Operational production management systems. Operational production management

Introduction

operational management calendar motivation

Operational production management is the main element of the rational organization of management of all enterprise activities. It unites and covers all aspects of production organization, being a means of coordination that ensures rational management. Without it, the activity of the enterprise cannot be sufficiently effective.

The purpose of this course work is to reveal the essence and determine the tasks of operational regulation of the progress of production. The main aspects of operational production management were considered:

identifying features of operational production management depending on the type of production;

consideration of the methodology for developing an operational calendar plan;

determining the importance of coordinating the work of enterprise departments and motivating the work of workers;

determination of the task and content of operational accounting of production;

what are the main goals and objectives of monitoring and analyzing production progress.

Operational production management ensures the uninterrupted operation of production, coordinating, monitoring, regulating, and ultimately guarantees the production of high-quality products. In this regard, it is necessary to pay special attention to this type of production management.

1. Operational production management

.1 The essence and tasks of operational production management

Operational production management (OPM)- a set of works and actions to develop a model of the process over time, monitor its progress in real time, make and implement decisions to prevent possible deviations and adjust the standard of system behavior based on feedback data and external information, ensuring the uninterrupted progress of production. Operational planning significantly influences the economy of the enterprise (EUP diagram in Appendix A, Fig. 1).

The task of the PMOensure the maintenance of indicators and parameters of the functioning of the enterprise for production of products within the limits specified by the plan, i.e. maintaining the system in dynamic equilibrium using means of current (operational) influence on the inputs and outputs of its individual units in real time.

To identify and prevent deviations, the PMO subsystem must have information about the extent and timing of functions performed by all departments of the enterprise. This inevitably requires the integration of all internal information flows with the PMO system (Integration of subsystems of enterprise information flows in the PMO system using internal connections in Appendix A, Fig. 2).

The first stage of the EUP is the development of a model of the production process in space and time.

Create a process model- means to design the movement and transformation of resources into products at a certain speed. For modeling spatiotemporal processes in which the time it takes to travel a distance depends on the speed of movement, the most suitable model is the “schedule” type.

Schedule- this is a collection of information about the sequence and time of events of many processes in a given place or about individual parts of a given process in different places. Thus, we can talk about the schedule of the process of manufacturing a unit of product from the beginning of the first operation to the end of the last, which determines the duration of the production cycle. At the same time, the schedule is also a list of work performed in a specific period for all production facilities in a given department, i.e. for the manufacture of all copies of the product during this time. The schedule is usually drawn up in tabular and graphical form; the latter is preferable, since it more clearly reflects the process and its elements, conventionally showing both time and distance in the graphic drawing.

Make a schedule- means to develop in advance a model of the functioning of an enterprise, workshop, site, workplace in time, providing for the execution at a given moment of exactly that work (and in the volume) that is necessary to organize the uninterrupted progress of the overall production process of the enterprise, ensuring the release of a specific copy of the finished product in predetermined deadline (The impact of operational planning on the economics of an enterprise in Appendix A, Table 1).

Any deviation from the requirements of this schedule at any site or workplace will lead to a delay in the production of the product or additional expenditure of resources.

The system properties of enterprise work schedules are directly related in time to the external environment, i.e. with other systems.

1.2 Features of operational management in single, serial and mass production

Mass production. Specialized and specialized equipment and tools to ensure high performance. Synchronization of operations by duration. Key workers with extensive experience in performing individual operations. Highly qualified support workers (adjusters). Small range of products (customizable standard sizes). Conveyor direct-flow organization of production flows of subject specialization.

If a mass production plant has production lines of different types and sections, as well as workshops and serial production sections, inter-line and inter-shop backlogs are inevitably created.

The features of mass production require the development of measures to coordinate the work of adjacent areas through the use of different forms of scheduling of various stages and divisions of production in order to ensure the rhythmic release of final products.

The main task of operational management is to ensure the rhythm of the production process.

Mass production. Reconfigurable, high-performance equipment. Highly qualified operational operators with a wide range of profiles. Technological specialization of production. Wide but typical range of products. The basic unit of planning and control is the party. Highly qualified auxiliary workers - adjusters who carry out the re-adjustment of technologies for a new standard size of manufactured products.

Uniform loading of workplaces and rhythmic production of products in mass production are achieved not only by coordinating the launch and release dates for batches of individual parts, but also by creating reserves in the required sizes, coordinated with the launch and release dates.

Single production. Universal equipment and tools. The main workers are highly qualified generalists. Technological specialization of production. Wide and varied range of manufactured products. Planning and control “to order” (a single product or a small number of them).

The complexity of manufactured machines and the simultaneous production of parts and assembly units for machines of various types determines a wide variety and frequent change of production objects in the program of each workshop and site, even during the shortest planning period - a day, a shift.

2. Methodological provisions for the development of operational calendar plans

.1 Features of the development of operational calendar plans

We will consider drawing up an operational calendar plan (OCP) for the launch and production of parts for mass production workshops. Features and factors that determine the process of developing the most rational option for OKP for the launch and production of parts:

In serial production, for each batch of parts, the frequency of its launch into processing or the number of starts is determined. If the number of launches of individual batches of parts is greater than one, then in the OKP the release of each such batch of parts should be alternated with a correspondingly calculated launch-release frequency, achieving equal time intervals between releases of a batch of parts of the same name.

Time spent on changeover should be minimal. This is achieved by strictly assigning parts (selected according to the same installation dimensions and processing diameters) to the same machines in order to achieve one-time setup time. Sometimes, in order to reduce machine downtime, it is advisable to establish a certain order for submitting parts for processing, replacing adjustment with sub-adjustment.

Ensuring that machines are fully loaded and workers are employed. Multi-machine maintenance is usually widely used in enterprises. As a result, worker downtime is kept to a minimum.

If the workshop performs all or the main types of processing of parts, then the parts are divided into leading and components. Leading parts differ from all other parts by having the longest technological processing cycle and serve as the basis for the assembly of individual large assembly connections and products. Leading parts are processed first, as they need to be submitted for assembly in a timely manner.

In conditions of a stable nomenclature, planning for the production of parts is organized according to the principle of supplying them to the storeroom of the workshop, and in some cases directly to the central warehouse of finished parts of the plant.

The fewer finished parts in the backlog and the longer the remaining production cycle, which reflects the time required to process a batch of parts of this name in an operation at the time of drawing up the schedule, the higher the priority of this part for launching processing, and vice versa.

The operational calendar plan is developed on the basis of a detailed production program; in essence, it is a work schedule by day of the week, in which each batch of parts has specific start-up and release dates from processing.

Operational calendar plans can be developed with varying degrees of detail: enlarged by batches of parts in accordance with the design cycles of their processing and launch frequency; differentiated, i.e. in operational terms in relation to each batch of parts.

When developing a plan, you need to know how much it is provided with everything necessary for its immediate implementation.

The operational calendar plan is developed before the start of the next planning period. By the time it is compiled, certain batches of parts are always in the production process. It should be borne in mind that some of these parts may have been processed at standard lot size and passed through process operations without dividing the lot into smaller parts.

Part lot sizes are not always constant for all process operations. More often they change from operation to operation - most often they are disaggregated. This is caused by technological, organizational reasons, production needs, etc. At the same time, in each planning period it is necessary to launch new batches for processing.

.2 Determination of calendar dates for the launch and production of batches of parts

Determining the calendar dates for the launch and production of parts is the final stage of drawing up the OKP. Essentially, this work comes down to distributing batches of parts for processing to individual workstations of the workshop (site) and indicating specific dates for their launch and production.

In the process of solving the problem, it is necessary to continuously monitor the movement of finished parts located in the reserves, and as they are consumed in the assembly, timely set the deadline for launching the next batch of parts for processing. It is necessary to strictly monitor the frequency of launching a batch into processing, comparing the expected and planned dates for the release of the next batch of parts from processing.

Calculation of the load of equipment installed in the workshop (on site), carried out using a computer, allows you to accurately determine how much and what type of equipment needs to be used to carry out the production program. If for any group of equipment there is a shortage of a certain number of machines or several of them are not loaded, then before starting to draw up a work schedule, such a discrepancy must be eliminated. If there is an insufficient number of machines, it is impossible to draw up a calendar plan, and if there are too many of them, long downtime will occur not only for the machines, but also for the workers.

Determining the calendar dates for the launch and release of parts using a computer and thereby drawing up OKP can be done in the form of planning documents with varying degrees of detail: OKP with the timing of launching batches of parts for the first operation and release from the last, information about the loading of equipment, about the timing of the launch of parts for processing in adjacent workshops, etc. They can be used both for direct management of production progress and as reference materials to predict the operation of sections and workshops, as well as to effectively regulate production progress.

2.3 Basic provisions for drawing up daily shift assignments

Development of daily shift assignments is the final stage of operational production planning of an enterprise. It specifies for the next day (by shift) the tasks of the operational calendar plan for launching parts into production, taking into account: unexpected equipment failure; worker absenteeism; failure to receive materials, blanks, semi-finished products, parts, and components on time; untimely implementation of technological preparation of production; receipt by the shop of operational pre-plan assignments, etc.

Shift-daily assignments are developed by area in the context of workshop shifts, and within each shift by individual workplaces, taking into account the minimum number of equipment changeovers during the shift.

When preparing shift assignments, backlogs in the execution of individual operations are eliminated and the progress of production is leveled out in accordance with the OKP.

When each subsequent operation for the manufacture of parts is included in the daily shift assignments, the completion of previous operations is checked according to the data of the operational accounting of the production progress.

In order for daily shift assignments to be realistic and have organizational significance, they must be drawn up taking into account the level of development of standards actually achieved by different workers.

A daily shift assignment is a document on the basis of which complete and timely operational preparation of production must be carried out, which consists of monitoring supplies and supplying materials, blanks, equipment, drawings, etc. to workplaces. On its basis, the preparation of the necessary vehicles for inter-site and inter-operational transportation is also carried out.

The task is developed by the workshop planner and transferred to the site foreman for execution. It provides information about the order number, part, operation, machine, batch and its size, time of launch and release of parts, their quantity, working conditions and workers, number of acceptable parts accepted, defects. Having received the task, the shift foreman gets acquainted with the content of the planned work and begins to carry it out: issues technical documentation to workplaces, conducts training with workers, ensuring high-quality and timely completion of production tasks.

3. Organization, coordination, control of operational management of production

.1 Organization of work to implement production programs and tasks

The organization of work on operational production management depends on the size and production structure of the enterprise, the type of organization of production and the nature of the technological process.

Issues of operational production management in a small company that does not have production divisions are dealt with by a production engineer (“production engineer”).

With larger production scales, in enterprises with many production divisions, each of them usually has its own head for operational production management.

In a large company or in a production department, an operational production management department is created, which includes the following groups or sectors: consolidated scheduling, centralized control, ordering, dispatching, transportation, work in progress, shipping.

Production Operations Management Departmentcarries out “coordination” and contacts between production departments and the sales department and serves as a source of information received by the departments or, conversely, sent to customers through the sales department.

The functions of the operational production management department include:

. Receiving production tasks- the initial stage of work of the operational production management department. The form and procedure for drawing up production tasks depend on the type of production at a given enterprise.

The production task can come from different sources: from the outside customer, from the company's sales department, from other enterprises or production departments of the company, from picking warehouses for parts and assemblies. Production tasks can be in the form of: a bid, contract or order; delivery or order schedule. An order from a consumer (or from other factories, production departments or warehouses), received by the sales department, is drawn up in the form accepted in this company. This is done in the regional sales office or in the central sales department by the order group (sector).

Such a reissued order has many names (hereinafter referred to as an order), and the order for it is called a monthly calendar plan.

The production order is assigned a number. The order is issued in the original and a certain number of copies, which are sent to the operational production management department: tool department, chief mechanic department, design department, accounting department.

Pre-planning concerns the order as a whole. Here a decision is made about the possibility of fulfilling the order, about the delivery time without detailing before the production of an individual part or assembly, since usually by this time drawings and technological documentation are not yet available. At the preliminary planning stage, a general estimate of the cost of the order is made, taking into account information about previously completed orders.

. Reproduction of copies of orders and calendar plans and their distribution. Copies of the order and schedule are sent to all interested departments and groups (sectors) - design and technology departments (order copies only), inventory control and regulation department, central department of operational production management, accounting and production costs department, sales department, settlements department customers, etc. These copies are used when processing the order at all stages of its passage.

. Dispatchinginvolves communication between the customer, the operational production management department and production enterprises represented by foremen and dispatchers.

. Maintaining a control file, where copies of all orders are recorded in order of drawing and part numbers. The card index allows you to set the order status. Each order entering or leaving the various control rooms, or returning to the filing cabinets or processing department, must pass through the main control filing cabinet.

When the time comes for an order to be put into production, it is removed from the card file of orders not put into production and sent to the employee servicing the main control card file.

Operational control over the progress of orders is divided into several stages: preparation of drawings, specifications, technological documentation; provision of materials and tools; deadlines for order fulfillment according to plan.

. Accounting for workloadsis maintained by each foreman, who is given a schedule showing the workload of jobs for orders launched and not put into production, at least a month in advance. The task is to load each workplace for a certain period of time in accordance with the production capacity of the machine.

. Product shipment. All documents for shipment are filled out in advance and transferred to the expedition for shipment of finished products. The only exception is the issuance of invoices, although under certain conditions they are issued in advance. The expedition for shipment of finished products and materials cannot turn into a warehouse for long-term storage of products and materials. It is believed that sent cargo should not remain in the expedition premises for more than 24 hours.

. Operational reportingincludes reports on the movement of inventory (usually separately for raw materials, semi-finished products, work in progress, finished products, illiquid and low-consumable materials), on the progress of production in comparison with the schedule, and on the implementation of major design work.

.2 Coordination of work to implement production programs and motivation of workers

Coordination is carried outin order to ensure coordinated and well-coordinated work of the production and functional divisions of the enterprise participating in the process of fulfilling planned tasks. This work is usually performed by a group of managers and specialists from the intershop management department or PDO.

Operational coordination of work consists of the following stages:

Finding out the reasons for deviations from planned targets;

determining the composition of additional work and production tasks for their implementation;

determining the composition of reserves allocated for additional work to be performed by workshops;

clarification of the distribution of duties and responsibilities between managers at the intershop level of management, designed to eliminate deviations that have arisen during production.

Operational coordination of work to a certain extent coincides with the regulation (dispatching) of production progress. An effective means of achieving coordinated work of workshops is to hold meetings of managers, at which their activities on maintenance, material support of production, etc. are coordinated. The advantages of meetings are that they are relatively easy to organize; opportunities to represent the interests of services at various levels of management; informal approach to solving emerging production problems.

In production, relations between departments are built on the basis of contracts, so there is financial liability for any deviations from the agreed delivery dates of blanks, parts, assembly units (fines, sanctions, etc.).

Management is responsible for the timely and complete provision of joint production of products by workshops with everything necessary and coordination of their activities in terms of modern production of products.

Labor motivation is the impact on the performance factors of managers, production management specialists and, based on its assessment and the use of appropriate incentives.

To increase production efficiency, first of all, a quantitative assessment should be given to the quality of work (evaluation indicator) of managers and specialists who make decisions in the process of operational production management.

The estimated indicator of the quality of a manager's work is determined by deviations from the operational calendar plans (schedules) of movement across the entire range of products and from the planned state of work in progress within the department. At the same time, all levels of production and the range of products are taken into account, for which operational calendar planning, accounting, control and regulation of its production are organized.

First of all, it is necessary to take into account deviations that have increased to an alarming situation in which a higher-ranking manager should have intervened to take measures to eliminate the deviations and eliminate the causes that caused them.

For direct performers (production workers), the main factors motivating their work are: enrichment of work, variety of work, growth and expansion of professional qualifications, satisfaction with the results obtained, increased responsibility for the work performed, the ability to show initiative, exercise self-control, etc.

Interesting work, a creative approach to its implementation, and professional growth are the most important values ​​for motivating the work of workers. Motivation can be expressed in praise from the manager, a bonus, promotion at work, etc.

3.3 Current monitoring and analysis of production progress

Production process controlaims to identify deviations from established targets and production schedules, problems in the work of various departments and services of the enterprise.

During the control process at the enterprise and workshop level, the following is checked:

Implementation of the product production plan;

transfer of DSE and blanks to units;

condition of DSE reserves and workpieces;

state of operational preparation of production;

providing production with technological equipment and materials. In addition, during production, the work of lagging areas and workshops, unique equipment, and the implementation of unscheduled urgent tasks is monitored.

In single productionThe objects of control are schedules for operational preparation of production and deadlines for completing the most important work on individual orders. Monitoring of the state of reserves is carried out in sets to order, and over the preparation of production - for particularly important items.

In serial productionthe nomenclature, quantity and timing of production of assembly units, leading parts, the state of warehouse reserves of blanks, parts, and the degree of complete provision of assembly work are controlled. Monitoring the implementation of planned tasks, depending on the type of production, is carried out in shifts, according to calendar plans and schedules for the production of parts, and according to the order as a whole. Backlogs are controlled by parts and in group sets.

For mass productionThe objects of control are the operation cycle of production lines (conveyors) and backlogs at all stages of the production process. Control of product release is carried out by the hour of the day in accordance with the established cycle, the condition of the reserves is checked in detail, and lagging parts are strictly controlled.

Requirements for monitoring production progress:

Efficiency in identifying facts, causes and magnitudes of deviations from calendar plans (schedules) and intra-shift rhythm when fulfilling production tasks, facts of non-compliance with operational decisions to regulate the movement of material flows and dispatcher orders;

control of deviations from calendar plans (schedules) must be organized at all levels of the main production process, starting from the receipt of raw materials, blanks, semi-finished products, components into the workshops and ending with the delivery of finished products to the warehouses of the sales department.

Assessment of the functioning of the production process during control and analysis is carried out on the basis of technical and economic indicators, reflecting the degree of efficiency of the use of certain types of means and objects of labor, as well as working time. These indicators are objective characteristics of the production process. There are two groups of indicators: indicators characterizing the quantity and quality of products, and indicators indicating the availability and use of production resources. Units of measurement of indicators are divided into natural (pieces, kg, kWh), cost (rubles), labor (man-hour, standard hour).

All indicators can be divided into two large groups: simple and complex. Quantitative values ​​of simple indicators are recorded and accumulated in the process of operational recording of production progress. Simple indicators include such indicators as product production in physical terms, number of workers, equipment downtime, etc.

Complex indicators are calculated on the basis of simple indicators, in most cases using norms and standards for resource consumption. For example: production in labor and cost terms, average output per worker, wages of workers, cost of marketable products, etc.

In each specific case, it is necessary to carefully select indicators; their composition should be minimal and at the same time comprehensively reflect the object of control. Indicators should not duplicate each other. You cannot strive for total control, since the costs of its implementation will significantly exceed the amount of useful information necessary for analysis and regulation.

Conclusion

As a result of this course work, in the theoretical part (Chapter 1) the aspect of the application of operational production management at an enterprise was examined in detail, its stages and areas of application were determined.

Operational production management is an indispensable and integral part of the process of organizing production, the most important lever for the daily management of the production activities of an enterprise.

Operational management involves the detailed development of plans for an enterprise and its divisions - shops, production sites, teams and workplaces for short periods of time - a month, a decade, a five-day period, a day, a shift. At the same time, the task of developing a plan is organically and functionally combined with organizing its implementation.

The tasks solved by operational production management methods make it possible to establish: the optimal sequence of launching various types of parts into production; optimal batch size for each type; optimal technological routes for the movement of parts during their processing; optimal operating mode for each type of equipment. However, when taking into account all the existing factors and disturbances affecting the progress of production, these problems become so complicated that there are no effective numerical methods for solving them. But the developed methods of system and statistical analysis make it possible to solve these problems with a certain level of simplification.

So, to achieve the efficiency of the management system of a manufacturing enterprise, it is necessary to pay great attention to its main subsystems, which in turn can also be considered as separate management systems with their inherent elements.

In the practical part of the course work (Chapter 2), calculations were made for the following indicators: the duration of processing a batch of parts with sequential, parallel and mixed movement.

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OPERATIONAL PRODUCTION MANAGEMENT

1. Tasks and content of operational production management

Operational production management- this is a detailing in space and time of the annual plans of the enterprise. Operational management allows you to timely identify deviations from the production plan and thereby ensure the release of the order on time.

Operational planning involves the detailed development of plans for an enterprise and its divisions - workshops, production sites, teams and workplaces for short periods of time. At the same time, the task of developing a plan is organically and functionally combined with organizing its implementation. Thus, operational planning turns into the most important lever for the daily management of the production activities of an enterprise, into a system and means of managing production and its individual links.

Operational planning consists of two stages. The first stage, at which operational plans and schedules for the production and release of products are developed, is called scheduling .

At the scheduling stage, the actual calendar plans and volumetric work plans. Schedules- work is planned at the enterprise quarterly, monthly, ten days, daily, in mass production - per shift and per hour. In addition, the start and end dates for specific work, their duration, and the advance of the launch and release of a batch of parts and assemblies are determined. Volume planning - This is the planning of work in space. The scope of work is established: for the workshops of the enterprise, for production areas, and workplaces. The volume of work is determined either in labor indicators (man-hours), or in natural indicators (meters, liters, units, etc.), or in conventional indicators (representative part, machine kit, cycle kit).

The second stage, characterized by continuous operational accounting, control and regulation of the implementation of operational plans or the progress of production, is called dispatcher e rization. The tasks of the enterprise dispatcher include: a) monitoring the supply of production with the necessary technological documentation, workpieces, and tools; b) control of launches into production and release from workshops of the most important units and batches of parts; c) control of loading of leading groups of equipment; d) control of shipment of finished products to the consumer.

So the tasks of operational planning are as follows:

a) in ensuring the implementation of the plan for the production of finished products on time with uniform operation of each workplace and uniform production of products by the site, workshop and the enterprise as a whole;

b) in the most complete and efficient use of equipment and workers;

c) in minimizing the duration of the production cycle and optimizing the volume of work in progress.

Ensuring uniform production and smooth operation is one of the most important tasks facing industrial enterprises. Uniform output means the production of finished products by an enterprise, workshop or site in the same quantity, at equal intervals.

Operational planning at industrial enterprises is carried out on a plant-by-shop scale ( intershop) and individual workshops - by sections and workplaces ( in-shop planning).

Intershop operational planning is aimed at ensuring coordination of activities and the necessary proportions in production between the workshops of the enterprise - especially between the main and auxiliary, procurement and processing. Coordination (conjugation) of the nomenclature of workpieces, parts of components and the timing of their movement between shops is the main content of inter-shop operational planning. Intershop operational planning includes the development of schedule standards, calendar plans for workshops, consolidated control over the implementation of plans and operational intershop regulation of production. It is carried out on the basis of various systems used depending on the type of organization of production at the enterprise and its other features.

In function intra-shop operational planning includes the development of production calendar plans for the sections that make up the workshop, monitoring their implementation, scheduling and distribution of work on the site, bringing tasks to work stations, operational intra-shop production regulation.

operational management production planning dispatching

2. Enterprise planning: essence, principles, ttechnology

“Wisdom is the ability to foresee the consequences of actions taken, the willingness to sacrifice immediate gain for greater benefits in the future.”

“Planning is the weapon of the wise, but planning is one of the most difficult jobs available to man.”

(R. Arkoff)

“Almost everyone is planning now. Planning is the most basic of all management functions. It builds a bridge between where we are now and where we want to be."

“Planning is essentially a choice. The need for it arises only when an alternative course of action is discovered”; “Planning is a system of decisions made in advance.”

(G. Kunz and S. O'Donnell)

Have you ever done any planning? I mean daily planning. Maybe you think you don't need planning? If you think so, then perhaps you are right.

Before starting any business, a person must carefully consider what exactly, by when, in what ways and by what means he must do it. Otherwise, his intentions may not be fulfilled.

Any management function consists of five types of management activities that are relatively independent:

planning;

organizations;

coordination;

activation;

control.

Each previous type of activity is a necessary prerequisite for the subsequent one, until this function is fully realized. This means that the degree of completeness of the implementation of the management function depends on the completeness of management activities.

To understand the content of each management function, it is necessary to present it as a set of these five main types of interrelated management actions. For clarity, let's illustrate this with the planning function in developing a specific plan. This work is carried out by a significant group of employees. To achieve the goal (developing a plan), their activities must be planned, organized, coordinated, activated and controlled. In this example, you can see the difference between the concepts of “planning” as a management function and “planning” as its component, one of the five management actions of this function. In the same way, if a group of employees develops a system for rewarding the company's employees, then their work needs to be planned, organized, coordinated, activated (encouraged) and controlled. That is, when performing the management function, “activation” of workers needs to be activated

A broad interpretation of planning forms the basis of one of the modern and most promising approaches to organizing management activities - the basis of “strategic planning”.

An analysis of the experience of economic reforms has shown that the efficiency of an enterprise largely depends on the state of intra-company planning. It is impossible to create an organizational and economic mechanism for enterprise management in a market economy without developing a clear system of intra-company planning.

In general, the actual variety of plan types is very large. For example, “emergency planning”. The need for it arises when the original plan does not work and it is necessary to change it - to a certain extent disrupt it. But these “violations” must also be organized - planned.

The key role of planning in management, combined with its complexity and the variety of its tasks, require its understanding not only as a manager’s responsibility, but also as a function implemented by many other departments of the organization. Therefore, this function consists of three main components:

1) individual activities of the planning manager;

2) the activities of specialized departments and services (as well as specially engaged consultants) in planning;

3) interaction of the manager with specialized planning units, organization of the IM activities of these units.

The planning function means the development and adoption of a specific resolution, written or oral, in which this or that goal or task will be set for the object of management. This resolution is a management decision. Planning is one of the ways in which management ensures that all members of the organization are united in their efforts to achieve its common goals. The management process begins with this function; the success of the organization depends on its quality.

A plan is a document reflecting a system of interrelated decisions aimed at achieving the desired result. Market planning at an enterprise should serve as the basis for organizing and managing production, and be a regulatory framework for the development and adoption of rational organizational and management decisions. In the internal production plan, as in any other, individual parts or functions are combined into a single comprehensive system of socio-economic development of the enterprise. Creating a planning system at an enterprise requires costs, but the effect of rational organization of production always exceeds these costs. Therefore, the interpretation of intra-company planning as an area of ​​unproductive costs is deeply erroneous and contradictory. With this interpretation, it turns out that planning increases labor productivity, but it itself is based on unproductive labor. Hence the extreme conclusions about the need to reduce planning costs at any cost, which is often observed in enterprises at the present time.

The essence of planning

Manifests itself in the specification of development goals for the entire organization and each division separately for a specified period of time; determining business objectives, means of achieving them, timing and sequence of implementation; identifying the material, labor and financial resources necessary to solve the assigned tasks.

The essence of planning is that it allows for optimal coordination of the individual efforts of members of the organization and its departments to achieve its goals. This coordination has two main aspects.

Firstly, this is the functional division of responsibilities between individual members of the organization and its divisions, the definition of their main tasks and their connection with general organizational goals. This is content planning.

Secondly, the chronological distribution of tasks of departments and individual performers over time, determining the rational sequence of their implementation. This is time planning, or process planning.

In the first case, the question of what the performers will do is decided; in the second - when they should do it and in what sequence.

Thus, the purpose of planning as a management function is to strive to take into account in advance, if possible, all internal and external factors that provide favorable conditions for the normal functioning and development of the organization. It involves the development of a set of measures that determine the sequence of achieving specific goals, taking into account the possibilities for the most efficient use of resources by each production unit and the entire organization. Therefore, planning is intended to ensure interconnection between individual structural divisions of the organization, including the entire technological chain: research and development, production and sales, service. This activity is based on identifying and forecasting consumer demand, analysis and assessment of available resources and prospects for the development of economic conditions. This implies the need to link planning with marketing and control in order to constantly adjust production and sales indicators following changes in market demand.

Planning principles and methods

For the first time, the general principles of planning were formulated by A. Fayol. He formulated five principles as the main requirements for developing a program of action or plans for an enterprise:

1) The principle of optimality implies the need to select the best option at all stages of planning from several possible alternatives.

2) The principle of proportionality, i.e. balanced accounting of the resources and capabilities of the enterprise.

3) The scientific principle, i.e. taking into account the latest achievements of science and technology.

4) The principle of detail, i.e. degree of planning depth.

5) The principle of simplicity and clarity, i.e. compliance with the level of understanding of plan developers and users.

Depending on the content, goals and objectives, the following forms of planning and types of plans are distinguished:

1 Planning forms depending on the duration of the planning period:

* long-term (strategic) planning (forecasting);

Strategic planning, as a rule, is focused on the long term and determines the main directions of development of the enterprise. Through strategic planning, decisions are made about how to expand business activities, create new business areas, stimulate the process of satisfying consumer needs, what efforts should be made to satisfy market demand, which markets are best to operate in, what products to produce or what services to provide, etc. what partners to do business with, etc. The main goal of strategic planning is to create the potential for the survival of an enterprise in a dynamically changing external and internal environment that creates uncertainty in the future.

* Medium-term (tactical) planning;

Tactical planning covers the short and medium term. As for the objects and subjects of this planning, they can be very different. In this case, one rule should be remembered: the only way to make the tactical planning process controllable is to plan only the main types of cost products, the most important functions. But with different structures of plans, the relationship must be observed: “costs - output - profit price”. Otherwise, tactical planning becomes impractical. Plans begin to be developed on a situational basis, that is, in relation to hypotheses of the future.

* current (operational) planning

Operational scheduling. Operational scheduling (OCP) is the final stage in planning the business activities of a company. The main task of the OKP is to specify the indicators of the tactical plan in order to organize the systematic daily and rhythmic work of the enterprise and its structural divisions.

In the process of operational scheduling, the following planning functions are performed:

> The time for performing individual operations for the manufacture of assembly units of products and products as a whole is determined by establishing associated deadlines for the transfer of items by the supplying workshops to their consumers;

> Operational preparation of production is carried out by ordering and delivering to workplaces materials, workpieces, tools, fixtures and other equipment necessary to fulfill the production plan;

> Systematic recording, control, analysis and regulation of the production process is carried out, preventing or eliminating its deviations from the planned schedule.

Operational calendar planning links all these elements of the enterprise into a single production organism, including technical preparation of production, logistics of production, creation and maintenance of the necessary reserves of material resources, sales of products, etc.

Operational production planning, as experience shows, plays a major role in ensuring timely release and delivery of products to consumers. Planning is a future-oriented systematic decision-making process that is developed on the basis of goals formulated by a parent organization and alternatives generated in the Analysis phase. The concept of “planning” includes defining goals and ways to achieve them. In economics, enterprise planning is carried out in such important areas as sales, finance, production and procurement. At the same time, of course, all private plans are closely interconnected. According to many authors, planning is one of the most important management functions. Planning is always guided by past data, but seeks to determine and control the development of the enterprise in the future, therefore the reliability of planning depends on the accuracy of the actual indicators of the past.

Planning technology

Scheduling technology is well developed and in constant use. Based on the purpose and basic principles of the enterprise, strategic goals are formulated indicating what to do in general. Then they are concretized into tasks, and those into specific tasks. Next, the necessary resources are calculated: material, financial, personnel, time - and, if necessary, tasks, tasks and goals are revised. The result is a realistically feasible plan. It is very important that reserves are needed in case of unforeseen circumstances. Sometimes strategic and long-term, tactical and short-term management are equated, but this is not always true. It is clear that the planning technologies actually used by firms are quite complex. Usually it is dealt with by special units. Despite the importance and visible benefits of planning, it cannot replace improvisation. In the practice of enterprise management, it is impossible, and even impractical, to plan all cases of decision-making. The reason for this may be two factors:

Incommensurability of planning costs with the results of plan implementation;

Lack of objective, reliable and sufficient information to develop a plan.

In the last quarter of the 20th century, information became one of the most important national resources for industrialized countries, which determines the economic power of the country. Chairman of the program on policy formation in the field of information resources, professor at Harvard University A. Oettinger believes that the time has come when information becomes the same basic resource as material and energy.

Like any resource, information has its own processing technology. Information is the only type of resource that, in the course of the progressive development of humanity, not only does not deplete, but also increases, improves qualitatively and at the same time contributes to the most rational and efficient use of all other resources

In general, planning can be defined as the decision-making process that precedes future action. Management decisions are transmitted through the hierarchical levels of the organization so that managers at each lower level can develop their own plan. Making planning decisions is always associated with the use of resources. Simply put, a plan is one or another option for using enterprise resources.

Planning is included in all other management functions and acts as their necessary component, which is why it is customary to talk about its “omnipresence.” Planning at the same time co-organizes all other functions, giving them, and therefore the entire management as a whole, the necessary degree of organization. Planning is one of the most important management functions.

But the paradox of market planning is that, although there are theoretical foundations for price planning, at the time the entire planning process begins, when there is a portfolio of applications, when the possibility of fulfilling contracts is assessed, everything has already been decided, all prices are already known, they are defined in the contract . And unfortunately, even in market conditions, planners have a task: on the one hand, to show real costs, show real profitability; on the other hand, invest in the price specified in the contract. And ours, and especially Western planners-practitioners, write that price is not taken into account when accounting, it is considered a reverse move, based on market research, marketing planning has already taken place (they assessed the state of the market, assessed the capabilities of the consumer). It is known that the price should be at such and such a level, and the planner is trying to reduce everything to this price. He begins to manipulate costs and consumption levels. That's not right.

The concept of “management” refers to management and managers at various levels in an enterprise. The concept of “manager” roughly corresponds to the outdated Russian concept of “clerk”.

3 . Current control and regulation of production (production dispatching)

Dispatching is an integral part of operational management. It includes:

· ? continuous recording of the actual progress of work to fulfill the established production plan and shift-daily assignments;

· ? taking prompt measures to prevent and eliminate deviations from the plan and interruptions in production;

· ? identifying and analyzing the causes of deviations from established targets and production schedules and taking prompt measures to eliminate these causes;

· ? coordination of the current work of interconnected production units;

· ? organizational management of the operational preparation of everything necessary to fulfill daily shift assignments and production schedules.

Dispatching there is a continuous centralized control and operational regulation production progress in order to ensure uniform and complete implementation of the production plan.

To effectively carry out these tasks, it is necessary that dispatching be based on well-formed production programs and schedules and carried out on the basis of accurate and timely information.

IN serial production objects of dispatch control are

· ? timing of the launch and release of batches of parts and assembly units;

· ? condition of warehouse stocks of parts and assembly units;

· ? degree of complete provision of assembly work.

Control is carried out in accordance with established plans and schedules for inter-shop supplies or acquisition of products with parts and assembly units, taking into account advance standards.

IN mass production objects of dispatch control are

· ? compliance with established rhythms of production and automatic lines;

· ? compliance with reserve standards at all stages of the production process.

Control is carried out in relation to daily and hourly schedules.

IN single And small-scale production The objects of dispatch control are the deadlines for completing work on individual orders. Dispatcher control is carried out in relation to the developed cyclic or network schedules for order fulfillment.

The most important condition for the uninterrupted execution of production tasks is timely and complete technical preparation for the production of products. Therefore, production dispatch management must carry out ongoing coordination of the work of technical production preparation units, as well as manage the acquisition of technological equipment and necessary materials.

For any type of production, the constant objects of dispatch control remain release plant of commercial products and security production with everything necessary.

But still, regulation of the progress of production should not be carried out based on deviations, as is usually the case. Regulation based on deviations is not effective, because it is not preventive in nature. A more effective direction is that it boils down to creation of production conditions ensuring the implementation of the schedule over a certain, fairly long period of time.

Maintaining the rhythmic progress of production is ensured by warning and, if detected, by rapid elimination of deviations during production, which largely depends on the chosen control step. Different machine-building enterprises have different regulation steps. The regulation step includes the time of waiting, receiving and processing information, the time of analyzing the results obtained and making decisions. One of the ways to increase the efficiency of regulation is to reduce as much as possible the first components of the regulation step, which can be achieved by automating the processes of collecting, processing and issuing information, i.e. implementation of automated control systems.

In flexible automated manufacturing (AGM), the requirement for responsiveness to regulation increases. It is important that control signals that ensure the implementation of constant or variable goals are generated in real time and used during the operation of the production system. Particular attention should be paid to predicting possible stoppages in the production process and taking early measures to prevent and eliminate them. In GAP, organizational and technical downtime is possible, related to the reliability of equipment, and organizational and disciplinary downtime, due to labor discipline and its organization. Compensation for downtime must be ensured by the creation of an effective operational control system, which is only possible with the correct identification of possible fault points during production.

The effectiveness of work on organizing and managing the progress of production is largely determined by the provision of technical means that should ensure the collection and processing of information on operational accounting, control and regulation of the progress of production and its transmission via communications to the relevant departments of the enterprise.

The technical means of equipping the dispatch service include:

· ? devices for transmitting speech (communications), graphic images and text over a distance;

· ? remote monitoring devices;

· ? administrative and industrial alarm devices;

· ? devices for remote automatic accounting and control.

The final stage of operational production planning is dispatching (operational regulation of production). Due to the probabilistic and stochastic nature of the production process at a modern industrial enterprise, deviations of the actual state of production at each individual moment in time from its calculated values ​​for the same periods are always possible. The presence of such deviations within certain limits is an inevitable phenomenon, since at the time of developing standards and plans it is almost impossible to take into account all possible states of production elements (means of labor, objects of labor, labor) and their interrelations. Therefore, it is not the fact that a deviation appears that is important, but its magnitude, direction and the ability to quickly eliminate it.

Successful overcoming of deviations from the normal course of production depends on the timeliness of information about deviations and the efficiency of production regulation; this is precisely the content of the activity of the enterprise’s dispatch apparatus.

Dispatching represents centralized control and continuous operational management of the current progress of production on the scale of both the enterprise and its individual structural divisions. Its tasks include systematic monitoring of product manufacturing plans, coordination of the work of interconnected divisions of the enterprise, taking prompt measures to prevent violations during the production process, and eliminating the consequences of violations that occur.

The methods and content of dispatch regulation are largely determined by the type of production. At enterprises of single and small-scale production, the main objects of dispatch control are the deadlines for completing the most important work on individual orders and prompt preparation for the implementation of current tasks. Dispatcher control is carried out on the basis of order execution plans.

At serial production enterprises, the main objects of dispatch control are the timing of the launch and release of batches of labor items, the state of warehouse reserves, the degree of complete provision of assembly work. Control is carried out on the basis of work schedules of workshops and sections, inter-shop feeds, taking into account advance standards.

In large-scale and mass production, the main objects of dispatch control are compliance with the established operating cycles of production lines and the state of intraline and interline backlogs. Control is carried out on the basis of shift-daily and hourly work schedules.

At enterprises of any type of production, the obligatory objects of dispatch control are the production of commercial products in accordance with the volumes and deadlines established by the plan, the state of work in progress, and the material and technical availability of production.

Operational regulation of production throughout the enterprise is carried out by a dispatch bureau headed by the chief dispatcher. The factory dispatch apparatus consists of shift (duty) dispatchers and operators who, using technical means, ensure communication with the departments of the enterprise, as well as recording and processing of the received information.

The main task of the workshop dispatch service is to maintain and comply with the strict calendar contiguity of various production elements in accordance with established planned targets.

Conclusion

The final stage of operational planning is production dispatching (regulation).

Production dispatching is understood as centralized management of the work of all organs of the enterprise on the basis of a plan - schedule, as well as systematic recording and control of the current progress of production. To carry out the dispatching function, a dispatch service is created as part of the enterprise's PDO, the main task of which is to maintain the uninterrupted and rhythmic progress of production in accordance with a given plan for the launch and release of products at all stages of its production.

The basic principles of dispatching are centralization, planning, efficiency, and prevention of deviations from the given work schedule.

During dispatching, continuous monitoring is carried out over the actual progress of work to fulfill the production schedule and daily shift assignments, operational measures are taken to prevent and eliminate deviations from the plan and interruptions in production, the causes of deviations from planned targets and production schedules are identified and analyzed, and current work is coordinated interconnected production units in order to ensure a rhythmic progress of work, management of the operational preparation of the implementation of shift-daily tasks and schedules is carried out.

List of used literature

1. Civil Code of the Russian Federation. Part one and two. - M.: Infra - M, 2000.

2. Alekseeva M.M. Planning the company's activities. - M.: Finance and Statistics, 2000.

3. Bukhalkov M.N. Intra-company planning. Textbook. - M.: Infra - M, 2003.

4. Genkin B.M. Labor efficiency and quality of life. Tutorial. - St. Petersburg: SPbTIEA, 2000.

5. Kobets E. A. Planning at an enterprise Textbook. Taganrog: TRTU Publishing House, 2006.

6. Fatkhutdinov R.A. Organization of production: Textbook. - 2nd ed., revised. And additional - M.; INFA - M, 2005. - 528 p. - (Higher education).

7. Enterprise economics. Textbook /ed. Volkova O.I. - M.: - Infra - M, 2001.

Task

Construct a monthly work schedule for the assembly shop. Workshop area 300 sq. m. There are 22 working days in a month.

Determine the utilization rate of the assembly workshop area. Determine the start and end time of production of products No. 2 and No. 4.

Solution:

1. Let’s build a monthly volume-calendar schedule of work for the assembly shop:

2. Let’s find the coefficient of utilization of the assembly shop area from the duration and occupied area:

3. Determine the start and end time of production of products No. 2 and No. 4 based on the constructed schedule.

2 product:

Start: on the first day of the start of work.

Ending: on the 11th day from the start of work.

4 product:

Start: on the 12th day of the workshop.

Ending: on the 17th day from the start of work.

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The concept, tasks and essence of planning in an enterprise. Types and forms of plans. Operational planning systems. Development of operational production plans. Calendar-planned indicators and standards. Operational accounting and control of production, its functions.

Tasks and content of operational production management

Main content operational production management consists of specifying a product release plan in time and space, continuous monitoring and regulation of its implementation. In other words, operational management establishes when and where all operations for the manufacture of parts, assembly of products, and production of semi-finished products should be carried out.

The operational management system traditionally distinguishes several phases: planning, accounting, control, analysis and regulation. The last four phases are often combined into a function dispatching

One of the main functions of operational management is planning. Operational planning specifies and ensures the implementation of tasks established by the current plan. At the same time, the volume and range of products to be manufactured in a given period are specified. Monthly and ten-day schedules and production programs are established for each workshop and its divisions.

Task operational control- comparison of actual parameters of technology and products, data on production progress with standard values.

Operational control is implemented on the basis of information obtained as a result operational accounting, providing timely, complete and reliable reflection of the progress of work and operations, movement of blanks, parts and products for each production unit of the enterprise.

Operational analysis designed for timely assessment of the continuously changing progress of production. The objects of analysis can be the operation of equipment and workers, the state of stocks of materials, work in progress, etc.

As a result of the analysis, the reasons for the deviation of production progress from the planned ones are identified, and organizational and technical measures are proposed to eliminate these reasons. The final stage of operational management is regulation of the production process based on control results and

analysis. The need for such regulation is due to random deviations of the actual progress of production from the planned one, or the introduction of adjustments to the original plan.

Let's take a closer look at each phase of operational management.

Operational planning is the final link of the entire planning system at an enterprise and the first phase in the operational management system. primary goal operational planning is to ensure the coordinated, clear and coordinated work of all departments of the enterprise, necessary for the high-quality and timely implementation of planned production targets. This goal is achieved by coordinating and ensuring the rhythmic progress of production, uninterrupted operation of all departments, systematic loading of equipment, reducing production cycles and the size of work in progress.

During the planning process, the indicators of the current enterprise plan are detailed in spatial terms(by production, workshop, site) and in time(planned tasks are established for the enterprise and production divisions for a decade, a day, a shift, an hour). Plans are communicated directly to other executors and their implementation is organized.

Thus, each production department receives its own schedule. All plans are consistent with each other, but if for some reason one of the departments deviates from the plan, the production system will go into an unstable state. Constant monitoring of deviations and elimination of their consequences are functions of dispatching.

Main elements systems operational planning are: planning accounting unit; planning accounting periods; calendar and planning standards; composition and methodology for calculating calendar and planning standards; procedure for establishing production targets.

A prerequisite for the effective functioning of an operational production planning system is the presence of a reasonable regulatory framework, which includes, in particular:

- calendar and planning standards - duration of the production cycle, batch size and lead size, frequency of launching products into production, backlog size, etc.;

- standards of material consumption - consumption of raw materials and semi-finished products, materials per unit of production;

- norms for the use of production capacity - equipment productivity, shift ratio;

- norms of material security of production - norms of technological, intra-shop and inter-shop reserves, norms of stocks of raw materials, semi-finished products.

According to the scope of action, operational planning is divided into inter-shop and intra-shop planning.

Inter-shop and intra-shop operational planning

Tasks of intershop operational planning are:

Determination of initial data for calculating tasks;

Drawing up monthly tasks and production schedules for workshops and the enterprise as a whole;

When drawing up operational production programs, the following data is used:

Annual and quarterly programs (if any);

Order portfolio and contracts for the supply of products;

Sales forecast;

Schedule standards: batch sizes and frequency of their launch, production cycle duration, backlog sizes;

labor intensity standards;

results of calculating the load and productivity of equipment and production areas;

Results of a technical and economic analysis of the work of workshops over the previous period of time.

In the system of operational and production planning, an important role is played by calculation of the most rational loading of equipment and production space. Very often this problem is considered in a truncated form - the compliance of the operational target of the workshop capacity is checked. Another, more interesting task—substantiating the best equipment load—requires multivariate calculations, and is difficult to implement without the use of computer technology.

In progress in-shop planning operational monthly plans for sites, shifts and work teams are drawn up; assignments and calendar plans for sites, shifts, work teams for short periods of time (a decade, a week, etc.); daily shift assignments for sites, shifts, teams and workplaces.

Main tasks in-shop planning in mass and large-scale production are;

Checking the compliance of the monthly production plan with the production capacity, the raw material resources allocated for the month, and the capabilities of suppliers of semi-finished products;

Development of assignments for departments and shifts;

Development of a production schedule;

Organization of control and recording of tasks performed by workshops, departments, mixed teams.

For intershop planning and monitoring the progress of plans, various schedules can be used (linear, network, etc.).

In terms of ease of construction, clarity and information content, the Gantt chart has an advantage. It is known that Gantt is an engineer belonging to the generation of Taylor, Gilbert and others. The chart bearing his name is extremely useful when conducting certain studies, for example, when monitoring the progress of works, and is used quite often.

A Gantt chart is a table with columns. The left column indicates the measurement object or program designation. Other columns correspond to units of time, for example hours (if we are talking about hourly

worker’s work), days and weeks (if we are talking about monitoring the performance of certain types of work). At the top of the columns constructed in this way, a figure is written on the left indicating the amount of work provided for by the foresights (forecasts), and on the right side is the cumulative (accumulated) total of the foresights, calculated starting from the first column. Below is an example of a Gantt chart showing the discrepancy between the expected fulfillment of orders and their actual progress.

Organization of production dispatching

Dispatching - This is a system of continuous monitoring and operational regulation of production progress in order to ensure the implementation of the plan in accordance with the developed calendar schedule. Dispatching is the final stage of operational production management; its goal is the operational management of the work of all divisions of the enterprise involved in production and economic activities. In accordance with this, the following are included in dispatching: types of jobs:

Continuous recording and collection of information on the progress of implementation of production schedules developed and accepted for execution;

Occurrence of deviations from established planned targets and analysis of their causes;

Taking prompt measures to eliminate and further prevent deviations from the plan;

Coordination of current work of interconnected production units to ensure a clear rhythm of production in accordance with the calendar schedule;

Management of operational preparation of production.

The basis for supervisory control and regulation is timely and accurate operational information about the progress of problems and interruptions in the work of individual departments. Making optimal decisions depends on its quality, timeliness and volume. Operational accounting at an enterprise is built in accordance with the applicable forms of operational planning, that is, it is determined primarily by the type and nature of production. As the production process becomes more complex, the requirements for the optimality of operational decisions, and therefore for the information on the basis of which they are formed, increase.

The dispatch system of control and regulation must have a preventive nature, which is expressed in predicting the possibility of deviations from the plan in the conditions of changes in the supply and quality of raw materials, equipment failure, defects, etc.

The operational production management system plays the role of the main receiver and source of information for all main services of the enterprise.

All current work on dispatch management of production on an enterprise scale rests with the personnel of the central dispatch bureau (shift dispatchers and operators), subordinate to the chief dispatcher of the enterprise.

Organizational building dispatch apparatus depends on the type, nature and scale of production, the production structure of the enterprise. At a large enterprise The dispatch service may be subordinate to the production director. In the planning and dispatch department of an enterprise, as a rule, there is a central dispatch bureau, headed by chief dispatcher. He is in charge of dispatch groups, who interact with various structural divisions to ensure the rhythmic progress of production.

Based on operational production management data, operational management is carried out all production and economic activities of the enterprise.

The operational management of the enterprise includes tasks directly related to the implementation of the enterprise's production plans. Among these tasks, we can highlight both those that are relevant for all types of organizations (supply, warehouse accounting) and those that are characteristic only for trading organizations (operations with consignment goods, retail trade). The module for operational management of an enterprise allows us to solve such problems using the example of the Galaktika Corporation.

The module is intended for use in enterprise planning and dispatch services. Its main functions are:

Managing the process of launching and releasing products in accordance with the production program and production technology;

Intra-plant (inter-shop) dispatch of material flows In production;

Operational accounting of the implementation of the production program; detailed control of work in progress.

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Introduction p.2

Chapter 1. Operational production management p.3

1.1. Methodological provisions for the development of operational calendar plans p.3

1.2. Basic provisions for drawing up daily shift assignments p.8

1.3. Organization of work to implement production programs

and tasks p.9

1.4. Coordination of work to implement production programs and

motivation of workers p.10

1.5. Tasks and content of operational accounting of production p.12

1.6. Monitoring and analysis of production progress p.15

1.7. Regulation of production progress p.16

Chapter 2. Practical application of operational management

production at the enterprise p.20

Conclusion p.24

Literature p.25

Applications p.26

INTRODUCTION

An important role in the development of the economy at the present stage is played by increasing the scientific level of planning and further improving its systems. This applies equally to both national economic and sectoral and intra-factory planning, the final stage of which is operational planning.

The purpose of this course work is to reveal the essence, determine the tasks of operational regulation of the progress of production, namely:

What is the meaning and content of operational production management at the level of the organization, workshop, site, workplace;

What is the essence of coordinating the work of the divisions of the joint-stock company and motivating the work of workers;

What are the tasks and content of operational accounting of production;

What are the main goals and objectives of monitoring and analyzing production progress;

For what purposes is an operational calendar plan for the launch and release of DSE and its main content being developed?

In addition, practical aspects of the application of operational production planning in a real-life enterprise will be considered, paying attention to the specific aspects of this production.

CHAPTER 1.

OPERATIONAL PRODUCTION MANAGEMENT

The concept of “operational management”, established in the practice of production management, relates to the final stage of this process. Operational production management is characterized by decision-making by management personnel in a real or existing production situation.

In these conditions, the developed planned buildings or decisions of the heads of production departments must ensure a strict and time-clear procedure for the execution of planned work. This corresponds to the development operational calendar plans(parts launch and release schedules) and shift-daily assignments at the level of workshops, sections (teams) and workplaces.

At the intershop level, operational management is carried out to resolve fundamental issues of removing and replacing products put into production, including new products in the production program, ensuring external supplies of components, and using internal material, labor and financial resources.

Operational production management in workshops is characterized by strict regulation of the execution of work in time for each position of the production program and the nomenclature and calendar plan, depending on the actual production situation. Work on operational production management is carried out in real time, preventing interruptions in the process of manufacturing parts and assembling products. Responsiveness time horizon control for the workshop as a whole can be within a month, for sections (teams) and workplaces - within the range of a week - shift. For the intershop level, this interval expands from a month to a year.

Currently, operational management procedures are increasingly intertwined with technology and regulation (dispatching) of production. The functions of operational accounting, control and analysis of production progress performed by management personnel on a daily basis are the basis for developing options for regulatory influences on the progress of production.

Thus, operational production management is carried out on the basis of continuous (daily) monitoring of the progress of production, exerting a targeted influence on teams of workshops, sections (teams), and workers to ensure unconditional implementation of approved production programs.

This is achieved:

Strict distribution of work for short periods of time (decade, week, day, shift) in workshops, at production sites (teams) - in detail and unit sections, and for workplaces in detail-by-operation form;

Clear organization of collecting and processing information on the progress of production;

Integrated use of computer technology to prepare options for management decisions;

Daily analysis and management personnel’s knowledge of the production situation in each link of the enterprise;

Timely decision-making and organization of work to prevent violations during production or to speed it up recovery in case of deviations from the planned control trajectory.

1.1. Methodological provisions for the development of operational calendar plans

Features of the development of operational calendar plans

Drawing up an operational calendar plan (OCP) for the launch and production of parts, discussed in this section, for serial production workshops is a complex, labor-intensive work that requires a preliminary in-depth analysis of the actual production conditions in each workshop, identifying characteristic features and rational elements in the existing planning system.

Unlike large-scale production workshops with a stable range of parts, here we are dealing with parts, the production of which in each of the planned months may not always be stable; this means that the launch and production of each batch of parts will be subject to certain requirements either for the assembly of the product, or the conditions for maintaining working and insurance reserves at the standard level in the workshop storerooms and the central warehouse of finished parts of the joint stock company, enterprise, etc.

This entails the need to identify the features and establish the main factors that determine the process of developing the most rational version of the OKP for the launch and production of parts. Let's look at some of them.

1. In mass production, for each batch of parts, the frequency of its launch into processing or, what is the same, the number of starts is determined. Obviously, for each batch of parts in a given planning period, the number of launches can be different: equal to either one, or two, three or more launches. If the number of launches of individual batches of parts is greater than one, then in the OKP the release of each such batch of parts should be alternated with a correspondingly calculated launch-release frequency, achieving equal time intervals between releases of a batch of parts of the same name.

2. It is known that when moving from processing one batch of parts to another, a certain amount of time is spent on readjusting equipment. This time ranges from several minutes to several hours. The total time spent on changeover in one workshop over the course of a month alone can reach tens or even hundreds of hours. Such expenses are unproductive, since at this time the machines (and sometimes workers) are idle, and production stops. Therefore, the time spent on changeover should be minimal. This is achieved by strict fastening of parts (selected By identical installation dimensions and processing diameters) on the same machines, in order to achieve one-time setup time. Sometimes, in order to reduce machine downtime, it is advisable to establish a certain order for submitting parts for processing, replacing adjustment with sub-adjustment.

3. An important criterion for effectiveness OKP serves ensuring full load of machines and employment of workers. As already indicated, the results of calculating equipment load show the degree of load of each groups. If we assume that one worker will be assigned to each machine, then some of them will not be provided with work during the estimated planning period. In practice, many machine operators have experience working not on one, but on several, even different, machines, and therefore they can alternate performing work during a shift. In addition, enterprises usually widely use multi-machine maintenance. As a result, worker downtime is kept to a minimum.

Thus, to avoid worker downtime, it is recommended that workers be assigned to work on different machines where necessary.

4. If the workshop performs all or the main types of processing of parts, then, obviously, the parts can be divided into leading and components. Leading parts differ from all other parts by having the longest technological processing cycle and serve as the basis for the assembly of individual large assembly connections and products. Therefore, it is always necessary to ensure that the processing of leading parts and their submission for assembly is carried out in a timely manner, without delay. This means that the processing of such parts should be open to the green light.

5. In conditions of a stable nomenclature, planning for the production of parts is organized according to the principle of supplying them to the storeroom of the workshop, and in some cases directly to the central warehouse of finished parts of the plant.

In order to determine the start time for processing each batch of parts under the specified planning system, it is necessary to know the order in which they are launched. It depends on the state of the stock in the warehouse and the need of the workshop (site) for these parts for the entire time until the next batch of parts is released for processing. Thus, the fewer finished parts in the backlog and the larger the remaining production cycle, which reflects the time required to process a batch of parts of this name in an operation at the time of drawing up the schedule, the higher the priority of this part for launching processing, and vice versa.

The expression of the launch sequence can be taken as a series of numbers, each of which characterizes the availability of the assembly of a product with a given part in days by the time the next batch leaves processing. Each of these numbers reflects the order in which a batch of parts is launched for processing. Determining priority indicators is one of the main elements of the development of PQP. In addition, it is necessary to take into account a number of other factors, such as, for example, the availability of production materials, fixtures, tools, the timing of repair of unique and highly precise equipment, etc.

6. The operational calendar plan is developed on the basis of a detailed production program and essentially represents a work schedule by day of the week, in which each batch of parts has specific start-up and release dates from processing.

This plan informs the planning workers of the workshop, as well as foremen, about the order (sequence) of launching and releasing parts and can be used by planners as the main document for drawing up work plans for the next week and developing daily shift assignments.

Operational calendar plans can be developed with varying degrees of detail: enlarged by batches of parts in accordance with the design cycles of their processing and launch frequency; differentiated, i.e. operationally in relation to each batch of parts.

7. Developing a plan is very difficult. In this case, it is necessary to take into account the extent to which the plan is provided with everything necessary for its immediate implementation. Serial production workshops are equipped with universal and partially semi-automatic equipment. The workers serving it essentially ensure the normal (according to schedule) flow of the production process. As a result, many objective and random deviations from the planned progress of production occur. This circumstance forces planners and craftsmen to make operational decisions during production itself to align it and ensure that the established deadlines for the production of parts are met.

The defining moment in decision-making is not the timing of each operation, but certain so-called control operations of processing parts: launching the first operation, releasing a batch from an intermediate operation for transfer to a thermal, galvanic or other workshop related to the technological process, release in the last operation , release of a leading part, a set of parts for transferring them to assembly, etc. Hence the need arises to develop OKP in the context of each batch of parts, indicating the deadlines for the completion of those operations that must be controlled by planners and foremen and which must be strictly adhered to.

This provision significantly simplifies the process of developing schedules and allows the use of heuristic rules when calculating on a computer, taking into account rational methods for solving the problem, worked out at enterprises and allowing the preparation of effective and realistic planned tasks for workshops and sections. The operational calendar plan is developed before the start of the next planning period. By the time it is compiled, certain batches of parts are always in the production process. It should be borne in mind that some of these parts may have been processed at standard lot size and passed through process operations without dividing the lot into smaller parts.

Part lot sizes are not always constant for all process operations. In many cases, they change from operation to operation - most often they are disaggregated. This is caused by technological, organizational reasons, production needs, etc. Such batches of parts in separate operations can be recombined in a volume of standard size or end up being processed in parts. In addition, for various reasons, the first operation may process more or fewer parts than required by the standard. At the same time, in each planning period it is necessary to launch new batches for processing.

Thus, before determining the timing of the launch and production of a new batch of parts, it is necessary to establish the specific sizes of the batches of parts already launched for processing, identify what operations they are in, and initially determine for them the timing of exit from the last operation of the technological process: To carry out this process, batches should be formed at intermediate operations, their residual cycles, the startup order should be determined, and only then the final deadlines for exiting processing. The order of launch of such batches and the timing of their exit from processing must be determined simultaneously with the same calculations for batches of parts of the same name launched for processing.

So, the process of developing OKP consists of determining the order of launching batches of parts for processing and the calendar dates for the launch and release of batches of parts.

Let us consider the methodological aspects of performing work at each of these stages.

Determining the order of launching batches of parts for processing

The sequence of launching parts for processing is one of the most important and main stages of work on drawing up schedules. Essentially, we are talking about the ongoing distribution of work, which is the final stage of planning. When making a decision to launch a particular batch of parts into processing, the dispatcher, planner, or foreman are guided by certain principles that reflect the actual progress of production and, ultimately, as a result of the implementation of the decisions made, ensure its efficiency. In the conditions of using a computer to determine the order of launching parts, such principles must be clearly defined and meet the production conditions of the workshop for which the schedule is being drawn up.

These principles are called "priority rules." The rules are elementary heuristic techniques based on the use of accumulated practical experience in solving problems of a given class. In relation to the conditions of the problem of the current distribution of work, there are many different “priority rules”. Most of them reflect one, strictly defined goal without connection with other characteristics, no matter how important they may be for a given workshop. This is where the shortcomings of some rules lie.

At the same time, the “priority rules” contain those that allow you to purposefully and rationally set the order of processing parts. This applies, for example, to a queue with a “dynamic priority rule”. The "dynamic priority rule" applies to queuing systems: The meaning of this rule comes down to the fact that for each batch of parts the urgency index is calculated - Kj outline (priority indicator), which determines their planned launch date for processing depending on the actual number of finished parts in stock and those in the production process. A distinctive feature of this rule is the continuous (every shift, in the process of drawing up a calendar plan on a computer) recalculation of priority indicators in connection with the changing situation in production.

The methodological essence of this rule is that by the time the OKP is compiled, certain parts are always in the process of processing. Some of them have only completed the first operation, others have completed a significant part of the work, and others are at the final stage of processing. Characteristic of all these parts is that before they are finally released from processing they must go through the remainder of their cycle - the residual cycle T c rest. It reflects the time required to process the batch of parts in question from a given operation until it leaves the last operation. If a batch is started for the first operation, then the residual cycle is always equal to the full processing cycle of this batch of parts T ci, i.e. T ci ost = T ci. Data on residual cycles allow us to judge the time at which parts leave processing.

To ensure continuous assembly of products, it is necessary to monitor the residual processing cycle of parts in the production process on a daily basis, and the number of days during which the assembly is provided with parts of this item.

If these two values ​​are compared with each other, then it is possible to determine the corresponding urgency index, or the indicator of the priority of launching parts for processing. The value of the priority indicator for each part name (K i essay) determined by the formula

Zfi

K iessay= W i -T ui ost= – - T ui ost

Where T ui ost expressed in days, m i- the number of parts required daily to assemble products, W i- availability of assembly parts in days.

Queue indicator K i essay for each batch of parts can take the following three values:

K i outline = 0, K i essay> 0, K i essay< 0

Meaning K i outline = 0 indicates that the batch of parts in question is currently being processed. This is due to the fact that by the time a batch of parts leaves processing, the working stock is completely exhausted. Meaning K i essay> 0 characterizes the planned moment of launching the batch for processing.

At K i essay> 0 the actual backlog allows you to delay the launch of the considered batch of parts for processing by K days.

At K i essay< 0 партию деталей требуется срочно запустить в обра­ботку. Если не принять меры к ее немедленному запуску и обеспечению первоочередности прохождения по рабочим местам цеха в со­ответствии с технологическим процессом, то до выхода партии из обработки будет исчерпан оборотный задел по этой детали в цехо­вой кладовой и сборка изделий будет идти за счет страхового задела. Абсолютное значение TO in this case, it shows how many days a batch of parts is late in release since the last operation, if it is started for processing at a given point in time. It follows that the greater the absolute value TO with a minus sign, the higher the priority of this part for its priority launch into processing.

Thus, before determining the order in which each batch of parts generated at the previous stage of calculations is launched into processing, it is necessary to calculate their residual cycle.

Determination of calendar dates for the launch and release of batches of parts

Determining the calendar dates for the launch and production of parts is the final stage of drawing up the OKP. Essentially, this work comes down to distributing batches of parts for processing to individual workstations of the workshop (site) and indicating specific dates for their launch and production. Certain goals must be achieved to demonstrate the effectiveness of such distribution, the main of which are the timely release of parts from processing, ensuring continuity of product assembly; maintaining reserves of finished parts at the established standard level; the most complete load of equipment allocated in the workshop (on site) to perform the work.

The timeliness of processing parts is ensured by including them in the calculation based on the values ​​of the priority indicator. If the priority indicator has a negative value, then such parts must be processed first, and certain types of work for them are performed in parallel on several machines (workstations).

In the process of solving the problem, it is necessary to continuously monitor the movement of finished parts located in the reserves, and as they are consumed in the assembly, timely set the deadline for launching the next batch of parts for processing. It is necessary to strictly monitor the frequency of launching a batch into processing, comparing the expected and planned dates for the release of the next batch of parts from processing.

Calculation of the load of equipment installed in the workshop (on site), carried out using a computer, allows you to accurately determine how much and what type of equipment needs to be used to carry out the production program. If for any group of equipment there is a shortage of a certain number of machines or several of them are not loaded, then before starting to draw up a work schedule, such a discrepancy must be eliminated. If there is an insufficient number of machines, it is impossible to draw up a calendar plan, and if there are too many of them, long downtime will occur not only for the machines, but also for the workers.

Direct determination of calendar dates for the launch and production of parts using a computer and thereby drawing up OKP can be done in various ways. Their careful selection is very important, since this affects the quality of the schedule being drawn up, and if the method is unsuccessful, then artificially created equipment downtime and an accumulation of parts in work in progress occur.

The operational schedule includes complete information about the processing of each batch of parts. This allows you to print several types of planning documents with varying degrees of detail: directly OKP with the timing of the launch of batches of parts for the first operation and release from the last, information about the loading of equipment, the timing of the launch of parts for processing in adjacent workshops, etc. They can be used both for direct management of production progress and as reference materials to predict the operation of sections and workshops, as well as to effectively regulate the progress of production.

1.2. Basic provisions for drawing up daily shift assignments

Development of daily shift assignments is the final stage of operational production planning. It specifies for the next day (by shift) the tasks of the operational calendar plan for the launch of parts into production, taking into account:

Unexpected equipment failure;

Absenteeism of workers;

Failure to receive materials, blanks, semi-finished products, parts, and components on time;

Untimely implementation of technological preparation of production; .

Receipt of operational pre-plan assignments by the workshop, etc.

1. Shift-daily assignments are developed by area in the context of workshop shifts, and within each shift by individual workplaces, taking into account the minimum number of equipment changeovers during the shift.

2. When preparing shift assignments, backlogs in the execution of individual operations must be eliminated and the progress of production leveled in accordance with the OKP.

3. When including each subsequent operation for the manufacture of parts in the daily shift assignments, it is necessary to check the completion of previous operations according to the operational records of production progress.

4. In order for daily shift assignments to be realistic and have organizational significance, they must be drawn up taking into account the level of development of standards actually achieved by different workers.

5. The daily shift assignment is a document on the basis of which complete and timely operational preparation of production must be carried out, which consists of monitoring the provision and supplying materials, blanks, equipment, drawings, etc. to workplaces. On its basis, the preparation of the necessary vehicles for inter-site and inter-operational transportation.

The task is developed by the workshop planner and transferred to the site foreman for execution. It provides information about the order number, part, operation, machine, batch and its size, time of launch and release of parts, their quantity, working conditions and workers, number of acceptable parts accepted, defects. Having received the task, the shift foreman gets acquainted with the content of the planned work and begins to carry it out: issues technical documentation to the workplace, conducts the necessary instruction with workers on the implementation of the technological process, safety precautions and other issues that ensure high-quality and timely completion of tasks.

1.3. Organization of work to implement production programs and tasks

The organization of work as a management function is understood as a set of measures related to the regulation of the actions of the management personnel of a joint-stock company for the timely and high-quality logistical support of the work of workshops (production in general), the mobilization of available resources and reserves, as well as their redistribution for the unconditional implementation of production programs.

First of all, the main goal of organizing work is to ensure the launch of products, DFU into production with all the necessary materials and subsequent continuous monitoring of the movement of DFU during their production. In this case, one should be guided by the flow chart of material flows at the enterprise, linking in space and time (in accordance with the nomenclature and calendar plan) the transfer of materials, workpieces and diesel components to each of the workshops based on the established technological route (see Fig. 1).

At the intershop level of production management, the specific organization of the work of workshops comes down to:

To provide workshops with design and technological documentation;

Timely issuance of production programs and assignments;

Providing workshops with raw materials, materials, metal, components and semi-finished products;

Organizing the timely supply of tools and devices to the workshops;

Ensuring timely repair of equipment in accordance with the schedule of scheduled preventive maintenance (PPR), transport inter-shop maintenance, etc.

In the process of preparing and carrying out this work, it is necessary to be guided by the following information:

Rice. 1. Scheme of the movement of material flows in the process of product production

On the progress of fulfilling the tasks of the production program by the main workshops (preceding each one in the technical process), tool and mechanical repair shops, supply warehouses (in terms of external supplies of raw materials, materials, components);

Complete completion of planned work by the workshops;

Measures taken to regulate and maneuver the enterprise's reserves in case of deviations from the planned progress of work.

In workshops, this function is implemented, as a rule, in the production areas of the workshops (in teams). The organization of work on the site is carried out by a foreman (foreman) and a planner, who ensure timely preparation and effective execution of work by each worker according to the principle of when, who and how they should complete them. This is achieved by rational organization of workplace maintenance: production instructions, documentation and technical information, provision of workpieces, component materials (products), setup (tools and devices), delivery, replacement, repair of tools, equipment, provision of transport, etc.

In addition, when distributing work, it is necessary to take into account working conditions, its content, the correct alternation of work, breaks (regulated), and rest.

It is also necessary to plan the work in advance, assign homogeneous parts and assembly units to the workplace, separate the main work from the service work, maintain a uniform pace of work, and use each employee in accordance with his abilities and qualifications.

Work should be distributed in such a way that workers can communicate and feel the spirit of a single team; do not destroy informal groups if they do not cause damage; create conditions for social activity of workers; provide them with positive feedback; reward achieved results; involve workers in formulating goals and making decisions; give workers such work that it requires full dedication from them; develop creative abilities among workers.

1.4. Coordination of work to implement production programs and motivation of workers

Coordination is carried out in order to ensure coordinated and well-coordinated work of the production and functional divisions of the enterprise participating in the process of fulfilling planned tasks. This work in a joint stock company is usually performed by a group of managers and specialists from the intershop management department or PDO.

In a joint-stock company, the intervention of managers in production processes becomes minimal. It is being replaced by coordinating the process of functioning of interconnected workshops, which consists of coordinating the interaction of all workshops and services of the joint-stock company, a clear understanding of the goals of the enterprise and the scope of work for the joint production of products, and adjusting programs in accordance with the current situation.

This work at the inter-shop management level includes:

Taking measures to ensure the smooth progress of production and eliminate bottlenecks due to discrepancies in delivery times for materials, components, technological equipment, etc.;

Coordination of inter-shop transfers of DSE in established quantities, nomenclature and timing;

Monitoring the state of DSE reserves in JSC warehouses;

Systematic control over the manufacture of the most complex assembly connections and assemblies;

Coordination of production deadlines for products in accordance with contractual obligations to customers.

Operational coordination of work consists of the following stages:

Finding out the reasons for deviations from planned tasks;

Determining the scope of additional work and production tasks for their implementation;

Determining the composition of reserves allocated to the joint-stock company for additional work to be performed by workshops;

Clarification of the distribution of duties and responsibilities between managers at the intershop management level, designed to eliminate deviations that have arisen during production.

Operational coordination of work to a certain extent coincides with the regulation (dispatching) of production progress. An effective means of achieving coordinated work of workshops is to hold meetings of managers, at which their activities on maintenance, material support of production, etc. are coordinated. The advantages of meetings are the relative simplicity of their organization; opportunities to represent the interests of services at various levels of management; informal approach to solving emerging production problems.

In the conditions of joint stock companies and the independence of divisions, the role of these meetings has decreased at the highest level management, but inside them remained the same.

In a joint-stock company, relations between divisions are built on the basis of contracts, therefore there is financial liability for any deviations from the agreed delivery dates of blanks, parts, assembly units (fines, sanctions, etc.).

The management of the joint-stock company is responsible for the timely and complete provision of joint production of products by workshops with everything necessary and coordination of their activities in terms of modern production of products.

Labor motivation is the impact on the performance factors of managers, production management specialists and, based on its assessment and the use of appropriate incentives.

To increase production efficiency, first of all, a quantitative assessment should be given to the quality of work (evaluation indicator) of managers and specialists who make decisions in the process of operational production management.

The estimated indicator of the quality of work of a manager or specialist depends mainly on the indicator of the irregularity of the work of the unit for whose activities he is responsible, and the degree of his guilt in this. The indicator is determined by deviations from the operational calendar plans (schedules) of movement across the entire range of products and from the planned state of work in progress within the department. At the same time, all levels of production and the range of products are taken into account, for which operational calendar planning, accounting, control and regulation of its production are organized.

The initial information for calculating the assessment indicator is:

The magnitude of deviations from the operational calendar plans (schedules) for production;

Amounts of deviations from work in progress standards;

The share of fault of the manager or specialist in any deviations that arise.

First of all, it is necessary to take into account deviations that have increased to an alarming situation in which a higher-ranking manager should have intervened to take measures to eliminate the deviations and eliminate the causes that caused them. A situation in which the reserves at the disposal of the given and subordinate managers are insufficient to eliminate the deviation that has arisen by the end of the planning reporting period should be considered alarming.

Assessment of the quality of work of a manager or a specialist in operational production management should be taken into account in the systems of material and moral incentives operating at enterprises based on the results of work for planned reporting periods.

For direct performers (production workers), the main factors motivating their work are: enrichment of work, variety of work, growth and expansion of professional qualifications, satisfaction with the results obtained, increased responsibility for the work performed, the ability to show initiative, exercise self-control, etc.

Interesting work, a creative approach to its implementation, and professional growth are the most important values ​​for motivating the work of workers. Motivation can be expressed in praise from the manager, a bonus, promotion at work, etc.

1.5. Tasks and content of operational accounting of production

Control (accounting, control, analysis) and regulation (dispatching) are the final stage of the production management process. The basis for performing these works is the operational recording of the results of production activities of workshops and their divisions.

In the process of developing production programs, OKP and shift-daily assignments, information about the current progress of production is used. This information, reflecting the results of the work of workshops, warehouses (storerooms) for the past shift, day and other periods of time, is continuously accumulated at collection points, periodically processed and finally formed by the beginning of each new planning period in the form of corresponding final data. The timeliness of information receipt at collection points, its completeness and reliability directly affect the quality of developed programs and tasks, therefore these factors are accepted as criteria for creating an operational accounting system at the enterprise.

Information about the progress of production is not only used for planning, but at the same time is the basis for effective control and regulation of production processes. No matter how stable the workshop production programs and operational assignments for sections or individual workers may be, changes and deviations inevitably arise during production, requiring adjustments to previously drawn up plans. These include the absence of materials, blanks, finished parts, fixtures, tools in the warehouse or storeroom of the workshop or the occurrence of mass defects, absence of workers, failure to repair machines compared to the schedule, etc.

Timely, complete and accurate recording of the listed deviations allows not only to monitor, but also to quickly regulate the progress of production, directing its progress in accordance with the developed plan. These conditions can be ensured only with the rational organization of an operational accounting system on the scale of the entire joint stock company based on the integrated use of modern computer technology and peripheral tools.

It follows that the main task of operational accounting is to obtain information about the results of the work of production shops and their divisions for a certain period of time in order to use it to control and regulate the current progress of production. In synthesized form, this information is used for production planning purposes in each of the workshops for longer periods of time: month, quarter, etc.

The implementation of this task, subject to the timeliness of receipt, completeness and reliability of the information taken into account, can be carried out by creating a comprehensively automated operational accounting system at the enterprise.

Such a system must meet the following requirements:

Have high efficiency in collecting and processing information;

Eliminate duplication in the work of each link of the system;

Ensure preliminary processing of information at the points of its collection for the purpose of using the results of processing at the places of its occurrence;

Eliminate the transfer of redundant information to the JSC CC;

Provide the ability to synthesize the received information in the sections necessary for management;

Eliminate and reduce to a minimum manual labor when filling out primary accounting documentation;

Be cost-effective in comparison with the current operational accounting system.

The implementation of these requirements is possible provided that all divisions of the joint-stock company are equipped with modern peripheral and other office equipment, ensuring the maximum possible mechanization and automation of the processes of registration, preliminary processing and transmission of information to the computer center. In this case, a very important condition is a strictly justified choice of peripheral devices in terms of their technical capabilities, reliability and ability to ensure the fulfillment of the specified requirements of the operational accounting system.

To manage production, a certain list of data is required that characterizes the results of the work of each workshop and its divisions, their registration on the appropriate technical media and transfer to the computer center for subsequent processing. When determining the list of recorded data, it is necessary to strive for its minimum value and at the same time to ensure that a larger number of tasks are solved on a computer for management purposes.

One of the most important factors in minimizing the recorded data is keeping records not of all parameters of work plans approved and implemented in workshops, departments, warehouses, but only of deviations. This allows you to reduce the amount of peripheral equipment used at information collection points and the time spent on data recording.

Below are the main recorded data and tasks solved in the operational accounting system for production management.

Logged data. Planned information is the product range planned for release in quantitative and cost terms; changes in the product program; receipt of applications for the manufacture of products.

Information on the progress of production: production of products, CE, parts by year, broken down by quarters and months by assembly, processing and procurement shops of the joint-stock company; receipt of finished parts and CE to the central warehouse of the joint-stock company; and their distribution to assembly shops; receipt of processed parts into the storerooms of the workshop and their delivery to assembly areas; movement of parts, CE and products through technological process operations, indicating the time of issue of the task and completion of the work performed; movement of backlogs of parts at workplaces; transfer of parts and CE between workshop areas and JSC workshops; marriage of all kinds; receipt of materials, workpieces, equipment and tools in workshop storerooms and their delivery to workplaces; operating time and equipment downtime; equipment out of repair and out of repair; consumption of electricity, fuel, water, steam, fuels and lubricants, emulsions, etc.

In the JSC and directly in the workshops, the tasks of accounting for the following indicators are solved: implementation of production programs at sites, in workshops and in the organization as a whole for a month, quarter, year in quantitative and cost terms; expenditure of the wage fund by workshops and sections; rhythmicity of production progress, work in progress, residual labor intensity of manufacturing a product (order); defects in quantitative and value terms; production and wages for all categories of workers; capital productivity and capital intensity, cost, hours worked; implementation of production programs and tasks by sections and workshops per shift, day, week; execution of export orders; implementation of the plan for spare parts and repair kits; inter-shop transfers of parts, movement of parts (blanks) in production warehouses and storerooms; actual remaining parts; complete set of production progress; lagging (leading) parts, etc.

To organize and carry out work on recording information at the places where it appears in workshops, warehouses (storerooms), information collection points are created, at which not only the registration of information about the results of the production activities of the workshop is carried out, but also some preliminary processing of it is carried out.

Rice. 2. Scheme for registration, processing and transmission of operational information about the progress of production in the processing workshop

The types and quantity of peripheral equipment with which information collection points are equipped are determined based on the volume and complexity of the work performed.

The following procedure for registration and processing of information is provided:

registration of primary information characterizing the state of production in numerical form, i.e. recording information on primary planning and accounting documents using technical means on computer media or directly into the computer complex (CC) of the workshop; accumulation and transfer of primary information (documents or computer media) from the place of its generation to the workshop’s computer system; Carrying out calculations in the workshop’s computer system using algorithms that determine the progress of information processing for the purposes of consolidated accounting and management;

1.6. Monitoring and analysis of production progress

Monitoring the progress of production is aimed at identifying deviations from established targets and production schedules, problems in the work of various divisions and services of the joint-stock company.

In the process of control at the level of joint stock companies and workshops, the following is checked:

Implementation of the product production plan;

Transfer of DSE and blanks to departments;

Condition of DSE reserves and workpieces;

State of operational preparation of production;

Providing production with technological equipment, materials, etc.

In addition, during production, the work of lagging areas and workshops, unique equipment, and the implementation of unscheduled urgent tasks is monitored.

IN single production The objects of control are schedules for operational preparation of production and deadlines for completing the most important work on individual orders. Monitoring of the state of reserves is carried out in sets to order, and over the preparation of production - for particularly important items.

IN serial production the nomenclature, quantity and timing of production of assembly units, leading parts, the state of warehouse reserves of blanks, parts, and the degree of complete provision of assembly work are controlled. Monitoring the implementation of planned tasks, depending on the type of production, is carried out in shifts, according to calendar plans and schedules for the production of parts, and according to the order as a whole. Backlogs are controlled by parts and in group sets.

For mass production The objects of control are the operation cycle of production lines (conveyors) and backlogs at all stages of the production process. Control of product release is carried out by the hour of the day in accordance with the established cycle, the condition of the reserves is checked in detail, and lagging parts are strictly controlled.

Requirements for monitoring production progress:

Efficiency in identifying facts, causes and magnitudes of deviations from calendar plans (schedules) and intra-shift rhythm when fulfilling production tasks, facts of non-compliance with operational decisions to regulate the movement of material flows and dispatcher orders;

Control of deviations from calendar plans (schedules) must be organized at all levels of the main production process, starting from the receipt of raw materials, blanks, semi-finished products, components into the workshops and ending with the delivery of finished products to the warehouses of the sales department.

The main role in preparing the information necessary for making and justifying decisions to regulate the progress of production is played by analysis. In the process of analysis, a comprehensive assessment of the functioning of the control object is carried out, the reasons for deviations from the planned level are analyzed, production reserves are identified, and possible alternatives to management decisions implemented at the regulation stage are determined.

Assessment of the functioning of the production process during control and analysis is carried out on the basis of technical and economic indicators, reflecting the degree of efficiency of the use of certain types of means and objects of labor, as well as working time. These indicators are objective characteristics of the production process. There are two groups of indicators: indicators characterizing the quantity and quality of products, and indicators indicating the availability and use of production resources. There are natural (pieces, kg, kWh), cost (rubles), labor (man-hour, standard hour) units of measurement of indicators.

Indicators characterizing the quantity and quality of products: volume of production (in natural, cost and labor units of measurement), level of fulfillment of planned targets for the nomenclature (range) of products (%), the share of products accepted by the quality control department (technical control department) from the first presentation (%). Indicators characterizing the use of material and labor resources: production cost (rubles), number of workers (persons), production output per worker (in natural, labor and cost units), equipment downtime (hour); equipment load factor (%), etc.

All indicators can be divided into two large groups: simple and complex. Quantitative values simple indicators are recorded and accumulated in the process of operational recording of production progress. TO simple indicators include such indicators as production in physical terms, number of workers, equipment downtime, etc.

Complex indicators are calculated on the basis of simple indicators, in most cases using norms and standards for the expenditure of resources. Examples of complex indicators are: production in labor and value terms, average output per worker, wages of workers, cost of marketable products, etc.

In each specific case, it is necessary to carefully select indicators; their composition should be minimal and at the same time comprehensively reflect the object of control. Indicators should not duplicate each other. You cannot strive for total control, since the costs of its implementation will significantly exceed the amount of useful information necessary for analysis and regulation. The scale of control must correspond to the needs of the management system for analytical information.

1.7. Regulation of production progress

Regulation is the final stage of production management, at which the process of developing and implementing solutions to prevent deviations and failures in production is carried out, and if they occur, to immediately eliminate them. This unconditional fulfillment of production programs and operational planned targets is achieved.

Prevention or elimination of deviations and failures is possible through the use of reserves: material, temporary and organizational.

TO material reserves include: the availability of interchangeable equipment, workers, materials, workpieces, parts and tools.

Temporary reserves are used through the organization of overtime work and additional shifts.

Organizational reserves are the ability to redistribute resources between workshops and areas.

The operational regulation process includes:

Information preparation for decision making;

Development and decision making;

Implementation of the decision and control of its execution.

Information preparation consists in processing information that can be presented in the form of documents: handwritten and typewritten; oral orders, instructions; video, audio and other signals.

Development and decision making stage includes: the formation of alternative solutions; setting deadlines for their implementation; selection of performers; processing additional information; coordination and approval of deadlines and performers; approval of the solution option; allocation of resources to implement the solution.

Necessary conditions to implement a regulatory solution are:

Organizational support for the solution, which means the availability of resources at the disposal of those responsible for implementation;

Organizational support, which implies the presence of instructional materials with clear instructions on how to act in a given situation;

Information support, the need for which lies in the ability to carry out coordinated actions of all performers.

Regulation of production must meet the following requirements:

Rely on a clear organization of operational production planning, of which it is a direct continuation;

Assume continuity of control and monitoring of production progress;

Carry out mandatory fast and precise implementation of management orders;

Be based on clear responsibility and continuity of operational management of production.

All current work on managing production on the scale of the joint-stock company rests with the personnel of the production and dispatch department (shift dispatchers and operators), subordinate to the chief dispatcher of the association.

The organizational structure of the dispatch apparatus of a joint-stock company depends on the type, nature and scale of production, and the production structure of the association. In a large joint stock company, the dispatch service may be subordinate to the production director. In the PDO of a joint stock company, as a rule, there is a central dispatch bureau, headed by a chief dispatcher. He is in charge of dispatch groups that interact with various structural divisions to ensure the rhythmic progress of production. The central dispatch bureau includes a dispatch group for procurement production (foundry, forging, stamping), dispatch groups for mechanical assembly, processing shops, auxiliary production, as well as for sales and production preparation services.

The main dispatcher service performs the following main functions:

Monitors the progress of the production program for the main types of products and takes measures to eliminate the backlog from the plan for procurement and DSE;

Takes measures to prevent interruptions in production resulting from disruptions in the operation of technological equipment, untimely provision of tools, materials and semi-finished products;

Monitors compliance with backlog standards for technological transitions (blanks, DSE) in the main production shops;

Monitors and analyzes intravenous equipment downtime.

The content of the activities of shop dispatch services has some differences depending on their purpose; In foundry production units, the functions of the dispatch service are reduced to monitoring the operation of the molding and core departments, monitoring the correct operation of the model warehouse and the timely dispatch of suitable castings to the central warehouse of blanks. In the procurement phase shops - forging, thermal, stamping, blanking, welding, which are large consumers of metal, the main functions of the dispatch service are focused on the timely provision of production areas with metal and on monitoring compliance with the start-up and production schedule of parts. Special objects of dispatch control in the forging and stamping shops are the timely implementation of schedules for readjustment of dies for the production of parts in accordance with the schedule for their launch and release. In mechanical assembly production shops, the functions of the dispatch apparatus are concentrated on monitoring the provision of subdivisions with blanks and semi-finished products for the entire nomenclature assigned to the workshop.

The dispatch apparatus of shop production divisions controls and regulates the production of products of the entire range assigned to the division, and performs the following main functions:

Concentration of all information on the progress of production coming from sections and other workshop services;

Receiving messages from production areas about problems and individual delays in production that interfere with the implementation of planned tasks for the current day or shift;

Management of the workshop's implementation of daily tasks and the operational schedule for the production of parts;

Monitoring the complete and timely supply of materials and tools to sections based on reports from sections and other workshop services;

Issuing operational orders and instructions to workshop areas and services to eliminate delays in production and monitoring the implementation of these orders;

Regulating the supply of scarce materials to sections and monitoring their receipt in the workshop based on data from the materials warehouse;

Monitoring the work of services involved in production preparation, in terms of timely provision of the main production with everything necessary for the workshop sections to complete current tasks;

Information from the workshop management and the head of the safety department about problems that require their direct intervention;

Conducting systematic dispatch meetings on the implementation of current tasks by sections;

Drawing up dispatch reports on the progress of daily tasks;

Monitoring the timely completion of equipment repairs based on the repair schedule.

The efficiency of the dispatch service largely depends on the organization of the relationship and interaction of the central dispatch service with other functional divisions of the joint-stock company that provide and service the main production:

With technical preparation of production - when making changes to the design of manufactured products aimed at modernizing individual DSUs, when various kinds of difficulties arise during production, when deviations from the established technology occur due to the failure of process equipment and taking measures to organize temporary production technology process;

There is a relationship with the department of the chief mechanic and the chief power engineer in terms of monitoring the organization of repairs of technological equipment, as well as to take the necessary measures in the event of an accident or equipment failure;

The relationship between the dispatch service and the logistics department is to monitor the uninterrupted supply of metal, materials and components to production, as well as to monitor the maintenance of the stock level established by standards in its warehouses.

A special place is occupied by the relationship between the dispatch apparatus and the operational production management apparatus. Both of these services are part of a single body for the operational management of the main production - in the PDO of the joint-stock company.

In the process of monitoring and analyzing the progress of production, the chief dispatcher daily receives from the JSC CC the necessary information about the results of work over the past day using the appropriate forms.

The relationship between these services is not only informational in nature, but also involves making joint decisions on operational issues in connection with deviations in production. Options for these solutions are developed on the basis of automated processing of operational accounting data, control results and analysis of production progress at the workstations of the management personnel of the workshops and at the JSC computer center.

The most efficient work of dispatch personnel is achieved through the operation of an automated control and analysis system in the JSC, expert systems in combination with an integrated automated control system (IACS), providing a comprehensive solution to all production management problems.

CHAPTER 2. PRACTICAL APPLICATION OF OPERATIONAL PRODUCTION MANAGEMENT AT THE ENTERPRISE

Let's consider the use of operational production management at NAZ "SOKOL". This enterprise carries out serial and small-scale production of products, namely aircraft, aggregate units and elements of their equipment.

With the technological structure of workshops, as in the enterprise under consideration, inter-shop operational planning is carried out using the chain method - production programs of workshops are developed in the reverse order of the technological process. The production program of the last (producing) assembly shop is drawn up first. Next, based on the program task for the production of an assembly shop, they build a production program for a processing shop, for example, a mechanical shop, preparing products for the production shop, and based on it - a launch program for a procurement shop, for example, a forge, and, finally, based on the latter - a program task startup for a foundry. Thus, one after another, the programs of the main workshops arising from each other are drawn up.

In conditions of a stable range of products, the production program for parts (blanks) of a given item by a processing or procurement shop is calculated as follows:

N issue =N post +N p.sk + D L skl;

N zap = (N issue + D L cycle) 100 / (100 - P o)

Where N post- the number of parts (blanks) of a given name intended for delivery to the next consuming workshop (i.e. semi-finished products);

N p.sk- the number of parts for delivery to the plant’s sales warehouse (i.e., finished products);

N issue- the number of parts to be produced in a given planning period;

D L skl, D L cycle- deviations (at the beginning of the planning period) of the value of warehouse and cycle reserves from the established standard;

P 0- percentage of dropouts (defects, etc.) in relation to the total launch, determined according to statistical reporting data.

N issue = 8 + 3 – 0 = 11 products will be produced in 2006 – 2007 by the main production shops, in accordance with the schedule ( Appendix 1)

The calendar plan for the launch and production of parts, assemblies and other kits must ensure time-coordinated rhythmic work of all workshops adjacent to the technological process. This is achieved by so-called advances in work. Calendar advance is the amount of calendar time from the planned release date of a series of products to the launch of parts or assemblies at a certain stage of production. Based on the advance, you can determine how many days before the release of the finished product a batch of these parts should be put into processing at each technological stage of production. The greater the number of workshops a part goes through and the longer its cycle within each workshop, the earlier it should be put into production in relation to parts that go through a smaller number of workshops and operations. The amount of advance can be expressed in days, in products, or in serial numbers of products (which are also assigned to sets of workpieces and assemblies).

The amount of advance is made up of the duration of the production cycle and reserve time, which ensures the timely start of work at the next phase of the process if any interruptions occur. The advance can be calculated both by the launch of a part for each workshop, and by its production by the workshop.

The advance of the completion time of each technological stage is determined by the duration of the cycle of subsequent technological stages up to the release of the product.

Consequently, the calculation of the advance value for technological stages is carried out by adding the duration of production cycles (days) from the planned release of the product to each technological stage in the direction opposite to the technological process. Leads are calculated for individual workshops and product parts.

So, for example, in the main production, if the production cycle for a given part in the procurement workshop is 5 days, in the mechanical workshop - 18, in the subassembly - 6, in the general assembly - 9, the reserve lead between workshops is 4 days, then the lead in the launch in the unit assembly will be:

t z.sb = T knot Sat + t res.sb + T total Sat = 6 + 4 + 9 = 19 days.

The lead time for release from a subassembly will be:

t v.sb = t res.sb + T about . Sat = 4 + 9 - 13 days.

Start-up lead in the machine shop:

t z.mech. arr = T rev + t res. arr + T knot Sat + t res. Sat + T total Sat = 18+ 4 + 6 +4+ 9 = 41 days.

Lead time for release from the machine shop:

t in. fur. arr = t res. Sat + T knot Sat + t res. Sat + T total Sat = 4 + 6 + 4 + 9 = 23 days.

Ahead of launch in the procurement shop

t z. zagot = T zag + t res. zag + T rev + t res. arr + T knot Sat + t res. Sat + T total about =

5 + 4+ 18 + 4 + 6 + 4 + 9 = 50 days.

The advance in production from the procurement shop will be equal to

t in. blank = t res. zag + T rev + t res. arr + T knot Sat + t res. Sat + T total Sat =

4 + 18 + 4 + 6 + 4 + 9 = 45 days.

The advance time graph is shown in Fig. 3.

Inter-shop operational planning is usually carried out in the department of the plant's chief dispatcher. Intra-shop operational and production planning is carried out in the workshop planning and dispatch bureau (PDB).

The organizational structure of the management of NAZ "SOKOL" and the structure of operational planning bodies is shown in Appendix 2 And 3 respectively .

Fig.3 Advance time graph

It is known that in mass production the range of manufactured products is more or less constant and is regularly repeated in the production program. A significant excess in the number of part operations compared to the number of workplaces determines the need to manufacture products at workplaces in batches in order of alternation with other products.

In this regard, in conditions of mass production, the most important task of operational planning is establishing and ensuring the frequency of production of products according to plan; determining the size of the production batch of products, the size of the batch of parts and the frequency of launching them into processing. In this regard, the main calendar-planned calculation standards in mass production are: the size of the production batch of products, the standard size of a batch of parts and the frequency of their production, the duration of production cycles for processing a batch of parts, calendar-planned advances and backlogs.

Based on these standards, work schedules for production sites and production of products are constructed ( Applications 4,5,6).

In mass production, two types of production lines are used. Variable-flow and group flow. In accordance with this, there are several options for constructing calendar schedules for production sites that are used at the enterprise in question:

A) work schedules for variable production lines, which regulate the frequency of launching parts for processing and the timing of line changeover in accordance with the arrival of a new batch of parts;

b) operational standard schedule of sites, processing parts in batches for continuous assembly of products with a small number of detail operations performed at one workplace (5-6 detail operations, Fig. 4);

V) standard schedule for launching and releasing a batch of parts with periodic repeatability in relation to continuous or strictly periodic assembly of products.

G) calendar schedule for delivery of parts for assembly and launches for the first operation for mass production without a strict production frequency.

The general conditions for constructing schedules are: technological routes for processing parts, indicating time standards for processing parts, strict assignment of part operations to machines, monthly programs for parts and basic standards for the production process.

Fig.4 Operational work schedule of the production site

The greatest efficiency in solving problems of operational planning and dispatch control of production at an enterprise is achieved through the use of automated production control systems (APS) and electronic computers. These machines are capable of quickly performing various types of calculations for drawing up equipment loading schedules, distributing work among workplaces, determining the required materials and parts, and accounting for work in progress. Under these conditions, the dispatcher has the ability to remotely control the operation of automatic systems using technical means of monitoring and control.

CONCLUSION

As a result of this course work, the aspect of the application of operational production management at an enterprise was examined in detail, its stages and areas of application were determined.

Operational production management is an indispensable and integral part of the process of organizing production, the most important lever for the daily management of the production activities of an enterprise.

Operational management involves the detailed development of plans for an enterprise and its divisions - shops, production sites, teams and workplaces for short periods of time - a month, a decade, a five-day period, a day, a shift. At the same time, the task of developing a plan is organically and functionally combined with organizing its implementation.

LITERATURE

1. Organization, planning and management of the activities of an industrial enterprise. Ed. Bukhalo S.M. –Kiev: Vishcha School, 1989

As a result of studying the chapter, the student should:

know

• the essence of operational production management;
• the essence of dispatch control;

be able to

• apply the critical path method to develop a project schedule;
• assess the consequences of delayed operations;
• carry out dispatch control;

own

Methods for constructing network diagrams and Gantt charts.

The essence of operational production management

Enterprise management involves decision making at various levels. As a rule, there are three levels: the level of strategic decisions, tactical management, and operational management.

Users of information at the level of strategic decision-making are company owners and top managers. Here, the basic business processes of enterprises, the development strategy are described and optimized, the organizational structure and those responsible for certain processes are determined. To effectively manage an enterprise, it is necessary to develop business performance indicators, which will allow you to make key decisions and determine development strategies.

In tactical management, middle and senior level managers make tactical decisions, for example in production or logistics. For this purpose, business processes are created and formalized, and instructions are developed. One of the most important functions at this level are planning and budgeting functions.

Users of the operational management level are production managers - heads of production, workshops, and technologists. This is, first of all, control and management of the production process and equipment loading, control over the execution of orders, management of the movement of raw materials and materials, as well as the task of managing the fixed assets of the enterprise. At this level, data is collected from workshop equipment, processed and summarized. This is the basic level from the point of view of obtaining information about the actual execution of production orders and individual operations on them. Basic processes – production technology – are also managed here.

Solutions to the problems of operational production management cannot be fully realized without a system that provides actual data on the processes taking place in production, processing of this data and transmission for analysis. Thus, at the intershop level, operational management is carried out to resolve fundamental issues of removing or replacing manufactured products, including new products in the production program, ensuring the supply of components, and using internal material, labor and financial resources. For the inter-shop level, the time interval is from a month to a year.

Operational production management in workshops is characterized by a strict schedule for the execution of work for each position of the production program and the nomenclature and calendar plan, depending on the actual production situation at the enterprise. Work on operational production management is carried out in real time, preventing interruptions in the process of manufacturing parts and assembling products. The time period of operational management for a workshop can be within a month, and for a site (team) and workplaces - within a week (shift).

Accordingly, operational management is closely related to technology and regulation (dispatching) of production. The functions of operational accounting, control and analysis of production progress performed by management personnel on a daily basis are the basis for developing options for regulatory influences on the progress of production. In the service industry, operations management must determine what work will be performed on a given day, in what order, and who will perform it.

Operational production management includes functions of scheduling and production dispatching, assignment of work and control of deadlines for their completion. Operational production management includes determining the volume of a batch of simultaneously manufactured products, issuing work orders, placing orders for materials, monitoring the timing of execution and completion of work. This is achieved by fulfilling the following conditions:

• strict distribution of work for short periods of time in workshops, production areas (teams), workplaces;
• clear organization of collection and processing of information on the progress of production;
• integrated use of information tools to prepare alternatives for management decisions;
• daily analysis of the production situation in each division of the enterprise;
• timely decision-making and organization of work to prevent violations during production.

Thus, operational production management is the process of providing jobs with everything they need; includes monitoring and regulation of production progress, development and implementation of operational calendar plans for production; shift-daily assignments at the level of workshops, sections and workplaces. This is impossible without operational production planning.