by a worker on caring for the workplace and maintaining it in a condition that ensures productive work throughout the shift. It is divided into technical and organizational maintenance time (depending on the type of production).

Organizational service time (Torg) - time spent maintaining the workplace in working condition throughout the entire shift (receiving and handing over the shift; laying out at the beginning and cleaning at the end of the shift tools, documentation and other items, that is, caring for the workplace ; time of cleaning, washing, lubrication of equipment, moving containers, etc.). This category of time expenditure does not directly depend on the specific work being performed.

Maintenance time (T technical) includes the time spent on servicing the workplace and caring for equipment or tools in the process of this particular work, that is, changing dull tools, adjusting equipment during work, sweeping away chips and cleaning up production waste, etc. This is the time required to complete that particular job.

Maintenance time is usually given (normalized) as a percentage of operational time. At a high level of production specialization, organizational service time is given as a percentage of operational time, and maintenance time is given as a percentage of basic time.

When analyzing and designing the cost of working time in time for servicing equipment (T obs) and auxiliary time (T in), it is necessary to highlight that part that is performed or can be performed during automatic operation of the equipment. So, when processing parts on lathe Sweeping away chips, lubricating equipment and other types of work can be done without stopping the machine. Therefore, manual time in machine processes must be divided into overlapped and not overlapped by machine time.

Overlapping time - the time a worker performs those elements of primary, auxiliary work and maintenance that are carried out during the period of automatic operation of this equipment. This includes, for example, the time of sweeping away chips during the processing of a part.

Non-overlapping time is the time for performing auxiliary and maintenance work when the equipment is stopped (inoperative).

The time norm includes only manual time, which is not overlapped by machine time, and the overlapped manual time is taken into account only when determining the employment and workload of a worker.

At proper organization labor and technological processes Some work time costs can be eliminated and therefore should not be included in the time standard. Therefore, the time associated with the completion of a production task is divided into the time necessary (standardized) to complete this task and included for this reason in the time norm, and excess, non-standardized time, spent either on performing work not provided for by the task, or exceeding the established one. standards. Therefore, it is not taken into account when calculating the time standard (excessive measurements, delivery of workpieces by the workers themselves, which must be delivered by other workers, etc.).

The time of work not provided for in the performance of a production task includes the time for performing random work and the time for unproductive (excessive) work.

By execution time odd jobs refers to productive time spent on performing work that is not provided for by the production task for the worker, but caused by production necessity.

By execution time unproductive work refers to the time spent on performing work that does not increase production or improve its quality (removing excess allowance for processing, going for workpieces, repairing equipment by the worker himself, etc.).

Break time - the time during which the worker, for one reason or another, does not take part in work - is divided into the time of regulated and unregulated breaks.

Regulated breaks, that is, established by some document (order, instruction, etc.), include:

• * rest breaks provided to workers during a work shift for rest, industrial exercises in order to maintain normal performance and prevent fatigue;
• * breaks for personal needs, spent by workers on personal hygiene and natural needs.

In practice, these two types of breaks are taken into account in total and are combined under the general name “time for rest and personal needs,” which is given as a percentage of operational time;

* breaks in work provided for by specific technological and organizational conditions for the implementation of certain production processes.

Working time spent on breaks is divided into normalized and unnecessary (that is, not standardized and not included in the time norm).

Unregulated breaks caused by disruption of the normal flow of the production process include:

* breaks during the execution of a production task due to organizational problems in servicing the workplace and supplies

everything necessary for smooth operation (raw materials, materials, workpieces, tools) and technical problems (breakdowns and repairs) technical means production), that is, downtime of workers due to waiting for work, materials, tools, setting up a machine, minor or unscheduled machine repairs, belt stitching, as well as due to interruption of the supply of electricity, gas, steam, air, water, etc.;

• * breaks caused by violation of labor discipline due to accidental distractions of workers from work for various types of non-compliance good reasons(violation of rules labor regulations, lateness to work, early leaving work for lunch or at the end of the shift, extraneous conversations, absences from the workplace without good reason), as well as downtime of workers due to lateness or early departure from work of other team members. Identification of costs and lost working time, obtaining necessary materials for the purposes of labor standardization, verification production capabilities each workplace, the study of best production practices and the most productive work methods requires systematic observations. The purpose of such observations is to study the actual expenditure of working time to perform individual works, operations and elements of operation, study of advanced labor methods, etc.;
• * breaks for valid reasons - loss of working time with the permission of the administration.

Equipment usage time: structure and optimization possibilities.

Equipment usage times are the times during which the equipment is in use. It is divided into the operating time and the time of breaks in the operation of the equipment (Fig. 3).

The operating time of the equipment, in turn, is divided into the operating time of the equipment to complete the task and the operating time of the equipment not provided for the fulfillment of the production task.

The operating time of equipment to complete a production task includes the time during which the equipment is in working condition, regardless of whether during this processing process or auxiliary actions necessary to perform the main work are performed. This time is divided into main and auxiliary. Basic time refers to the time during which the process of processing the object of labor takes place.

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The main time of the equipment can be machine (hardware) or machine-manual.

Machine or hardware time is the time of automatic operation of equipment, when the worker performs only observation and adjustment functions.

Machine-manual time, during which, along with machine work, the processing is directly present manual labor. For example, processing a part on a lathe with manual feed.

The sum of the main and auxiliary time is operational time, which can be divided into machine-free (or hardware-free) and equipment operating time with the participation of a worker.

Machine (hardware)-free time refers to the time during which the equipment operates without the direct participation of a worker.

The operating time of equipment with the participation of a worker includes operational time minus machine-free time. In relation to the worker, it is the time of his employment for operational work and can be defined as the sum of the overlap of auxiliary work time and active supervision time.

This division of operational time is necessary when solving issues of organizing multi-machine or multi-unit maintenance.

The operating time of equipment not provided for by the implementation of a given production task is the time spent performing unproductive and random work. The time of non-productive operation of equipment refers to the time of operation of equipment that does not lead to an increase in the volume of products or an improvement in its quality. This, for example, is the time it takes to produce products that are rejected upon acceptance. The time of random operation of equipment includes the time of production of products not provided for by the production task, but the execution of which is caused by production necessity.

Equipment interruption time is the period during which it is inactive, regardless of the reason for the interruption. This time is divided into regulated and unregulated breaks.

The time of regulated breaks is divided into the time of breaks associated with preparation for work and maintenance of the workplace, the time of breaks provided for by the technology and organization of the production process; time of breaks associated with rest and personal needs of the worker.

The time of breaks in the operation of equipment associated with preparation for work and maintenance of the workplace is divided into the time of performing preparatory and final work and work on organizational and technical maintenance.

The time of breaks provided for by the technology and organization of the production process includes breaks associated with the repair of mechanisms according to schedule, unavoidable technological breaks, including breaks during multi-machine or multi-unit maintenance due to coincidences between the time a worker is busy on one equipment (machine, apparatus) and the need serve others.

The time of unregulated breaks is divided into the time of breaks caused by disruption of the normal flow of the production process and breaks caused by violation of labor discipline.

During breaks caused by a disruption in the normal flow of the production process, periods of equipment inactivity include periods of inactivity due to lack of energy, fuel, raw materials, and unscheduled repairs.

The considered classification of working time costs and equipment operating time reflects all possible costs during the working day. But when setting standards, not all costs are necessary. In this regard, working time costs are divided into standardized (regulated) and non-standardized.

Standardized costs include all work time, that is, preparatory and final work, operational time, time for servicing the workplace and time for rest and personal needs of the performer, as well as breaks due to technology and organization of production. These costs are directly related to the completion of the production task and are included in the standard time.

All other types of time expenditure - all kinds of downtime (losses) associated with shortcomings in the organization of production, violation of the labor discipline of the performer, are not standardized and are not included in the labor standard. They need to be reduced as much as possible.

Analysis of intra-system reserves for improving the use of working time is provided by modeling the shift structure of working time in the context of the following classification.

Internally, the operational analysis of labor processes based on a forced taxonomy of actually measured durations of operations with their division according to the accepted alphabet of classes, the dictionary and the dictionary of signs at the microelement level is carried out by implementing the appropriate algorithm for placing the actual duration of a particular labor process in one of the intervals of the class scale.

Then comparing the actual duration with the average (zero class) and normative, conventionally accepted as ideal, i.e. for 100%, and then extrapolating the difference for the reporting period, we obtain the value of the corresponding internal operational losses of working time and the hidden operational reserves for growth in labor productivity.

Internal normative analysis consists of comparing the current norm with scientifically based and progressive norms while simultaneously mastering the established norm and achieving the level of labor intensity inherent in it. This area of ​​analysis is intended to identify the amount of reserves for reducing labor costs hidden in the discrepancy between current standards and recommended standards for use. So, if the actual norm falls into the “mediocre” or “poor” classes and the worker has physiological overloads, it should be changed upward. If zero or positive physiological reserves are obtained, the current norm is replaced by a more intense one.

Physiological analysis of labor productivity growth reserves includes the solution of two problems:

* the first is to identify the actual category of severity and intensity of labor in the workplace;

modeling the performance of the average performer when performing a specific work process. For this purpose, performance models are built using econometrics and mathematical statistics.

Technology:

1. stage. Children receive a task for the week - to keep track of time: to note in their diaries how much time it takes to prepare homework for each subject.
2. stage. At the end of the week there is a practical laboratory work, the purpose of which is to correctly calculate: how much time it takes to prepare each subject as a whole during the week and determine their arithmetic average, and then enter all the data into the table. Based on the table data, make black and white column and pie charts in your notebooks. Draw a conclusion: how to properly and rationally distribute your time on homework.
3. stage. Fill out the evaluation sheet, which is given to the teacher at the end of the lesson.
4. stage. Students receive homework: continue working in their notebooks, build a color diagram (associating each object with the corresponding color) and compose a mini-impromptu (essay or poem).
5. stage. In an integrated mathematics and computer science lesson, individual bar and pie charts are created. The best impromptu essays are read out and saved in the “Portfolio”.

Conclusion: This diagnosis is good because it does not require special out-of-hours time; it is convenient to use it once or twice a year in grades 5-6 when studying the following topics: bar and pie charts, arithmetic average, percentages; in grades 7 - 8 - problems with percentages. The results of this work can be used both for conversations on classroom hours, and on parent meetings. They make not only students and their parents think about the rationalization of work, but also teachers - the amount of homework, whether it meets sanitary and hygienic requirements, the students’ attitude to the subject, comfort in a particular lesson.

Practical work

Lesson type: integrated lesson.

Goals of work:

• learn to build bar and pie charts;
• count and mark percentage composition each item on the diagram;
• study what the arithmetic mean is and use it in calculations;
• draw a conclusion on how to correctly and rationally distribute your time on homework.

Form of work: individual, assignments based on previously completed work in diaries during the week; working with an expert.

Equipment: task cards, diaries, compasses, rulers, colored pencils and pens.

Interdisciplinary connections: geography, history, connection with the life of the city, district, region.

Creative task: compose poetry, write a story about the work done.

Progress

1. Calculate the time spent on preparation for each subject separately and enter them into the table.
2. Find the arithmetic mean of this time: “Add the time by day for all items and divide by the number of days.”
3. Calculate how many degrees the “time” for each item will be.
4. What percentage is each item?
5. Make a pie chart with R (radius) equal to 5 cm and mark all the objects on it, indicating the percentage.
6. Create a black and white bar graph.
7. Use the data to create bar and pie charts on the computer.
8. Fill out the assessment sheet and submit it to the teacher.

Homework:

1. Paint each item with a specific color, according to priority.
2. Draw a conclusion about the work done: What did this work give? What did it make you think about? Is this kind of work useful?
3. Write a mini-impromptu (essay or poem) based on this work.

Score sheet for practical laboratory work

Topic: “Distribution of time to complete homework»

Student(s) of 6_____grade F.I.________________________

Date of completion:___________

Expert: ____________________________

Teacher's signature_____________________

Diagram: “Distribution of time for homework”

Impromptu 6th grade student

Diagram: “Priority of items”

Conclusions and offers:

1. This diagnosis is good because it does not require special out-of-hours time.
2. Practical use arithmetic average, bar and pie charts, percentage problems.
3. The results of this work can be used for conversations:

• at class hours and at parent meetings on the “Health Saving” topic “Skillful organization of work and proper distribution of time”;
• with teachers on the amount of material for homework, its compliance with sanitary and hygienic requirements, students’ attitude to the subject, and the child’s comfort in the classroom.

1. The results of this work can be saved in the “Portfolio”.

The results of this work are always interesting and useful to everyone: students and parents, subject teachers, class teachers and serve as a guide to action for class teacher, subject teachers and parents.