The main production units of the enterprise and their functions. Production structure

Modern enterprises are a set of units that are different in their type of activity, interconnected by a single process of manufacturing products or providing services.

Many enterprises carry out all stages life cycle products: pre-production, production and post-production. In particular, the pre-production stage includes the development of a new product, marketing research market, production - its manufacture, and post-production - the sale of the product. All this expands the composition of the divisions of the enterprise, complicates the connections between them and places high demands on the organizational and economic justification of the production structure, that is, on the rational organization of the functioning and location of each production unit, on the establishment of close production ties between workshops and sites.

Production structure enterprises - this is a spatial form of organization of the production process, which includes the composition and size of the production units of the enterprise, the forms of their relationships with each other, the ratio of units by capacity ( bandwidth equipment), the number of employees, as well as the location of units on the territory of the enterprise.

The production structure of an enterprise reflects the nature of the division of labor between individual departments, as well as their cooperative links in a single production process to create products. It has a significant impact on the efficiency and competitiveness of the enterprise. The composition, size of production units, the degree of their proportionality, the rationality of location on the territory of the enterprise, the stability of production relations affect the rhythm of production and the uniformity of output, determine production costs and, consequently, the level net income enterprises. Therefore, an effective production structure of an enterprise must meet the following requirements:

simplicity of the production structure (sufficient and limited composition of production units);
lack of duplicating production links;
ensuring the directness of the production process based on the rational placement of units on the factory territory;
proportionality of the capacity of workshops, sections, throughput of equipment;
stable forms of specialization and cooperation of shops and sections;
adaptability, flexibility of the production structure, that is, its ability to quickly restructure the entire organization of production processes in accordance with changing market conditions.

Distinguish two types of production structures:

1. Integrated production structure (multi-stage). With it, the enterprise has all stages of the production process: procurement, processing and releasing.

2. Specialized (1-2-stage) production structure, in which one or two stages are missing. The production process for the missing stages is provided in the form of cooperative deliveries from other enterprises.

Elements of the production structure

The primary element of the production structure is the workplace. part of the production area of the workshop, equipped with basic equipment and auxiliary devices, objects of labor, serviced by one or more workers. A part of the production process is performed at the workplace, several detail-operations can be assigned to it.

Types of jobs:

simple workplace (one piece of equipment, one worker);
multi-station workplace - one worker serves several types of equipment (usually working in automatic mode);
complex workplace (typical for continuous production processes) - one unit or installation is serviced by a team of workers.

Depending on the assignment to the workplace of the production area, stationary and mobile workplaces are distinguished. Mobile jobs refer to such categories of workers as adjusters, repairmen, transport workers. Production areas are not allocated to them.

According to the level of specialization, jobs are divided into specialized (the workplace is assigned the performance of three to five detail-operations) and universal (fixing of detail-operations is either absent, or their number is quite large - more than 20).

The set of workplaces that perform technologically homogeneous operations or various operations for the manufacture of one or two types of products constitutes a production site.

Plots are created according to two principles:

1. Technological. The site consists of the same type of equipment (a group of lathes, a group of milling, drilling machines); workers on the site perform a certain type of operation. There is no assignment to jobs for the manufacture of certain types of products. This type of sites is typical for small-scale and single types of production organization.

2. Subject-closed. At such a site, different types of equipment are used, which are located along the technological process. Jobs specialize in the manufacture of a certain type of product (parts). Workers on site different specialties. A variation of this type of plots are production lines. This type of sites is typical for large-scale and mass production, its work is more efficient compared to the site created according to the technological principle.

Several production sites grouped into workshops. Workshop - an administratively separate part of the enterprise, specializing either in the manufacture of products or parts of it, or in the performance of a certain stage of the production process. Headed by the department head.

1) main - the production of the main profile products or a finished part of the production process. According to the stages of the production process, the main workshops are divided into procurement, processing and releasing;

2) providing - the production of auxiliary products for the intended purpose for the main shops (tool, repair shops, energy facilities, construction shop);

3) serving - the provision of production services to both the main and supporting shops (transport, energy, construction shop);

4) experimental-experimental - production and testing of mock-ups and prototypes of new types of products being designed;

5) auxiliary and secondary. Ancillary shops include shops that mine and process auxiliary materials, for example, a quarry for the extraction of molding earth, peat extraction, a refractory shop that supplies the main shops with refractory products (at a metallurgical plant). The auxiliary workshops also include workshops for the production of containers for product packaging. Side shops are those in which products are made from production waste, for example, a shop for consumer goods. In recent years, the share of these workshops in the production structure has grown significantly;

6) auxiliary — cleaning the factory area, growing agricultural products.

Depending on the type of specialization, the following types of production structure of the main workshops are distinguished:

technological;
subject (or sub-assembly, if the enterprise specializes in the production of parts or assemblies for products);
mixed (subject-technological).

In workshops with technological specialization, a certain part of the production process is performed. The products produced by the workshop often change and are not assigned to jobs. This type of industrial structure is the least effective in comparison with the subject and detail-nodal.

The main disadvantages of the technological structure include:

high labor intensity of products and low efficiency of the resources used, and consequently, high production costs;
large losses of time for frequent readjustment of equipment, transport work to move objects of labor from one site to another, large losses of time for inter-shift and inter-operational storage of parts and semi-finished products. This entails a high duration production cycle products, low turnover working capital and, consequently, relatively low profitability of production.

The subject or item-by-node structure of the main workshops is typical for the mass production of products of a stable nomenclature, with this type of production structure, each workshop specializes in the production of one or more structurally similar products. In the workshops, sections are created according to a subject-closed principle.

Advantages of the subject structure compared to the technological one:

it promotes the introduction of progressive high-performance specialized equipment (automated production lines, flexible production systems);
planning is simplified, as well as intershop and intrashop cooperation;
production cycles for the manufacture of parts and assemblies are reduced;
the responsibility of the workers of shops and sections for the quality of products and the fulfillment of the plan for the nomenclature is increased;
productivity increases, other economic indicators workshops and the enterprise as a whole.

The most common is a mixed structure (subject-technological). Under it, procurement workshops have a technological structure, processing workshops have a component-by-unit structure, and producing workshops have a substantive one.

In a changing market environment, the subject structure becomes more vulnerable. The way out of this situation can be the process of diversification of production (expansion of production in various different types products and implementation of new activities). This is served by the widespread use of standardization and unification of the design of manufactured products and, on this basis, an increase in the flexibility of the production structure.

A production unit as an element of the production structure is a complex of specialized workshops that have an independent management structure (but do not have the right to legal entity). The production unit is created at very large enterprises, holding companies, concerns; may operate as a branch (subsidiary JSC) while maintaining legal independence.

The figure shows the production structure of a furniture factory.

Main workshops		Auxiliary shops	Service shops	Auxiliary and side shops
Procurement	Machining and assembly	Auxiliary shops	Service shops	Auxiliary and side shops
Particle boards (chipboard)	Cabinet furniture	Instrumental	Transport
cutting machine	upholstered furniture	Energy	Storage facilities	kitchen furniture
Hardware	Highly artistic furniture	Building
carpentry		Repair

Factors affecting the nature and characteristics of the structure of enterprises

Production business structures are very different. However, the following complex of factors affecting the nature and features of a particular structure can be distinguished.

1. Industry affiliation of the enterprise

It is determined both by the nature of the production process and design features, the purpose of the products. This factor primarily affects the composition of the main workshops of the enterprise, which will differ significantly in different industries. Thus, a single-stage production structure is typical for extractive industries, a multi-stage one for manufacturing industries.

For example, in the metallurgical industry, the main production shops include: blast furnace, open-hearth or converter production, rolling shop. In mechanical engineering - foundry, forging, machining, assembly shops. For the textile industry: spinning, weaving, dyeing and finishing shops.

Auxiliary workshops will be (taking into account some features) identical in all industries, so the industry affiliation of the enterprise has almost no effect on their composition and organizational characteristics.

2. The nature of the production process (analytical, synthetic, direct) affects the level of development and the diversity of the main stages of the production process presented at the enterprise: procurement, processing, manufacturing.

At analytical production process, when several types of finished products are produced from one type of raw material, enterprises may have one or two procurement workshops and several production workshops. In this case, the problem of organizing the sale of products that are diverse in nature becomes relevant. Such a structure is typical for enterprises in the chemical, metallurgical, light, and food industries.

Enterprise use synthetic the production process, on the contrary, involves the creation of several procurement workshops and a limited number of producing workshops. This type of production structure is typical for machine-building enterprises, furniture factories. For example, on car factory there are foundries, forging and pressing shops and in-line conveyor lines for assembling cars of several models. For the production structure of these enterprises, the problem of organizing logistics and importing a large range of material resources, purchased semi-finished products.

The direct production process is used in extractive industries: mines, mines, quarries. In their production structure, there may be one or two procurement workshops (extraction of raw materials, its enrichment) and one producing one - small processing of raw materials and shipment to consumers.

3. Design and technological features of products

Requirements for product quality have a significant impact on the nature of the production structure of the enterprise. So, for example, in the production of high-tech high-precision equipment (radioelectronics, electrical engineering, machine tool building, aircraft industry) in the production structure, a significant share in the number of employees employed in them is occupied by subdivisions serving the pre-production stage: scientific and technical centers, laboratories, experimental workshops, testing stations, subdivisions for supervised installation, commissioning and after-sales service of their products to consumers. Relationships in these enterprises are quite complex. Their production structure is subject to high requirements for flexibility and adaptability. This is primarily due to the high rates of product renewal and the constant development of new types of products.

4. Scale of production

The size of the enterprise has a significant impact on the composition and size of production units. The larger the enterprise, the more complex and expensive its production structure, the more diverse the composition of its elements: sites, workshops, production units, as evidenced by the table.

The composition of production units at small, medium and large enterprises

Subdivision name	Enterprise sizes
Subdivision name	small	average	large
production unit


Workplace

As can be seen from the table, large enterprises with a 4-level production structure have the most complex structure. production unit- a medium-sized enterprise, consisting of several specialized workshops, which, in turn, consist of sites and jobs.

The production structure of a small enterprise can be non-workshop, consisting only of sites and jobs.

5. Nature of specialization

This factor affects such varieties of the production structure of the main workshops as subject, detail-nodal, technological. The choice of one form or another of the production structure is determined by the scale of production of the same type, structurally similar products of a stable nomenclature.

The subject form of specialization of the production structure is associated with the release of one or more shops of finished products. This type of structure is used in the mass type of production organization. Production of workshops with a piece-by-piece form of specialization - parts or assemblies for finished products. This type of production structure is also used in high-volume and mass production types, usually in processing shops. Under the conditions of the technological form of specialization, only the execution of technological processes. The products are diverse, there is no fixation of the product range at the workplace. This form of specialization of the production structure is typical, as a rule, for procurement shops. Compared with the subject and detail-nodal forms of specialization, this form of production structure is the least effective.

The forms of co-operation are also directly connected with the forms of specialization of the production structure. The higher the level of specialization, the wider the production links are established between the shops within the enterprise and with external suppliers of material and production resources.

The specialization of the production structure determines its type (specialized or complex). With a specialized production structure, one or two stages of the production process may be missing, and the plant in this case works as a mechanical assembly or assembly shop, receiving all the necessary components for manufacturing products from the outside. The complex production structure includes a full range of workshops, both main and service.

6. Scientific and technological progress

Scientific and technical progress has a dual effect on the production structure of the enterprise.

On the one hand, due to the complication of manufactured products, high requirements for its quality, the production structure of the enterprise becomes more complicated. It includes subdivisions related to the scientific and technical preparation of production: laboratories, experimental workshops specializing in the development of new types of products.

In addition, scientific and technical progress causes the obsolescence of manufactured products and used equipment, which imposes additional requirements on the production structure in terms of its flexibility, adaptability and, therefore, significantly expands the scope of work on its restructuring.

On the other hand, the introduction of the achievements of scientific and technical progress leads to a simplification of the production structure. For example, the introduction of precision casting methods significantly reduces labor costs for subsequent machining of parts and simplifies the production structure of machine shops. Integration of production processes based on the use of machine tools with numerical control, modular multi-position machines, production lines eliminates sections with traditional types of equipment in the workshops and simplifies their structure.

Thus, the nature of the production structure is determined by the characteristics of the enterprise itself, its industry affiliation, size, degree of specialization and cooperation. When developing a production structure, all of these features must be taken into account.

E.S. Vasilyeva, Ph.D. economy Sciences, Assoc. REA them. G.V. Plekhanov

Course work

"Production structure of the enterprise"

Introduction

The production structure of the enterprise is the internal structure of the enterprise, i.e. the totality of its constituent interconnected divisions (shops, sections, departments, services, farms, jobs) and communications. The production structure of the enterprise is created during the construction and reconstruction of the enterprise. Right choice its type predetermines the efficiency of production. However, it cannot be arbitrary, since, in turn, it is determined by the type of production, the level and form of specialization and cooperation of production.

Relevance of this topic is that, regardless of the industry to which the enterprise belongs, the question of the production structure is one of the key in the management system. The results depend on a correctly and clearly developed structure. economic activity enterprises, as well as the efficiency of all ongoing processes.

Subject in this course work is the process of creating a production structure, and object- a set of elements of the production structure of the enterprise.

Target term paper - a theoretical study of the issue. To achieve this goal, the following tasks:

1.) Consider theoretical basis production structure;

2.) Highlight the factors influencing the production structure;

3.) Analyze the principles of specialization of structures;

4.) Track how the main production is organized at the enterprise;

5.) Consider the example of an enterprise from NGDU;

6.) Describe ways to improve production structures.

Work structure: The course work consists of 2 chapters, each includes three points.

1. The concept of the production structure of the enterprise

1.1 Determination of the production structure of the enterprise

The production structure of an enterprise is a form of organization of the production process, in which the size of the enterprise, the composition, number and proportion of production units, as well as their sites and jobs are interconnected. The production structure of enterprises is influenced by the size of the enterprise, the types and nature of products, the technology of its manufacture, the staging and degree of cooperation in production.

Depending on the processes and activities performed, they distinguish: the main production, auxiliary, service units, non-industrial facilities and management services.

The main production units determine the production profile of the enterprise. They carry out the production process, as a result of which raw materials and auxiliary materials are converted into finished products.

Auxiliary subdivisions are intended for the material and technical support of the enterprise with various types of energy, repair work.

Servicing - to carry out work on the transportation and storage of material resources, finished products (transport, storage facilities). The structure of non-industrial farms includes units that provide household, social, cultural services for employees of the enterprise (canteens, medical institutions, recreation centers), auxiliary Agriculture and own commercial network.

Management services organize and regulate the activities of all departments of the enterprise. The overall production structure of the enterprise should ensure a rational relationship between its divisions, the normal and uninterrupted operation of the enterprise, and the continuous growth of production efficiency.

The production structure of the enterprise includes only production units. It does not include general factory facilities and institutions for servicing workers (housing and communal services, sanitary and medical and educational institutions, social, cultural and household facilities), as well as management and security services of the plant (plant management, fire station, checkpoints, pass offices, etc.). (2, p. 124)

In practice, there are three levels of elements of the production structure of the enterprise:

Workshops, farms, services;

Sections, branches, spans;

Workplaces.

The primary link in the organization of the production process is workplace . It is a part of the production area, equipped with the necessary material and technical means (equipment, tools, appliances, industrial furniture) with the help of which a worker or a group of workers (team) performs individual operations for the manufacture of products or maintenance of the production process.

The nature and characteristics of the workplace largely determine the type of production structure. It can be simple (a worker serves one machine), multi-machine (a worker serves several machines) or collective (several workers work at one workplace). A set of workplaces that perform technologically homogeneous work or various operations for the manufacture of homogeneous products forms a production site. Production area is a set of jobs that carry out part of the technological process and are designed to perform technologically homogeneous work or various operations for the production of homogeneous products.

Certain means of production are assigned to the production site: area, equipment, instruments; the number of employees required to perform the allocated work.

At large and medium-sized enterprises, production sites are combined into workshops.

Shop- an organizational-separate part of the enterprise, combining production and service areas, as a rule, with limited independence on issues of economic, legal and financial relations, in which products are manufactured or a certain stage of the production process is performed. The production area and property are assigned to the workshop. The shop is headed by the head, who makes independent decisions on the organization and operational management of production, the placement of personnel, remuneration, keeping records of the expenditure of material resources and the shipment of products. The head of the shop in the management of production is assisted by the heads of sections, foremen, heads of services. (4, p. 108)

In mechanical engineering and some other industries (in particular, in metallurgy), four groups of workshops are distinguished: main, auxiliary, auxiliary, secondary. In the main workshops, operations are carried out for the manufacture of products intended for sale. In mechanical engineering, these are procurement, processing and assembly shops, in metallurgy - blast furnace, steelmaking and rolling. Auxiliary workshops carry out energy, transport, repair and construction and repair and installation maintenance of the main workshops. Ancillary workshops are designed for the manufacture of material components of production: tools, equipment, containers, non-standard equipment, etc. Secondary workshops are engaged in the disposal and processing of waste from the main and auxiliary production (pressing and remelting chips, manufacturing enamelware, other consumer goods, etc.). In the production structure of the enterprise, in addition to the indicated four groups of workshops, two more farms are distinguished: warehouse and yard.

Sometimes homogeneous workshops at large enterprises are combined into buildings. In small enterprises with relatively simple production, it is not advisable to create workshops.

Figure 1 shows a diagram of the production structure of the workshop.

Rice. 1. Production structure of the workshop (7, p. 140)

There are shop, shopless and hull production structures.

The workshop structure includes workshops, sections, jobs;

The shopless structure contains sections, jobs;

The corps structure includes the corps, production, workshops, sites, jobs.

Currently common organizational forms small, medium, large enterprises, the production structure of each of which has its own characteristics.

The production structure of a small enterprise has a minimum or no structural production units, the management apparatus is insignificant, the combination of managerial functions.

The structure of medium-sized enterprises involves the allocation of workshops in their composition, and with a non-shop structure - sites. The minimum necessary for the functioning of the enterprise are created its own auxiliary and service units, departments and services of the management apparatus.

Large enterprises in the manufacturing industry include the entire set of production, service and management departments.

Despite the diversity of shops and areas of the main production, they are formed according to specific features that determine their structure. These features include technological and subject specialization. (4, p. 106)

1.2 Factors that determine the production structure

The production structure of enterprises is very diverse and is formed under the influence of the following factors:

Type of production, level of its specialization and cooperation;

The range of manufactured products, used commodity and material resources, methods of their production and processing;

Scale of production;

The nature of the production process in the main, auxiliary, secondary and auxiliary shops;

The composition of equipment and technological equipment of production (universal, special or non-standard equipment, conveyor or automated lines);

Under the production structure of the enterprise is understood the composition of the shops, sections and services that form it, the forms of their relationship in the production process. The main element of the production structure of the enterprise are jobs that can be combined into production sites and workshops. Production shops, as a rule, are created at large or medium-sized manufacturing enterprises.

Production structure small business is simple, has a minimum or no internal structural production units, the management apparatus is insignificant, and the combination of managerial functions is widely used.

Structure medium enterprises involves the allocation of workshops in their composition, and in the case of a non-shop structure, sections. Here, the minimum necessary for the functioning of the enterprise are created its own auxiliary and service units, departments and services of the management apparatus.

Large enterprises include the entire set of production, service and management departments.

IT IS IMPORTANT

The production structure of the enterprise should be simple, regardless of production volumes.

Key requirements for an efficient production structure:

lack of repetitive production links;
convenient territorial distribution production divisions (sometimes the cost of territorial movement between divisions is very high, which is irrational in terms of loss of working time);

Rational specialization and cooperation of production units.

The production structures of various enterprises differ greatly depending on the sectoral affiliation and type of production. The more complex the production process of an enterprise, the more technological features it has, the more extensive its production structure.

The main factors affecting the production structure:

technological features of manufacturing products;
scale of production;
the volume of output and its labor intensity;
features of the equipment used and production technology.

ELEMENTS OF THE PRODUCTION STRUCTURE

Workplace

The workplace is a part of the production area equipped with necessary equipment, tools and materials for the employee to perform the task. Workplaces should be interconnected, most often they are placed sequentially in the production space.

Types of jobs depending on the number of performers:

individual (one workplace - one performer);
collective (one workplace - several performers).

The organization of workplaces must comply with a number of technical requirements personnel and the requirements of correct working conditions, therefore, workplaces are subject to certification.

All workplaces are subject to a maintenance system:

delivery of materials (tools);
export of finished products;
adjustment and repair of equipment;
product quality control (carried out by the technical control department).

Production sites

Workplaces are combined into production areas. Each site is assigned a team of workers (7-12 people) and the head of the site (senior foreman, foreman).

Brigades they are formed based on the specialization of workers, that is, workers of the same and / or related professions employed in homogeneous technological processes are included in one team. Brigades can also be formed in a complex way - from workers of different professions to perform homogeneous technological processes.

Concentration and specialization— principles of organization of production sites. Based on these principles, the following types of production sites are distinguished:

technological area(specialization of the site by type of work). The technological site is characterized by the same type of tools and equipment, a certain (homogeneous) type of work. Examples of technological sections are foundry, galvanic, thermal, grinding sections, sections of turning and milling machines, etc.

The technological site is characterized by high equipment utilization and high production flexibility during development new products or change of production facilities. At the same time, there are difficulties with planning, the production cycle is lengthening, and responsibility for product quality is reduced. Technological type is recommended for use in the production of a large range of products and their low serial production;

subject area(specialization by type of product). Examples of subject areas: a section of specific parts, a section of shafts, transmissions, gearboxes, etc. A subject area is characterized by a high concentration of all work within one area (increases the responsibility of performers for the quality of products). This area is very difficult to reconfigure for other products when developing a new type or reorienting the enterprise.

The subject type is recommended for the production of one or two standard products, with a large volume and high stability of the release. With the subject type, the processing of a batch of parts can take place in parallel on several machines that perform successive operations;

subject-closed area(specialization by type of product, a complete cycle of product manufacturing is carried out). Different types of equipment are used here, workers of different professions work. A subject-closed area allows you to reduce the duration of the production cycle, simplify the planning and accounting system. As a rule, equipment with a subject-closed type is placed along the course of the technological process, as a result of which simple connections between workplaces are organized.

Production shops

All production sites are grouped in a certain way and are part of the workshops. It should be noted that production workshops are not formed at all enterprises. If the enterprise is small, the volume of production is low, then only production sites are created on it (shopless structure). As a rule, all production departments are headed by department heads by name or by number (assembly department manager or department manager 1).

All workshops of the enterprise are divided into categories depending on the type of production process:

1) main. In shops of this type, production processes are assumed, during which the main products of the enterprise are produced;

EXAMPLE

At engineering enterprises, the main production includes three stages: procurement, processing and assembly.

The procurement stage includes the processes of obtaining blanks: cutting materials, casting, stamping. The processing stage includes the processes of converting blanks into finished parts: machining, heat treatment, painting, electroplating, etc.

The assembly stage is the final part of the production process. It includes the assembly of units and finished products, the adjustment and debugging of machines, instruments, and their testing.

2) providing. In these workshops, production processes are assumed for the manufacture of auxiliary products necessary for the main workshops. Examples of supply shops can be tool shops, repair shops, energy facilities, etc.;

3) serving. In workshops of this type, production processes are assumed, during the implementation of which the services necessary for the normal functioning of both the main and auxiliary production processes are performed. Examples of service shops can be shops for transportation, warehousing, picking parts, construction shops, etc.;

4) ancillary– carry out the extraction and processing of auxiliary materials (container, packaging, mining, etc.);

5) side effects- they make products from production waste (for example, a waste recovery workshop);

6) auxiliary- in shops of this type, processes are assumed to ensure the uninterrupted flow of the main production processes. Examples of auxiliary workshops can be workshops for repairing equipment, manufacturing equipment, cleaning the territory, etc.

Types of production structure of the main workshops

Depending on the type of specialization, the following types of production structure of the main workshops are distinguished:

technological type of workshop. In this case, the workshop specializes in the implementation of certain homogeneous production processes (for example, foundry, assembly, etc.);
subject type. The workshop specializes in the manufacture of a certain type of product or part of it. The result of the activity of this workshop can be finished products (in this case, the type will be called subject-closed);
mixed(subject-technological)type of. Most often, procurement processes have a technological structure, processing and prefabricated processes have a subject (object-closed) structure. Thus, a reduction in the cost of a unit of production is achieved by reducing the production cycle and increasing labor productivity.

Based on the considered material, we present a typical production structure of an enterprise in the form of a diagram (Fig. 1).

FORMS OF PRODUCTION ORGANIZATION

The form of organization of production is a certain combination in time and space of the elements of the production process with an appropriate level of its integration, expressed by a system of stable links.

Temporary structure of the organization of production

According to the type of temporary structure, the following forms of organization of production at the site are distinguished:

with sequential transfer of objects of labor in production. This ensures the movement of workpieces in all production operations. Products are transferred from one operation to another only after the completion of processing at the previous stage of the entire batch. The duration of the production cycle with this form increases, but at the same time, the equipment is fully loaded, the cost of acquiring a new one is reduced;
with parallel transfer of objects of labor. With this form, the products are launched, processed and transferred from operation to operation individually and without waiting for the entire batch. This organization of the production process allows you to reduce the number of parts in processing, reduce the need for space required for warehousing and aisles. Its disadvantage is the possible downtime of equipment (workplaces) due to differences in the duration of operations;
with parallel-sequential transfer of objects of labor. This is an intermediate form between the two discussed above. Products in this form are transferred from operation to operation in transport batches, thereby ensuring the continuity of the use of equipment and labor.

Spatial structure of the production process

The spatial structure of the organization of production is determined by the number technological equipment, concentrated on the work site (the number of jobs), and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (jobs), there is a single-link production system and the structure of a separate workplace corresponding to it and a multi-link system with a workshop, linear or cellular structure.

shop structure The organization of production is characterized by the creation of sites where equipment (jobs) are located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where the necessary processing cycle goes through, after which it is transferred to another site (to the workshop).

On a site with a linear spatial structure equipment (jobs) is located along the technological process, and a batch of parts processed at the site is transferred from one job to another sequentially.

Cell structure the organization of production combines the features of a linear and shop structure.

The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various forms production organization:

technological;
subject;
straight-through;
point;
integrated.

Technological form of production organization

The technological form of the organization of the production process is characterized by a shop structure with a consistent transfer of objects of labor. This form is widespread in machine-building plants, since it provides maximum equipment loading in small-scale production and is adapted to frequent changes in the technological process.

The use of the technological form of organization of the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle is the loss of time due to complex inter-sectional communication.

Subject form of organization of production

This form has a cellular structure with a parallel-sequential (sequential) transfer of objects of labor in production. On the subject area, all the equipment necessary for processing a group of parts from the beginning to the end of the technological process is installed. If the technological processing cycle is closed within the area, it is called subject-closed.

Direct-flow form of production organization

The straight-through form is characterized linear structure with the piece-by-piece transfer of objects of labor in production. This form ensures the implementation of the following principles of production organization:

specialization;
direct flow;
continuity;
parallelism.

Using this form, you can reduce the duration of the production cycle, more efficiently use labor force due to greater specialization of labor, to reduce the volume of work in progress.

Point form of production organization

With a point form of organization of production, work is completely performed at one workplace. The product is manufactured where its main part is located. An example is the assembly of a product with the worker moving around it. The organization of point production has positive aspects:

you can often change the design of products and the sequence of processing, produce products of various nomenclature in a quantity determined by the needs of production;
the costs associated with changing the location of equipment are reduced;
increased production flexibility.

Integrated form of production organization

An integrated form of production organization involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with sequential, parallel or parallel-sequential transfer of objects of labor in production.

In contrast to the existing practice of separate design of the processes of warehousing, transportation, management, processing in areas with an integrated form of production organization, it is required to link these partial processes into a single production process. This is achieved by combining all jobs using an automatic transport and storage complex, which is a set of interconnected automatic and warehouse devices, means computer science designed to organize the storage and movement of objects of labor between individual workplaces.

Depending on the ability to change over to the production of new products, the above forms of organization of production can be conditionally divided into flexible(reconfigurable) and tough(non-adjustable).

NOTE

Changes in the range of manufactured products and the transition to the production of a structurally new series of products require redevelopment of the site, replacement of equipment and tooling.

Rigid forms production organizations involve the processing of parts of the same name. These include the flow form of the organization of the production process. Flexible forms allow to ensure the transition to the production of new products without changing the composition of the components of the production process with little time and labor.

If we talk about machine-building enterprises, then today the following forms of organization of production are most widely used:

1) flexible spot production- assumes the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely machined in one position. Adaptability to the release of new products is carried out by changing the operating state of the system;

2) flexible subject form- characterized by the possibility of automatic processing of parts within a certain range without interruption for readjustment. The transition to the production of new products is carried out by readjusting technical means, reprogramming the control system. A flexible subject form covers the area of sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure;

3) flexible rectilinear shape— is characterized by a quick changeover to the processing of new parts within the specified range by replacing tooling and fixtures, reprogramming the control system. It is based on an in-line arrangement of equipment that strictly corresponds to the technological process with a piece-by-piece transfer of objects of labor.

Block-modular form of production organization

Under the influence of scientific and technological progress in engineering and technology, there are significant changes due to the mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of organization of production. One of these forms, which has been used in the implementation of flexible automation tools in the production process, is a block-modular form.

To create a production with a block-modular form of production organization, you must:

to concentrate on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products;
to unite groups of workers in the production of final products with the transfer of part of the functions of planning and managing production at the site.

The economic basis for the creation of such industries are collective forms of labor organization. Work in this case is based on the principles of self-government and collective responsibility for the results of work.

The main requirements for the organization of the production and labor process in this case:

creation of an autonomous system of technical and instrumental maintenance of production;
achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times;
ensuring conjugation in terms of power of machining and assembly departments;
taking into account the established norms of manageability when determining the number of employees;
selection of a group of workers, taking into account full interchangeability.

NOTE

The implementation of these requirements is possible only with a comprehensive solution of issues of labor organization, production and management.

The block-modular form of production organization is being transferred on the basis of decision on the advisability of creating such units in the data working conditions. Then they analyze the structural and technological homogeneity of products and evaluate the possibility of completing "families" of parts for processing within the production cell.

Next, the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area is determined, the number of workplaces adapted for the introduction of group processing of parts is determined, the composition and content of the basic requirements for organizing the production process and labor are determined based on the intended level of automation.

PRODUCTION STRUCTURE ON THE EXAMPLE OF A REPAIR ENTERPRISE

Consider the production structure using an example industrial enterprise Alpha LLC, which provides services for overhaul and maintenance cars.

Let's present the production structure of the enterprise in the form of a diagram (Fig. 2).

To understand the construction of the production structure this enterprise, need to know features of the production process. When a car arrives at the enterprise, they conduct its technical acceptance and establish inconsistencies with the documentation. Then comes the wash and complete disassembly of the car. Further, all the aggregates enter the corresponding workshops according to the specialties, where repairs and spot painting are carried out. Then all the parts go to the assembly shop for final assembly, followed by full exterior painting and preparation for delivery to the customer.

All production sites and workshops of Alfa LLC, in accordance with the specialization of activity, are characterized by subject or object-closed type. In other words, they specialize in types of products (assemblies, assemblies, devices, parts, constituent parts details, etc.). Thus, the enterprise achieved a high concentration of work within one production facility (zone). In addition, the specialists of the technical control department are not isolated from the production process. They are located directly in the buildings of workshops to control the quality of products.

The transfer of units (products, parts) is carried out according to a parallel method, that is, they are transferred from operation to operation piece by piece, without waiting for the completion of the entire batch (it is advisable due to the high volume of production and the workload of the enterprise). The transfer is carried out on the basis of an internal document (acceptance certificate), which is signed by both parties responsible persons and heads of related departments.

WAYS TO IMPROVE THE PRODUCTION STRUCTURE OF THE ENTERPRISE

The production structure of the enterprise is being improved in order to reduce labor intensity at all production sites and workplaces, and improve product quality. Reducing labor intensity and improving the quality of products allows the company to reduce the costs included in the cost of production (both basic and indirect).

By effectively improving the structure manufacturing enterprise it is possible to reduce labor costs (for example, to automate individual production processes), to rationalize production areas.

The main ways to improve the production structure of the enterprise:

Enlargement of workshops, partial consolidation of production processes into some production sites and further consolidation of production sites. A large number of narrow-profile specialists in one section cannot be considered rational from an economic point of view, therefore it is proposed to expand the range of work performed by employees (even through additional training of employees to perform new types of work).
Improving the principles of building production sites and workshops, ways of interaction between them. Thus, it is possible to shorten the production cycle, free up the opportunity to increase the volume of output, profitability and profitability of the enterprise as a whole.
Improving the layout of industrial buildings and structures, which will make it possible to reduce the time spent on internal transitions and transportation while observing the norms of placement and distances between equipment.
Integration of enterprises into industrial associations, which makes it possible to delimit production processes between several enterprises, reducing the costs of each of them.
Observance of proportionality between the elements of the production structure, prevention of irrational growth of costs for servicing and auxiliary production.
Reducing the time spent by the product (parts, components) in a specific production area, as well as reducing downtime and interruptions in the workflow.
Changing the specialization of the enterprise and improving the management structure. Some small and medium-sized enterprises are moving away from the creation of workshops in favor of a no-shop type of production, in which all production processes are divided among several production sites, which facilitates planning and control of execution, avoiding a bloated management system.

IT IS IMPORTANT

First of all, improvement should touch upon the issue of the relationship between the main, auxiliary and service workshops. The main share of work (including the number of employees and the total occupied production area) should be allocated to the main production, since it is there that the manufacturing process takes place.

At some enterprises, the opposite trend is observed, when the share of labor intensity of auxiliary and service production processes is much higher than the main production. This identity is achieved through high level automation of the main production, which entails a reduction in the labor intensity of the production of the main products. As a result, the complexity of maintaining a large number of expensive equipment increases.

A common solution to the problem of the preponderance of service and auxiliary production processes over the main production ones is the transfer of relevant work to third-party specialized organizations. Often, such a transfer becomes more cost-effective than independent work (for example, maintenance and repair of equipment, procurement, etc.).

The production structure must meet the principles of optimization and combination in space and time of all the constituent elements of the process.
Improving the production structure of the enterprise will allow more efficient use of labor, material and financial resources while increasing the quality of the products.
To improve the production structure, the enterprise must ensure the continuity of the production process, proportionality, rhythm and direct flow, while observing the rules and regulations that relate to the working conditions of the main production workers.

4. On the basis of a correctly built production structure, the enterprise achieves high results: the production cycle, labor intensity, and the cost of products are reduced, and its quality is improved. This has a positive effect on the work of the enterprise, contributes to the growth of its profitability, facilitates production planning and control over the implementation of production processes.

5. When building a production structure, you can be guided by the developed schemes of other enterprises, but we do not recommend using them due to differences in technology, different specialization and cooperation, due to different qualifications of workers, etc.

6. Before proceeding with the formation or adjustment of the existing production structure, pay attention to the aspects that directly affect the type of structure:

establishing the composition of workshops and production sites;
calculation of production areas for each workplace, and then for the production site and workshop, determining their spatial location, taking into account temporary losses for transportation and internal movements;
study of technological and design documentation;
calculation of labor costs for implementation production activities with the allocation of categories of main, auxiliary and service production;
choice of spatial and temporal structuring;
calculation of losses from marriage, downtime, unscheduled breaks, internal movements and transportation.

A. N. Dubonosova, Deputy Managing Director for Economics and Finance

PRODUCTION STRUCTURE OF ORGANIZATION (ENTERPRISE)

The enterprise is a holistic economic system, consisting of separate structural divisions, providing the development of this system. Modern Enterprise includes a complex of production units: workshops, sites, management bodies and organizations for servicing employees of the enterprise.

A necessary condition for the successful operation of an enterprise is the rational construction of its production structure.

The structure is understood as an ordered set of interrelated elements that are in stable relations with each other, ensuring their functioning and development as a whole.

The composition of the structural divisions of the enterprise, their number, size and the ratio between them in terms of the size of production areas, the number of personnel and throughput characterizes the general structure of the enterprise.

For successful production, it is necessary to rationally build the production process in space. This is carried out by determining the characteristics of the enterprise (its scale, complexity of production, etc.), the most efficient production structure.

Under production structure the enterprise is understood as the composition and interconnection of the shops, sections and services that form it in the process of production.

The production structure characterizes the division of labor between the divisions of the enterprise and their cooperation. It has a significant impact on the most important economic indicators of the enterprise: product quality, labor productivity growth, production costs, resource efficiency.

The main elements of the production structure of the enterprise are workshops, sections and jobs. The workshop is the main structural unit large enterprise. It is endowed with a certain production and economic independence, is a separate production unit and performs the production functions assigned to it.

All workshops of an industrial enterprise are usually divided into main and auxiliary ones. In the main workshops, operations are carried out to manufacture products for sale. The main workshops are divided into procurement, processing and assembly. Auxiliary workshops include tool, repair, energy, etc. Side production for waste processing is possible.

The workshops include sections that are created according to the technological or subject principle. So, in the processing workshop, sections can be organized according to the principle of technological specialization: turning, milling, grinding, locksmith, etc. According to the principle of subject specialization, sections are formed for the manufacture of a part of the finished product.

The primary link in the organization of production is the workplace. The workplace is called not affairs and fur; in organizational terms (in the data specific conditions) a link in the production process, serviced by one or more workers, designed to perform a specific operation, equipped with appropriate equipment and organizational and technical means.

From the level of organization of jobs, a reasonable determination of their number and specialization, the coordination of their work in time, the rationality of their location in the shops, the results of the enterprise's work significantly depend.

It should be noted that the production structure of the enterprise is not something frozen, it is dynamic. With the improvement of technology and technology, the organization of production, labor and enterprise management, the production structure is also being improved. This creates conditions for the intensification of production, the efficient use of resources and the achievement of high results in the work of the enterprise.

When building an optimal production structure of an enterprise, the following principles should be taken into account:

Compliance with a rational ratio between the main and auxiliary shops and sections;

Ensuring proportionality between parts of the enterprise;

Consolidation of shops and sites;

Systematic rationalization of the production structure;

Creation of a non-workshop enterprise management structure. An example of a production structure is shown in fig. 3.1.

In addition, the production structure of the enterprise is influenced by a number of factors.:

Industry affiliation of the enterprise;

The nature of the product and methods of its manufacture;

The volume of output and its labor intensity;

The level of specialization and cooperation of production;

Features of buildings, structures, equipment used, raw materials and materials.

The structure of an enterprise is the composition and ratio of its internal links (shops, sections, departments, laboratories and other divisions) that make up a single economic complex. Distinguish between the general, production and organizational structure of the enterprise.

General structure enterprises - a complex of production units, functional services and management services, as well as non-production units.

Organizational structure- a system of services that manage its activities. There are horizontal and vertical links. Closely related to the production structure. As a rule, there are three levels: director - foreman - foreman - foreman.

The production structure of an enterprise is a set of production units of an enterprise (workshops, services) included in its composition, and the forms of relations between them.

The production structure depends on the type of products and their range, the type of production and forms of its specialization, on the characteristics of technological processes. Moreover, the latter are the most important factor determining the production structure of the enterprise.

The production structure is, in essence, a form of organization of the production process. It distinguishes divisions of production:

Main;
- auxiliary;
- serving.

In the shops (subdivisions) of the main production, objects of labor are converted into finished products.

Workshops (subdivisions) of auxiliary production provide conditions for the functioning of the main production (provision of tools, energy, equipment repair).

Subdivisions of service production provide the main and auxiliary production with transport, warehouses (storage), technical control, etc.

Thus, the main, auxiliary and service workshops and production facilities are distinguished in the enterprise.

Based on the production structure, a general plan enterprises, i.e. the spatial arrangement of all workshops and services, as well as routes and communications on the territory of the plant. In this case, the direct flow of material flows should be ensured. The shops must be located in the sequence of the production process.

Shop- this is the main structural production unit of an enterprise, administratively isolated and specializing in the production of a certain part or products or in the performance of technologically homogeneous or identical work purposes. Workshops are divided into sections, which are a group of jobs united according to certain characteristics.

In turn, the workshops of the main production (in mechanical engineering, instrument making) are divided into:

For procurement;
- processing;
- assembly.

Procurement workshops carry out preliminary shaping of product parts (casting, hot stamping, cutting of blanks, etc.)

AT processing shops mechanical, thermal, chemical-thermal, galvanic processing, welding, paint coatings, etc. are carried out.

AT assembly shops assemble assembly units and products, their adjustment, adjustment, testing.

The production structure of the workshop is shown in fig. 1.2.

Figure 1.2. Production structure of the workshop

Shops and sections are created according to the principle of specialization:

Technological;
- subject;
- subject-closed;
- mixed.

Technological Specialization is based on the unity of applied technological processes. At the same time, a high loading of equipment is ensured, but operational and production planning becomes more difficult, the production cycle is lengthened due to increased transport operations. Technological specialization is used mainly in single and small-scale production.

Subject specialization is based on the concentration of activities of shops (sections) on the production of homogeneous products. This allows you to concentrate the production of a part or product within a workshop (site), which creates the prerequisites for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.

If a complete cycle of manufacturing a part or product is carried out within a workshop or site, this subdivision is called subject-closed.

Workshops (sections) organized according to the subject-closed principle of specialization have significant economic advantages, since this reduces the duration of the production cycle as a result of the complete or partial elimination of oncoming or return movements, reduces the loss of time for equipment changeover, simplifies the planning system and operational management the course of production.

A comparison of production structures with technological and subject specialization is shown in Figures 1.3. and 1.4.

Figure 1.3. Production structure of an enterprise with technological specialization (fragment)

Figure 1.4. Production structure of an enterprise with subject specialization (fragment)

The workplace is the area where the employee and the means of production are located, which is determined on the basis of technical and ergonomic standards and is equipped with the technical and other means necessary for the employee to perform the specific task assigned to him. There are jobs:

Simple - one worker serves one unit

Multi-machine - one worker simultaneously serves several units, the most common in the textile industry and engineering. For example, five automatic lathes are served by one lathe operator.

Collective - one unit is served by several workers (chemical, petrochemical metallurgical and a number of sub-sectors of the food industry, as well as large vehicles).

Stationary - motionless and equipped with means of labor, objects of labor are fed directly to the workplace.

Mobile - do not have production areas assigned to them, but they themselves move towards the location of the objects of labor. For example, a drilling machine is moving towards a drilling site.

Spatial - are not associated with any sector of the economy, types of products or means of labor, but are determined by the nature of the work. The employee is offered a defined space, he needs to come to a certain place of work, where his attendance and work results are monitored. For example, exploration work Courier service etc.

Section 2. Organization and planning, creation and development of new technology (SONT)