As part of optimizing the organizational structure of an enterprise, support services are considered from the point of view of their interaction with procurement, sales and customers. Their internal functions and technologies are examined only when they affect the quality of the enterprise’s core functions. The task of optimizing any support service can be assigned to the consultant separately.
The most typical use of the following services in an enterprise:
- warehouse;
- transport;
- office;
- programmers.
In practice, the most serious problems with a warehouse service arise during its interaction with customers. Sometimes buyers personally come to the warehouse to remove the goods using their own transport. Regardless of whether the enterprise has adopted priority service for a customer who has personally arrived at the warehouse or not, the quality of customer service by warehouse workers always leaves much to be desired. The warehouse movers, having served the buyer, depending on their mood, may ask “why does he buy such rubbish”, or “is he crazy” to buy at such prices. Constant control and a system of rewards and penalties are not optimal in this case; it is easier to introduce the position of a salesperson in a warehouse, who is constantly with the client while servicing the latter. The seller must have certain powers and report to the sales service, not the warehouse.
Using a salesperson in a warehouse partially solves the problem of misgrading - the second most serious problem inherent in the warehouse service. Many products have certain short shelf life; As new batches are delivered (repurchased or produced), older goods should be used first. Usually the warehouse service is responsible for this. Sometimes it allows a “puncture” in which a certain amount of goods with an expired or expiring sell-by date remains in the warehouse, along with fresh goods. Often storekeepers find the “optimal” way out of this situation by assembling stale goods for shipment to customers along with fresh goods. Sometimes, if a product is “stuck” due to sales errors, sales gives a command for re-grading. Being a conscious and calculated action, regrading causes less damage to the reputation of the enterprise and its relationships with clients than it is left to the storekeepers. (For example, an off-grade product may be supplied to a region that the enterprise intends to exclude from its market coverage). The salesperson at the warehouse controls the completion of orders from particularly important customers.
The seller can also efficiently solve operational problems of replacing goods. The most common sales scheme guarantees the reservation of goods for the buyer not according to an issued invoice, but upon receipt of payment or presentation by the buyer of a payment order. From the moment the invoice is issued until the payment is received in the company's account, the declared goods may be consumed. The seller, having experience, can offer the buyer an adequate replacement. Storekeepers also offer - and more often immediately complete - a replacement, but one that is adequate to their own ideas. There is a known case when the buyer, a sewing company, was sent plasticine instead of scissors, because... the scissors were out of stock, and the plasticine had exactly the same cost.
Considering that the competence of the seller may be a decisive factor for some buyers, it makes sense to ensure this competence in the warehouse, even at the cost of additional costs.
For the transport service, there is a chronic discrepancy between its interests and the interests of sales. For the usual organization of a transport service as an auxiliary unit, it is typical to stimulate its efficiency: that is, delivery of goods to customers is carried out, if possible, along the optimal route, to remote areas - whenever possible. For example, one box of office supplies is not exported from Moscow to Tula, but an additional order is expected along the route, which may arrive within several days. Sales is interested in the immediate delivery of goods to the buyer. Immediate delivery can sometimes be a prerequisite for a transaction, and in some cases it can be part of a company's strategy and its main competitive advantage.
At the same time, with the exception of the last case, it is not advisable to organize constant immediate delivery, because the reduction of its terms is associated with a non-linear increase in costs (at one of the enterprises, the reduction of delivery times from 2 days to 1 caused a 4-fold increase in costs). For each specific enterprise, it is necessary to look for a compromise that is built into the system. Interaction between sales and delivery based on periodic agreements, applied everywhere, is irrational, because forces you to solve the same problems again and gives rise to conflicts. The use of a strict, unambiguous algorithm of actions improves the quality of interaction between sales and the transport service and eliminates the basis for conflicts, because When the “rules of the game” are written down, it is always clear which of the “players” is to blame.
The development of a product delivery system (algorithm), taking into account the priority of market interactions of the enterprise, is carried out by the marketing or sales service, with the participation of the transport department. If material incentives for the sales service are carried out according to a principle similar to the application of the conditional profit formula described in the “Purchase” part of this chapter, then sales will be interested in the optimal delivery system, and not in the “fast” one, because overhead costs are ultimately deducted from his wages.
Accordingly, the system of material incentives for the transport service cannot rely entirely on the efficiency of delivery, because the latter is regulated by the adopted algorithm, and it is not advisable to increase it.
The construction of a delivery system can be based on segmenting customers: identifying “priority” ones; dividing them into categories with setting delivery times for each category. It is possible to divide by distance from warehouses or by the current frequency of trips to certain areas. It can be used as a basis for the size of the purchased lot or the method of payment.
The consultant checks the existence of such a system of agreements, the effectiveness of its use and customer perception.
For enterprises that sell transport services as a product and make money from transportation, the transport service should be considered as a production service: i.e. for optimization purposes, examine productivity, rationing, planning and management, quality and interaction with other services, primarily sales.
The tasks of the office service lie in the area of providing enterprise workplaces with equipment and auxiliary materials, distributing communications (mail, courier forwarding, telephone information, etc.), unloading the main services from routine work. A common feature of such services is their spontaneous formation and spontaneous established management. At the previous stages of the enterprise’s activity, the administrative and economic department, secretaries and telephone operators reported directly to the head of the enterprise and were only performers. Their transformation into an independent office service as the enterprise grows does not occur in an evolutionary way and requires the intervention of a manager.
A common method for a business to restructure its office services is to create the positions of office administrator and executive director. The first may be subordinated to the office service, the second - additionally warehouses and transport. Most often, this method provides satisfactory results.
The consultant examines the functional load of the office service and the decision-making system within its competence. From the point of view of enterprise management, it is more profitable to have a system that implements horizontal interactions than a hierarchical, vertical one.
The programming department is also considered from the point of view of functional load and decision-making system. In the functional load, the correct prioritization of tasks is important, because There are frequent cases of “usurping” the services of programmers by one service (most often - accounting) to the detriment of other services and the enterprise as a whole. As a rule, there are no software systems that do not need improvement; Programmers at the enterprise are always guaranteed full employment. Preference should be given to the development of systems that are truly necessary for the enterprise over the endless “licking” of existing ones.
In turn, programmers often take advantage of their exclusive priority in assessing the complexity and feasibility of orders from other services. The programmer's desire to complete one project and not another sometimes leads to the rejection of the “other”. It is extremely difficult to prevent these cases due to the lack of double-checking capabilities.
In terms of decision-making on the software package, it is especially important for them to be thoroughly studied by all departments of the enterprise, because the adopted concept of the software package cannot be easily adjusted at the later stages of implementation. Errors in decision making lead to irreparable loss of time.
Administrative support services include those divisions of the enterprise that are not directly involved in the production of services, but without their participation this production would not be possible. Such services include: commercial or marketing, procurement, personnel management (English, human resources management, HRM,///^-management), engineering, safety, auxiliary.
The main goal of the marketing service hotel is to contribute to the main goals of the enterprise: meeting customer needs while optimizing profits.
Main goals, facing the hotel marketing service:
- analysis of the hotel’s occupancy, the implementation of its other basic and additional services (business center, restaurants, bars, etc.);
- analysis of the company’s pricing, sales, advertising strategy and sales promotion methods, identifying their strengths and weaknesses;
- development and formation of short-, medium- and long-term forecasts for the sale of hotel services;
- selection of the most promising target market segments and development of a strategy focused on them;
- development of proposals for the creation (adjustment) of corporate identity elements, their correct use in the design of the hotel’s internal and external premises, as well as in all advertising media used;
- development of an action plan for advertising and public relations using the most effective means of advertising, operational analysis of the effectiveness of their implementation and, if necessary, adjustments;
- development of proposals for the formation and adjustment of a positive image of the hotel in the minds of consumers and a unified corporate culture, direct participation in their practical implementation using advertising media. Purchasing department function - purchasing the necessary goods required
quality at the right price at the right time. At the same time, the optimal amount of inventory in the hotel must be maintained, since storage costs money, and many purchased goods may deteriorate if stored for an excessively long time. The procurement policy is based on three pillars;
- 1) product quality;
- 2) service of the supplier company;
- 3) product price and service cost.
The goods purchased for the needs of the hotel are divided into the following main groups:
- 1) products (fresh, frozen, canned, dried);
- 2) drinks;
- 3) equipment and furniture (as they wear out and fail), dishes, linen;
- 4) consumables (mainly used in cleaning rooms and public areas).
When selecting suppliers, purchasing managers should consider the following factors:
- 1) reputation of the supplier;
- 2) product prices and quality;
- 3) batch size (for small hotels, even the minimum batch size may be excessive);
- 4) terms of payment (preferably without prepayment, and even better - on credit);
- 5) after-sales service for purchased goods (for equipment);
- 6) delivery cost, distance to the supplier.
In practice, the supply department uses both long-term contracts with suppliers (sometimes a tender is organized for suppliers) and one-time purchases. Long-term contracts usually allow you to get a price discount and, most importantly, such a contract greatly simplifies the work of the department: “sign a contract for a year and sleep well.”
However, this procurement method also has its disadvantages. The volume of periodic deliveries is fixed in the contract. Therefore, with an unexpected decline in hotel occupancy, surpluses arise, and with a sharp increase in occupancy, a shortage of goods occurs. In addition, there are very often cases when the quality of the supplied goods ceases to satisfy the customer, and breaking the contract is not an easy matter. Further, the price of the product on the market may fall, and the hotel is forced to pay the price fixed in the contract.
If a hotel is part of a hotel chain, then it receives part of the goods it needs through the centralized procurement system of this chain. This system has central warehouses from which deliveries are made. Qualified personnel of the system, due to narrow specialization, ensure high quality of goods, and the purchase of goods from suppliers in large quantities allows to reduce prices.
The main function of working with personnel(or human resources work, as this type of activity is often called) - providing the organization with the optimal number of employees with the required qualifications.
The HR department is a functionally auxiliary department of the hotel, because its employees participate in the creation of the hotel product not directly, but indirectly. As a rule, its employees act as expert advisers to line managers when resolving personnel issues. Recently, the functions of personnel services have been expanding; employees of these departments have become responsible not only for selecting and hiring employees, but also for increasing the efficiency of work and creative output from each of them.
Engineering Services create conditions for the functioning of air conditioning systems, heat supply, sanitary equipment, electrical devices, repair and construction services, television and communication systems.
The service includes: chief engineer, routine repair service, territory improvement service, communications service.
Maintenance service carries out preventive and current repairs not only of the hotel room stock and the equipment installed in it, but also of the entire hotel enterprise.
Support Services ensure the operation of the hotel complex, offering laundry, tailoring, linen services, cleaning services, printing services, warehouse services, etc. 1
Security Service ensures the maintenance of order and safety of hotel clients.
In recent years, the problem of stasis safety has become very relevant, especially in the hotel business. International conflicts, a wave of crime and terrorism, illegal trafficking in weapons and explosives - all these factors cannot but affect the level of safety of life of guests and hotel staff in all countries of the world.
The hotel complex is characterized by threats of a natural, man-made, environmental, terrorist, and criminal nature. The most dangerous threat at present has become the threat of a terrorist attack, which can lead to a large number of victims, the creation of an atmosphere of fear, disruption of the normal operation of the hotel, and loss of the positive tourist image of the hotel or the region as a whole.
Particular attention should be paid to the professionalism of security staff, as well as technical security equipment at the facility.
In order to have a constant influx of tourists and conduct business successfully, it is necessary to improve the hotel security system, i.e. regularly carry out a set of organizational, methodological, technical and other measures to ensure complete autonomy of the hotel in resolving security issues, including terrorist threats.
The daily work of security officers includes a thorough inspection of the protected area (every 2 hours), constant communication with all duty services of the hotel complex, exchange of information about suspicious persons and objects, etc. It is also important to establish active cooperation with territorial law enforcement agencies. When holding public events or concerts, the premises must be inspected by a canine handler with a dog trained to detect explosives.
It is necessary to constantly improve technical means of security. It is advisable that video surveillance be installed in the central hall, as well as on the hotel floors.
It is imperative to develop instructions on fire safety measures. All employees must be allowed to work only after undergoing fire safety training (which is indicated by their signature in a special log). Equipped smoking areas, procedures for de-energizing electrical equipment, evacuation plans, fire warning system, etc. - all these are elements of the fire safety system. It is also necessary to know about the features of fire safety at facilities with large numbers of people. In particular, 50 or more people are not allowed to stay in rooms with one emergency exit at the same time. It is prohibited to obstruct escape routes and exits.
Instructions should be posted in the hotel control room about the procedure for the personnel on duty upon receiving a signal about a fire and a malfunction of the fire automatic systems. Recently, requirements have been introduced for the installation of thermal sensors that respond to temperature increases (up to 30-35 ° C) and smoke. Various types of production and storage facilities containing explosive and fire hazardous substances cannot be installed in hotel rooms. All hotel clients must be familiar with fire safety regulations.
To the top management of the hotel, the security service periodically provides a report with an analysis of incidents (the most frequent incidents, where they most often occur, at what time, what names are associated with these incidents), which proposes measures to eliminate the recurrence of such incidents. The service keeps records of all incidents, complaints and investigation results.
3. Organization of auxiliary workshops and services of the enterprise.
The normal course of the production process can only proceed if there is an uninterrupted supply of materials, workpieces, tools, equipment, energy, fuel, adjustment, maintenance of equipment in working condition, etc. The complex of these works constitutes the concept of technical maintenance of production or production infrastructure. Production maintenance is an integral and important part of the production process maintenance system as a whole. Production maintenance includes functions to ensure the technical condition (readiness) of means of production and the movement of objects of labor during the manufacturing process. For maintenance of the main production, machine-building plants have a whole range of so-called auxiliary services or farms: repair, tool, energy, transport, supply and warehouse, etc. The composition and scale of these enterprise farms are determined by the characteristics of the main production, the type and size of the enterprise and its production connections .
Tool services and workshops of the plant must promptly provide production with high-quality tools and equipment at minimal costs for their production and operation. The implementation of advanced technology, mechanization of labor-intensive work, improving the quality of products and reducing their costs largely depend on the work of tool shops and services.
Repair shops and plant services ensure the working condition of process equipment through its repair and modernization. High-quality repair of equipment increases its service life, reduces losses from downtime and significantly increases the overall efficiency of the enterprise.
Energy departments and services provide the enterprise with all types of energy and organize its rational use. The work of these workshops and services contributes to the growth of the energy supply of labor and the development of progressive technological processes based on the use of energy.
Transport, supply and warehousing facilities and services ensure timely and comprehensive delivery of all material resources, their storage, and movement during the production process. The rhythm of the production process and the economical use of material resources depend on their work.
All these workshops and services are not directly involved in the creation of the main products of the plant, but through their activities they contribute to the normal operation of the main workshops.
Currently, at most machine-building plants, the entire range of maintenance work is carried out by the enterprises themselves, which leads to large irrational expenses: dispersion of funds, labor, equipment, etc.
The fragmentation of support services and their low level of specialization hinder the creation of an appropriate technical base and progressive forms of organizing support work. Ancillary production is characterized by single and small-scale types of production with significant costs of manual labor, and the manufactured products are much more expensive and of lower quality than in specialized enterprises. For example, the production of certain types of tools and spare parts in tool and repair shops of machine-building plants is two to three times more expensive than in factories of the machine tool industry, and the cost of major repairs often exceeds the cost of new equipment.
Underestimation of the role of auxiliary farms has led to a significant gap in the levels of technology and organization of main and auxiliary production. In auxiliary workshops and areas, ineffective equipment and technology, a low level of mechanization of work, shortcomings in planning, regulation, labor remuneration, etc. prevail. At the same time, it must be borne in mind that the specific nature of production maintenance work in many cases makes it difficult to their mechanization and regulation. All this led to a high number of auxiliary workers, reaching more than 50% of the total number of workers in machine-building enterprises, while in a number of industrial countries this figure is half as low. For example, the number of repairmen in the USA is 5%, and in our country - 15%; transport workers, respectively - 8 and 17%. This difference is mainly due to the different level of specialization and mechanization of production maintenance work.
In the USA, the majority of production maintenance work is carried out by specialized firms, and many machine-building enterprises do not have their own maintenance facilities. It should be noted that in the USA, 88% of machine-building enterprises do not have their own tool shops and purchase all the tools from outside.
Increasing the technical equipment of enterprises, mechanization and automation of main production necessitate radical improvements in technology and organization of auxiliary work, bringing them closer to the level of main production.
Maintenance should be considered as part of a single production process, and maintenance work should be linked to the technology of direct production of products based on a single integrated technology of the production process as a whole. All operations of the production process, both integral and auxiliary, are subject to technological development and standardization, becoming equivalent in a single technological production process. This can be ensured only on the basis of clear regulation of work on all functions of production maintenance.
Regulation involves the establishment of a certain order for the performance of functional duties through the rational distribution of work among performers in time and volume in the established sequence. In the process of regulating maintenance, technological, regulatory, organizational and methodological documentation is developed, on the basis of which maintenance functions are linked to the regulations and work schedules of the main production units.
The tool department occupies a leading place in the production maintenance system. The modern technical and organizational level of mechanical engineering is determined by its high level of equipment with models, dies, molds, fixtures, cutting, measuring and auxiliary tools and devices, combined into a common set of technological equipment.
The costs of tools and other equipment in mass production reach 25...30%, in serial production - 10...15%, in small-scale and individual production - up to 5% of the cost of equipment, and their share in the cost of production is 8..15%, respectively. 6…8%, 1.5…4%.
The instrumental economy is of particular importance in conditions of the accelerated pace of the technical process. The costs of designing and manufacturing special types of equipment reach 60% of the total cost of preparing the production of new types of products.
Considering the great importance, as well as the specifics and complexity of organizing the production and acquisition of tools, tool management services are created at all machine-building plants, which are assigned the following tasks: determining the need and planning for providing enterprises with purchased equipment and organizing their own production of high-performance and efficient equipment; providing workplaces with equipment, organizing its rational operation and restoration; accounting and analysis of the efficiency of using technical equipment.
The organizational and production structure of the tool economy is determined by its tasks, type of production and is a set of general plant and shop divisions involved in the design, manufacture, acquisition and operation of tools.
General plant departments include the tool department (management), tool shops, central and tool warehouse (CIS), and measurement laboratories.
Shop divisions include: workshop bureaus (BIH - tool management bureau), tool distribution stores (IDS) and tool sharpening and repair workshops.
Most machine-building plants are characterized by a clearly defined duality of management, i.e. centralized production of tools and decentralized use (operation). This practice, while providing centralized design, production preparation, planning and manufacturing of the tool, cannot ensure its rational operation, since this function is usually performed at production prices.
On the scale of individual machine-building plants, the centralization of tool management should include both the production and operation of tools under the leadership of the tool department.
The centralized tool management of the plant includes tool shops, which are engaged only in the manufacture of new tools, and a tool operation shop, which unites all plant departments for the operation of tools. All IIR and IRC of production shops are directly subordinate to the operation shop, which provides production shops with all types of tools and equipment, including acquisition, storage, delivery to workplaces, repair, sharpening and supervision of tool operation.
The structure of tool shops is determined by specialization and production volume. Large factories may have subject-specific workshops; large factories may have one workshop, including subject, technological, procurement, auxiliary and service areas.
Classification and indexing systematize the serial nomenclature of tools and create the necessary prerequisites for rationalizing the entire production tooling system. Classification facilitates planning, accounting, storage of tools and creates the opportunity for the introduction of an automated control system in the tool industry. Classification means the grouping and subsequent division of the entire variety of tools and equipment according to their typical characteristics in accordance with their production and technical purpose and design features.
According to the nature of use, the tool is divided into standard (normal) and special. A standard tool is a general purpose tool, i.e. to perform numerous operations in the manufacture of various products. It is manufactured in specialized tool factories in accordance with current standards. A special tool is used to perform a specific operation; it is manufactured mainly in the tool shops of machine-building plants and is not covered by standardization.
Organization of tool operation is the main task of the tool management and includes the following functions: organization of the work of the digital information system and digital control system; providing workplaces with tools; organization of sharpening, repair and restoration of tools; technical Supervision.
All work on the operation of the tool must be carried out centrally through a special operation workshop.
The central tool warehouse receives, checks, stores, issues and records the movement of tools. All tools are sent to the CIS, where they are subjected to acceptance control by standard sizes, and special ones - by products, parts and operations for which they are intended. The areas for receiving, storing and issuing tools are equipped with special lifting and transport vehicles, racks, shelves, etc. The release of tools for operation is carried out only through the IRC of the workshops in the places established by them.
Accounting in the CIS is carried out using cards that indicate the name, index, established standards for the “maximum-minimum” estimate and movement of the tool.
IRCs are located in production workshops and ensure uninterrupted provision of workplaces with the necessary tools and their storage. The procedure for storing tools in the CRF is basically the same as in the CIS. A special feature of the IRC organization is its direct and active connection with workplaces.
The organization of servicing workplaces with tools should ensure timely and comprehensive delivery, minimal time spent on receipt and replacement, simple and clear accounting of tools located at workplaces.
In mass flow and automated production, tools must be delivered to workplaces using technical operating kits. In this case, centralized delivery of tools is ensured by special workers with forced replacement of worn-out tools in accordance with their durability. Centralized (active) delivery coordinates tool maintenance with the operational progress of production, reduces the consumption and inventory of tools at work sites, and reduces downtime of equipment and workers.
In mass production, the tools are delivered to workplaces in accordance with the picking and operating cards by the time processing of each batch of parts begins. The selection of a set of tools is carried out according to daily shift assignments, and the supply and work stations are carried out as directed by the foreman through the IRC.
In small-scale and single-piece production plants, when producing standard parts and using group processing technology, collective delivery of tools is used; in other cases, workers themselves receive the necessary tools. A decentralized (passive) delivery system is associated with large losses of working time and wasteful use of tools.
Accounting for the issuance of tools is carried out in various ways: tools for permanent use are recorded in the worker’s tool book, tools for one-time and temporary use are issued according to tool marks against a receipt on the picking and operational cards.
The organization of tool sharpening is determined by the type of production. In mass production factories, there is centralized sharpening, which is a system for organizing the restoration of the cutting properties of a tool by sharpening workers using special equipment using standard technology in sharpening departments. Grinding departments are created in each workshop or for a group of workshops, depending on the range and quantity of tools, as well as the location of the workshops.
Centralized sharpening is combined with forced tool replacement and has the same advantages and ensures high sharpening quality and long tool life.
In small-scale and individual production, decentralized sharpening predominates, when the worker himself sharpens the tool, which is accompanied by increased tool consumption and loss of working time.
Tool repair is carried out in the repair and tool workshops of production shops or in tool shops. Repair of dies and complex devices is carried out according to a system of planned tool repairs, similar to equipment repairs.
A tool for mass use after complete wear can be restored - either to its original dimensions for its intended purpose, or by conversion into smaller sizes of the same name, or as a blank for the manufacture of other standard sizes. Various methods are used for restoration: grinding, metallization, chrome plating, surfacing with hard alloys, etc.
Restoration costs usually do not exceed 40...60% of the cost of a new tool, and the quality in some cases is significantly higher than that of a new tool. In addition, by restoring worn-out (discarded) tools, the total need for new tools can be reduced to 1/3.
The effectiveness of using a tool largely depends on compliance with the rules and requirements for its rational operation. This function is performed by the technical supervision service of the instrumental department. In addition to control functions, the supervision service must identify the causes of abnormal wear and breakage of tools, develop measures to eliminate them, study experience in operating tools at other enterprises, and adjust current regulatory and technological documentation.
Preparation and organization of high-tech production.
Production processes at radio-electronic instrument making enterprises are complex and complex in nature. They consist of a large number of interconnected simple and complex processes for the manufacture of many individual parts and their assembly into subassemblies, assemblies, blocks and finished products. Many products are unique or produced in small series. All this leads to a wide range of products at enterprises and significantly complicates the organization of the production process. Electronic equipment products are characterized by broad internal unification. The peculiarities of the organization of production processes include a wide variety of technological processes in the manufacture of parts and assembly. In most cases, the quantitative production of products of one type is small. As a rule, simultaneously with the release of a mastered product, the production of a new or improved product is being launched, which significantly complicates the organization and planning of production.
Organization of auxiliary workshops and services of the enterprise.
Auxiliary shops include workshops that, although they do not directly participate in the manufacture of the main products of the enterprise, provide the production process with technological equipment, energy, repair equipment and accessories, manufacture various auxiliary devices, etc. These include instrumental, mechanical repair…
Tool services and workshops of the enterprise must promptly provide production with high-quality tools and equipment at minimal costs for their production and operation. The implementation of advanced technologies, mechanization of labor-intensive work, improving the quality of products and reducing their costs largely depend on the work of tool shops and services.
Repair shops and services ensure the working condition of process equipment through its repair and modernization. High-quality repair of equipment increases its service life, reduces losses from downtime and significantly increases the overall efficiency of the enterprise.
Energy departments and services provide the enterprise with all types of energy and organize its rational use. The work of these workshops and services contributes to the growth of the energy supply of labor and the development of progressive technological processes based on the use of energy.
Transport, supply and warehousing facilities and services ensure timely and complete delivery of all material resources, their storage and movement during the production process. The rhythm of the production process and the economical use of material resources depend on their work.
3. WITH strategic and operational production planning.
The ultimate goal of the production process is the timely implementation of the production schedule for products of a given quality and the maintenance of material flows as planned. Achieving this goal is the overall result of various spheres (areas) of production and economic activity of the enterprise.
The components of operational planning and production management are operational production planning, operational accounting of production, control, analysis and operational regulation of the implementation of plans.
Planning - setting goals and developing ways to achieve them.
The planning cycle begins with senior management defining the organization's mission, principles, long-term directions of activity, performance parameters, ways to achieve planned parameters and means of implementing planned strategies. Planning levels:
strategic plans
tactical
operational plans
research, development, production, marketing.
Strategy is always about solving critical problems. These are the basic goals and indicators: sales volume, growth rate, profit, market share, capital structure, dividends, level of product quality, sustainability of the company, social goals.
Tactics defines the paths that ensure approach to given goals and parameters.
Strategic planning - management begins to establish overall strategic objectives. A strategic plan is a plan that allows you to plan from the perspective of tomorrow, an adaptive process that results in constant adjustment of management decisions made and constant monitoring of their implementation. For strategic planning to be effective, a clear understanding of the future state of the company’s external and internal environment is necessary. For this purpose, large companies create information systems, the data of which is assessed using analysis systems.
Tactical planning - related to solving current problems.
Organization of logistics for production
Material and technical support of production as a component of logistics and a supporting subsystem of the production management system largely determines the quality of the process of processing the input of the system into its output - the finished product. If the quality of the system input is low, it is impossible to obtain a high quality output. The process of logistics of production is aimed at the timely delivery of the material and technical resources required in accordance with the business plan to the enterprise’s warehouses or directly to workplaces. The composition of material and technical resources includes: raw materials, materials, components, purchased technological equipment and technological equipment (devices, cutting and measuring tools), new vehicles, loading and unloading equipment, computer equipment and other equipment, as well as purchased fuel, energy, water, etc. In other words, everything that comes to the enterprise in material form and in the form of energy belongs to the elements of logistics of production.
Objectives of logistics support of production:
timely provision of enterprise divisions with the necessary types of resources of the required quantity and quality;
improving the use of resources: increasing labor productivity, capital productivity, reducing the duration of production cycles for manufacturing products, ensuring the rhythm of processes, reducing working capital turnover, full use of secondary resources, increasing the efficiency of investments, etc.;
analysis of the organizational and technical level of production and quality of products from the supplier’s competitors and preparation of proposals to increase the competitiveness of the supplied material resources or change the supplier of a specific type of resource. In order to improve the quality of input, enterprises should not be afraid of changing uncompetitive resource suppliers.
To achieve the above goals, the enterprise must constantly perform the following work:
Conducting market research of suppliers for specific types of resources. It is recommended to select suppliers based on the following requirements: the supplier has a license and sufficient experience in this field; high organizational and technical level of production; reliability and profitability of work; ensuring the competitiveness of manufactured goods; their acceptable (optimal) price; simplicity of the scheme and stability of supply;
rationing the need for specific types of resources;
development of organizational and technical measures to reduce norms and standards for resource consumption;
search for channels and forms of material and technical support for production;
development of material balances;
planning the material and technical support of production with resources;
organizing the delivery, storage and preparation of resources for production;
organizing the provision of resources for workplaces;
accounting and control of resource use;
organization of collection and processing of production waste;
analysis of resource efficiency;
All of the above work should be carried out by the production logistics department, subordinate to the deputy head of the enterprise for production. Since the quality of the department’s work largely determines the quality of the production process, it must be staffed with highly qualified specialists. In addition, many of the issues resolved by the department are complex in nature and require knowledge in the field of marketing, logistics, engineering, technology, economics, regulation, forecasting, production organization, and inter-industrial relations.
The structure of the production logistics department appears to consist of the following bureaus:
marketing of resource providers;
rationing and planning for the provision of production resources;
inventory management;
providing jobs with resources;
resource efficiency management.
In turn, each bureau may consist (depending on the size of the enterprise) of groups responsible for a specific problem or object. For example, a marketing bureau can be divided either by resource groups (equipment, technological equipment, raw materials, materials, components) or by marketing functions (information support group, group for studying the image of suppliers, group for studying the competitiveness of suppliers and their products, price group, group public relations). Obviously, when forming a bureau based on subject matter, specialists are required who are proficient in all marketing functions. When forming a bureau on a functional basis, specialists must have a good understanding of the features of all types of resources used by the enterprise.
The bureau of regulation and planning of production resources supply can be entrusted with the following functions: development of methods for optimizing the use of resources in the conditions of a given enterprise; development of standards for the consumption of the most important types of resources for the main facilities of the enterprise; analysis of the efficiency of resource use at the enterprise; development of strategic and tactical norms and standards; development of material balances; development of a plan for providing the enterprise and its divisions with material and technical resources (included in the enterprise’s business plan).
An inventory management bureau could deal with the following issues: calculation of standards for various types of inventory (current, insurance, consumables) by type of resource, optimization of inventory by type of resource, organization of inventory replenishment, accounting and control of resource use, technical support for inventory management.
The Bureau for Providing Workplaces with Resources must resolve the following issues: equipping with basic and auxiliary equipment, inventory, containers, labor protection devices and sanitary and hygienic devices; organization of operational provision of workplaces with technological equipment, materials, components, semi-finished products, fuel and energy resources; accounting, control and analysis of the use of resources in the workplace.
A resource efficiency management bureau could be engaged in identifying factors for improving the use of resources (by type), establishing dependencies between organizational, technical and economic indicators, organizing accounting and control of resource use throughout the enterprise, developing measures to improve the use of various types of resources, organizing them implementation and stimulation. By analogy with the marketing bureau, the structure of the remaining bureaus of the production logistics department can be formed according to functional or subject characteristics.
The process of resource movement includes:
attracting resources to carry out marketing research, R&D, organizational and technological preparation of production, production of products and provision of services, warranty service for the company’s goods, capital construction. In turn, attracting resources for the production of products and provision of services is divided into resources for the manufacture of products, provision of services, repair and maintenance needs; for capital construction - for new construction, expansion of production, technical re-equipment, reconstruction;
use of resources in one of the listed areas;
resource recovery (if necessary);
recycling or write-off of resources.
Planning of material and technical support for production includes a set of works on the analysis of specific costs of material resources for the reporting period, the use of technological equipment and tooling, forecasting and standardization of certain types of resources for the planning period, development of material balances by types of resources, sources of income and the above-mentioned areas of use. The planning work listed above is very labor-intensive. They are carried out by economists and planners with the participation of other specialists. Managers do not take part in the development of plans; their task is to check compliance with planning principles, the composition of planning documents, and their quality.
Factors for improving resource use are:
application of a set of scientific management approaches to the processes of resource movement;
optimization of the formation and use of resources;
improving the design or structure of products;
improvement of product manufacturing technology;
the use of materials with predetermined properties;
application of forms and methods of providing resources that are optimal for given conditions;
stimulating improved use of resources.
Forms of resource provision: a) through commodity exchanges; b) direct connections; c) auctions, competitions; d) sponsorship; e) own production, etc. The enterprise chooses a specific form (method) of providing material and technical resources based on the characteristics of the resource, the duration of its receipt, the number of proposals, the quality and price of the resource and other factors. When determining the form of providing an enterprise with resources, one should study the reliability of the supplier and the level of competitiveness of its products. When concluding contracts (agreements) with suppliers, you should remember the need to reflect quantitative and qualitative indicators, specific forms of supply, deadlines, sanctions, etc.
Organization of energy management
The main purpose of the enterprise's energy management is the uninterrupted supply of production with all types of energy while observing safety regulations, meeting the requirements for the quality and efficiency of energy resources. The main types of energy are: electrical energy; thermal and chemical energy of solid, liquid and gaseous fuels; thermal energy of steam and hot water; mechanical energy. Energy resources include: electric current, natural fuel, steam of different parameters, compressed air of different pressures, natural and liquefied gas, hot water and condensate, pressurized water. Various types of resources in an enterprise are used as motive power, in technological processes, for heating, lighting, ventilation, household needs, etc.
At all stages of production, various types of energy and energy resources can be used. Thus, in the forge shops of machine-building enterprises, it is possible to use electricity and gas when cutting metal. When heating for forging and stamping, electricity is used (induction and contact heating), gas and fuel oil (flame heating); in the process of forging and stamping - steam under a pressure of 8--10 atm and compressed air (for driving equipment and blowing dies); during heat treatment - electricity, gas and fuel oil. Electricity is used in the land preparation departments of foundries. When molding and making rods - electricity and compressed air. In the process of metal smelting - electricity (in electric furnaces), gas, fuel oil (in open-hearth furnaces), coke (in cupola furnaces). When knocking out and cleaning castings, electricity and compressed air are used. For washing - steam 4--6 atm and hot water. In machine shops, metalworking mainly uses electricity and compressed air (in pneumatic equipment), etc.
The selection of the most economical energy resources should be carried out on the basis of a comprehensive solution to issues of energy, technology, production organization and economics through a comparative analysis of specific costs (consumption rates) of process fuel and energy, one-time costs for the development and implementation of measures to reduce standards. The energy resources consumed by the enterprise can be purchased from outside as purchased and produced in-house. The enterprise can produce: electricity - at the factory electric station, steam and hot water - in boiler rooms, generator gas - at the gas generator station.
The energy supply of an enterprise has specific features, consisting in the need for immediate use of the produced energy and uneven demand for it throughout the day and time of year. Therefore, uninterrupted energy supply must be ensured by creating reserves of power equipment capacity. In this regard, the most advanced and economical energy supply system for an enterprise is a centralized one. In this case, the enterprise receives electrical energy from the central (unified) electrical system (through the factory step-down substation), steam - through the heat network of the district energy system or the factory combined heat and power plant, gas - from the long-distance natural gas supply network, from the energy-chemical fuel utilization plant and etc.
A centralized supply system ensures a reliable and uninterrupted supply of energy to the enterprise and reduces current production costs and one-time costs associated with obtaining the types of energy necessary for the enterprise. For example, electricity consumption, like other types of energy, has so-called peaks and valleys. An isolated plant power plant therefore needs to have additional capacity in order to provide maximum load during peak hours. Conversely, during slump hours the power plant will have excess electricity. If it is included in the Unified Energy System, then during peak hours the enterprise takes energy from the energy system. On the contrary, when the demand for electricity decreases, such a station can supply excess electricity to the power system. Energy waste from production, i.e., secondary energy resources, is also used to supply energy to enterprises.
Large pressure losses in air networks with a significant length do not allow centralized supply of compressed air to the enterprise, even within the enterprise. Typically, stationary or mobile compressor stations located near consumer workshops are used to supply compressed air.
The basis for the rational organization of energy management at an enterprise is the correct planning of production and consumption of energy resources using balance methods. They make it possible to calculate the enterprise’s need for various types of fuel and energy based on production volume and progressive standards, as well as determine the most rational sources of covering this need. Energy balances are included in the group of material balances. They are divided: according to purpose - into strategic and tactical planning, as well as reporting; according to the degree of coverage - into summary (by enterprise, workshop), private (by units, types of energy resources, type of processing).
The working form of the balance sheet is built according to production-territorial and target characteristics (balance sheet items are grouped by production areas and direction of energy use; energy losses in enterprise networks are separately highlighted) and reflects the entire internal turnover of this type of energy, including the use of secondary energy resources. Drawing up balances should be accompanied by designing the energy load mode of the enterprise and the operating modes of generating installations. Drawing up balances begins with its expenditure part:
first, the need for all types of fuel energy in the main and auxiliary production of the enterprise and the consumption of energy and fuel for heating, ventilation, lighting, household and non-productive needs are calculated;
then the permissible (standard) values of energy losses in networks and converter installations and the total needs of the enterprise by type of resource are determined. On this basis, annual load schedules of the enterprise are compiled by type of energy resource.
Development of the incoming part includes:
determination of production resources of the enterprise’s generating installations and the possibility of obtaining fuel and energy from outside;
designing operating modes of the enterprise's generating units and determining their load schedules;
determining the amount to cover demand through own production, obtaining from outside and using secondary energy resources;
determining the amount of energy that can be released to the side.
Next, energy balances of the enterprise’s generating units are developed and the technical and economic indicators of their operation are calculated. The fuel balance is compiled for its individual types and brands. To compile reporting energy balances, differentiated and accurate accounting of fuel and energy consumption is required. Determination of the need for energy resources for individual elements before drawing up balances is carried out on the basis of their consumption rates.
The structure of the energy sector, for example, of a large machine-building enterprise, includes:
energy shops (electric power, thermal power, gas, electromechanical, low-current);
converting and generating plants (compressor room, boiler room, generating station, etc.);
shop and general plant energy transmission networks;
energy consumers (equipment, machines, furnaces, etc.).
The energy management of large enterprises is under the authority of the chief power engineer, while that of small enterprises is under the authority of the chief mechanic. The department of the chief power engineer includes a bureau (group) of energy use, power equipment, electrical and thermal laboratories. Ensuring uninterrupted power supply to a large plant with the necessary energy resources is entrusted to the engineers on duty who supervise the operation of the entire energy sector during the shift. The personnel of energy shops are divided into shift workers, who carry out routine operation of the equipment, and repair and installation workers.
Technical and economic indicators of the energy sector are divided into two groups:
on the efficiency of energy production: specific fuel consumption for electricity and heat production; efficiency factors of generating electrical and thermal energy; specific consumption of electrical energy per 1000 m3 of compressed air, etc.; cost per unit of energy type;
on energy efficiency: specific energy consumption by its types, types of work; structure of the energy balance of workshops and the enterprise as a whole; indicators of labor power supply.
The main directions for improving the energy sector and increasing the efficiency of its functioning are:
purchase of resource-saving equipment;
use of the most economical types of energy resources;
improving energy consumption patterns;
improvement of technological processes;
automation of production processes, accounting and control of resource use;
improving the design of power equipment;
application of calculation and analytical methods for rationing resources;
simplification of the structure of the enterprise's energy management;
stimulating improved use of resources, etc.
Organization of instrumental facilities
The tool economy of an enterprise is a set of departments and workshops engaged in the design, acquisition, manufacture, repair and restoration of technological equipment, as well as its accounting, storage and distribution to workshops and workplaces. For example, a large machine-building enterprise uses a wide range of technological equipment: cutting and measuring tools, dies, models, machine and metalwork fixtures, molds, universal prefabricated fixtures, auxiliary tools, etc.
The purpose of the functioning of the enterprise's tool economy is to organize the uninterrupted supply of workshops and workplaces with high-quality technological equipment in the required quantity and assortment with minimal costs for its design, acquisition (or production), storage, operation, repair, restoration and disposal. Enterprises, such as mechanical engineering, use a wide range of technological equipment. At an average machine-building plant, the number of items of equipment reaches 40 thousand. When switching to a new model of a truck, up to 20 thousand items of equipment are designed; in the cost of engineering products, the cost of technological equipment reaches 15%. In the total costs of technological preparation of production, equipment costs reach up to 60%. The design and manufacture of technological equipment is highly labor-intensive. These facts eloquently demonstrate the importance of developing instrumental support for production. A significant range of technological equipment determines the complexity of organizing work according to the stages of its life cycle and management functions. Organization of work on instrumental support of production includes:
technological control of design documentation for manufacturability of the design, interspecific and intraspecific unification of products, their components and structural elements (linear dimensions, radii, diameters, chamfers, threads, grooves, materials, coatings, etc.);
simplification of the kinematic diagram of products;
development of subject and technological specialization and production cooperation;
typification of technological processes;
unification of technological equipment and structural elements;
calculating the need for various types of tools and equipment;
calculation of tool inventories (operational stock located in the central tool warehouse);
design of premises, technical means and organizational projects for storage and delivery of equipment to workplaces;
design and production of special equipment;
conducting marketing research and concluding contracts for the purchase of technological equipment from outside, organizing its delivery to the enterprise;
incoming quality control of purchased technological equipment and quality of materials for the manufacture of universal and special equipment;
organization of equipment storage;
organizing the delivery of equipment to workplaces;
organization of equipment operation;
organization of accounting and control of the use of equipment;
organization of repair and restoration of equipment;
analysis of the effectiveness of equipment use;
development and economic justification of organizational and technical measures to improve the use of technological equipment;
encouraging improved use of equipment;
establishing relationships with suppliers of technological equipment in order to further improve its quality.
Due to the variety of tasks to be solved, the organizational structure of the enterprise's tool economy is quite complex. For example, at a large machine-building enterprise, the organizational structure of the tool department may consist of the following elements (as part of the tool department):
Deputy Head of the Equipment Production Department;
Deputy Head of the Equipment Operations Department;
technical sector;
planning and economic sector;
tool shops;
accounting department.
In turn, the following departments could report to the deputy head of the tool department for production: the marketing sector, the purchasing tool sector, the central tool warehouse, and the planning and dispatch sector. The Deputy Chief of Operations could report to the sector of technical supervision and scheduled preventive maintenance of equipment, the sector of standards, the sector of abrasive and diamond production, and the tool department of workshops. The head of the instrumental department, which includes all of the listed divisions, reports, as a rule, to the chief technologist of the enterprise.
The main directions for improving the instrumental economy and increasing the efficiency of its functioning are:
in the field of design of manufactured products and technology of their production - simplification of the design (structure) of products, its unification and standardization, typification of technological processes, control of manufacturability of structures, application of scientific approaches and optimization methods in product design;
in the field of design and production of industrial equipment - unification and standardization of equipment, its components and structural elements, the use of computer-aided design systems based on classification and coding of industrial equipment, reducing the duration of development and production of equipment;
in the field of management - the use of scientific approaches and methods, the development of marketing research, identifying the competitive advantages of an enterprise, improving accounting, control, analysis and motivation of work;
in the field of operation, repair and restoration of equipment - ensuring normal operating conditions for the central tool warehouse, tool distribution stores, organizing the provision of jobs, organizing centralized tool sharpening, strengthening technical supervision, streamlining the regulatory economy, improving operational accounting and expense limits, increasing efficiency of repair and restoration of equipment.
Organization of repair facilities
The repair department of an enterprise is a set of departments and production units engaged in analyzing the technical condition of technological equipment, monitoring its condition, maintenance, repair and developing measures to replace worn-out equipment with more progressive ones and improve its use. The implementation of these works must be organized with minimal equipment downtime, in the shortest possible time and in a timely manner, with high quality and at minimal cost. The efficiency of the repair facility largely determines the cost of manufactured products, their quality and labor productivity at the enterprise, since the share of costs for maintenance and repair of equipment in the cost of production reaches 10%.
The main reason for the significant costs of repair and maintenance of technological equipment is its low quality, as a result of which the costs in the operation of mechanical engineering products over the standard period of use are 5-25 times higher than their price. Compared to the best foreign models of a similar class, domestic technological equipment and vehicles require 3-5 times more funds for maintenance, use and repair. In turn, the low quality of domestic mechanical engineering products is explained by the low quality of marketing research and R&D. And as a result, the share of domestic engineering products competitive on the foreign market in 1998 was only about 1%. It follows that the efficiency of the repair facility depends both on the quality of the technological equipment laid down at the stages of strategic marketing and R&D and implemented at the production stage, and on the level of organization of the work of the repair facility in the sphere of equipment consumption.
Organizing a repair facility for a large enterprise includes performing a range of works:
analysis of the production and organizational structure of the enterprise from the point of view of ensuring proportionality, straightness, continuity, parallelism and automaticity of production processes;
analysis of the level of specialization, combination in order to optimize these parameters;
analysis of technological equipment according to the following indicators (factors):
the need for this equipment;
proportion of uninstalled equipment;
proportion of equipment under repair;
average age of technological equipment (by groups);
proportion of physically worn out equipment;
shift ratio of process equipment;
equipment utilization rate by productivity (by groups);
equipment utilization rate over time (by groups);
capital productivity analysis;
analysis of the structure of the active part of fixed production assets;
analysis of the level of production mechanization;
development of proposals for improving the forms of organization of production, production and organizational structure of the enterprise;
development of proposals to improve the use of equipment (by type);
development of standards for the need for equipment to replace its worn-out parts, technical re-equipment and capital construction;
development of standards for the need for spare parts for process equipment;
development of standards for the need for various types of materials and energy for process equipment and other elements of fixed production assets (FPF);
calculation of the need for production space for repair facilities;
calculation of the need for labor resources for the repair facility and its wage fund;
calculation of planned preventive maintenance (PPR) indicators for equipment (by type):
analysis of compliance with the maintenance schedule at the enterprise;
structure of the overhaul cycle by type of equipment; duration of the overhaul period;
labor intensity of equipment repair (by type of repair and type of equipment);
the need for resources for various types of repairs;
annual volume of repair work;
parameters for organizing plant maintenance work on enterprise equipment in time and space;
organization of repair work;
organization of overhaul maintenance;
organization of material and technical support for the repair facilities of the enterprise;
development, control and stimulation of a strategic plan for increasing the efficiency of repair facilities.
The listed types of work can be combined into three blocks:
economic, combining work: on accounting and analysis of the effectiveness of using the general fund; development of standards for the need for equipment to replace its worn-out parts, technical re-equipment, capital construction; development of standards for the need for spare parts and material resources for maintenance, use (operation) and repair of OPF; strategic planning for the reproduction of industrial production facilities, planning of equipment maintenance; planning material and technical support for repair facilities; development of proposals for improving the organizational and production structures of the repair facility (together with specialists from the organizational unit);
technical, including: carrying out technical supervision of the condition of equipment and other elements of the industrial production facility; carrying out maintenance of technological equipment; design, production and restoration of spare parts; performing various types of repairs of OPF elements;
organizational, including: organizing logistics for repair facilities; organization of incoming and outgoing quality control of materials, components, spare parts and equipment entering or leaving the repair facility; development of OPF elements; introduction of progressive forms of production organization for given conditions; improvement of the organizational and production structures of the repair facility.
The scope of work for each block is determined by four main factors: 1) complexity and range of products; 2) release program; 3) the level of specialization, combination and cooperation of the main production; 4) The level of specialization, combination and cooperation of the repair industry. In the conditions of development of market relations, there is a deepening and expansion of specialization and integration. Therefore, most of the listed works can be performed by specialized firms (enterprises, organizations) that provide high quality work and reasonable prices for their implementation.
The repair department at the enterprise is headed by the chief mechanic, reporting to the chief engineer (technical director). The structure of the repair department may include the following divisions: 1) economic department; 2) technical department; 3) organizational department; 4) mechanical repair shop; 5) warehouse. The functions of departments were discussed earlier.
The main directions for improving the repair facilities and increasing the efficiency of its functioning can be:
in the field of production organization - the development of specialization and cooperation in the production of main products, in the organization of repair facilities;
in the field of planning the reproduction of general industrial enterprises - the use of scientific approaches and management methods;
in the field of design and manufacture of spare parts - unification and standardization of spare parts elements, the use of computer-aided design systems based on classification and coding, reducing the duration of design work and improving their quality;
in the field of work organization - compliance with the principles of rational organization of production (proportionality, parallelism, etc.), the use of network methods and computers;
in the field of technical supervision, maintenance and repair of industrial production facilities - development of subject and functional specialization of work, increasing the technical level of the mechanical repair shop, increasing motivation to improve the quality of work, etc.
Organization of transport and storage facilities
The enterprise's transport and warehousing facilities are created for the delivery, storage and movement of various goods to the consumer in accordance with the terms of contracts, on time and along optimal routes. The main criteria for the functioning of transport and storage facilities are high-quality and timely provision of services at the lowest possible price. Let us consider the features of transport and storage facilities separately, the range of organizational issues related to their functioning, and areas for improving the quality and efficiency of the services provided.
The transport sector is the artery of the enterprise, connecting material flows. The rhythm and quality of the transport services provided determine the stability and efficiency of the enterprise as a whole. Transport operations are an important part of the production process, and vehicles are often used to regulate its progress and ensure a given rhythm of production (for example, using a conveyor). Rational organization of in-plant transport, optimization of cargo flows and cargo turnover contribute to reducing the duration of production cycles for manufacturing products, accelerating the turnover of working capital, reducing production costs, and increasing labor productivity.
Enterprises use various types of vehicles (classification):
in the service sector - means of inter-shop and intra-shop transport;
depending on the operating mode - vehicles of continuous (conveyor systems, etc.) and periodic operation (cars, self-propelled carts, etc.);
in directions of movement - vehicles for horizontal, vertical (elevators, elevators, etc.) and mixed movement (cranes, etc.);
by level of automation - automatic, mechanized, manual;
by type of goods being moved - vehicles for moving bulk, liquid and piece goods.
Organization of the enterprise's transport facilities includes the following work:
strategic planning for vehicle renewal;
analysis of the production structure of the enterprise, development and implementation of measures to improve it (from the point of view of the rationality of transport schemes, ensuring direct flow, proportionality, continuity and rhythm of production processes);
analysis of progressivity, load level and efficiency of use of vehicles over time and productivity;
selection and justification for the use of vehicles;
calculation of norms and standards for consumption (need) for material resources for the repair and maintenance needs of the transport sector;
drawing up cargo turnover balances (senders of goods are indicated horizontally, their recipients are indicated vertically);
design of cargo flow diagrams;
operational calendar planning of transport operations;
dispatching the work of enterprise transport;
accounting, control and motivation to improve the quality and efficiency of the transport sector.
The main directions for improving the quality and efficiency of the transport sector are:
deepening the subject and functional specialization of production, developing cooperation;
increasing the level of automation of production and management;
reducing the average age of vehicles and increasing the share of advanced vehicles;
improvement of regulation, accounting and control of the use of vehicles, motivation to increase their efficiency;
analysis of compliance with the principles of straightness, proportionality and continuity of production processes, development and implementation of appropriate measures.
The warehouse facility of the enterprise performs the functions of storing, accounting and controlling the movement of material and technical resources arriving at the enterprise and finished products. Warehousing must perform these functions efficiently, on time and at minimal cost. These three indicators are the actual criteria for the functioning of a warehouse. Depending on the volume of work, warehouses can be general plant or workshop. General plant warehouses, for example, machine-building plants, in turn, are divided into:
to material (warehouses of basic and auxiliary materials, fuel, timber);
semi-finished products and blanks for storing materials that have undergone appropriate processing in some workshops and intended for processing in others. These are warehouses for rough blanks produced by procurement shops, warehouses of finished parts produced by processing shops and going into assembly;
production, servicing the production process;
finished products, receiving finished products from workshops, packaging and sending them to the consumer;
waste and secondary raw materials;
household, intended for storing containers, work clothes, household materials, work equipment, etc.
The location of warehouses depends on the nature of material assets and their significance. Thus, material and production warehouses must be located closer to consumer workshops in order to ensure the shortest path for goods to pass. Warehouses for finished products are located closer to the assembly shops. According to their design, warehouses are open, semi-open, closed and special. In relation to machine-building production, workshop production warehouses include material, intermediate, finished parts, kitting and special warehouses.
Organization of warehouse management includes the following work:
analysis of the production structure of the enterprise for direct flow, proportionality, continuity and rhythm of production processes;
determination of the nomenclature and type of warehouse premises;
development of layouts for new warehouse premises, their design, construction;
development of operational calendar plans for warehouse operations;
organization of accounting and control of the movement of material flows through warehouses;
organizing the issuance and delivery of goods to consumers;
analysis of the efficiency of warehouse operations, development and implementation of proposals to improve its operation.
The directions for increasing the efficiency of the warehouse sector are approximately the same as for the transport sector.