The main workshops of an enterprise can be formed according to two principles: on the basis of the commonality of technological processes (technological form of specialization) or on the basis of the commonality of the processed objects of labor (subjective form of specialization). According to them, allocate three types production structure: technological, subject and mixed.
Technological type production structure is characterized by the fact that in individual industries nye subdivisions (shop, site) concentrated equipment designed to perform homogeneous operations. On one site, products with any technological route can be manufactured without changing the location of the equipment. Main benefits technological structure are the ability to apply progressive technological processes; the ability to make the most of the equipment and materials; simplification of technical management, especially when developing new products and expanding the range of manufactured products. Basic flaw technological type - the complication of inter-shop cooperative relations, as a result of which the need for inter-operational control increases, the duration of the production cycle increases, and transportation costs increase.
Subject type The production structure is characterized by the specialization of workshops in the manufacture of a limited range of products, and production sites - in the performance of certain groups of operations. The subject type of the production structure, in comparison with the technological one, has the following Benefits: reduces and simplifies interdepartmental cooperative communications; increases the responsibility of departments for the quality and timing of the release of the nomenclature assigned to them; reduces the duration of the production cycle; simplifies planning. disadvantage of the subject type is that in subject-specific production divisions, progressive processes of development of technology and technology are hampered due to the inability to produce too large a range of products.
Both subject and technological structures in pure form are rare. Most enterprises are dominated by mixed (subject-technological) structure, when procurement shops and sections are built according to the technological principle, and processing and assembly shops - according to the subject.
Types of production structure
Depending on the forms of administrative and economic separation of enterprise divisions, the production structure can be various kinds. The most common workshop structure. In addition to the workshop, other types of production structure are being formed in the industry: shopless, hull (block), combine.
Shopless the production structure is formed at small and some medium-sized enterprises, where workshops or production sites are created instead of workshops, usually subject-closed. The workshopless structure makes it possible to simplify the enterprise (production unit) management apparatus, bring management closer to the workplace, and increase the role of the foreman.
At hull (block) structure, groups of workshops, both main and auxiliary, are combined into blocks. Each block of workshops is located in a separate building. With a corps structure, the need for territory is reduced and the costs of its improvement are reduced, transport routes and the length of all communications are reduced. It is especially effective to combine workshops that are related in terms of the technological process or have close and stable production ties.
Kombinatskaya the structure is used in those industries where multiple, or complex, processing of mineral or organic raw materials is carried out on a large scale, i.e. where the predominant type of production enterprise is a combine (chemical and petrochemical industry, metallurgy, timber processing, light and food industry). At the same time, production units are organized on the basis of rigid technological links, which are continuous technological flows. All structural subdivisions are located on the same site and represent a single production, technological and territorial complex of specialized industries, strictly proportional to each other in terms of capacity (throughput).
Organizational structure of management an enterprise is an ordered set of management services, characterized by certain interconnections and subordination. A group of managers and specialists who are responsible for the development and implementation management decisions, constitutes the apparatus of enterprise management.
All the variety of production structures of the enterprise can be combined into certain types depending on the nature of the production activity of the enterprise and the organization of the production process. There are three main types of production structure of enterprises: technological, subject, subject-technological. Accordingly, the main forms of specialization of the main workshops of enterprises are also distinguished, depending on the stages in which the production processes take place: procurement, processing and assembly. Accordingly, specialization takes the following forms: technological, subject, subject-technological,
1. The technological structure implies a clear technological isolation of certain types of production. With such a structure, a certain part of the technological process is performed in the shops, consisting of several operations of the same type with a wide range of machined parts. At the same time, the same type of equipment is installed in the workshops, and sometimes even close in size. For example, foundry, forging and stamping, mechanical. Here, production is built on the principle of technological specialization, when each section performs technological operations a certain kind(see Fig. 2).
Rice. 2.
This type of production structure of the enterprise has certain advantages and disadvantages. Key benefits include:
relieved technical guidance the production process due to a small variety of operations and equipment;
more wide opportunities to regulate the loading of equipment, to organize the exchange of experience, the use of rational technological methods of production;
greater flexibility of production is ensured when mastering the production of new products and expanding the range of products produced without a significant change in the already used equipment and technological processes.
The disadvantages of the structure are:
the principle of direct flow is violated, the coordination of the work of shops is difficult, due to the lengthening of the routes of movement of objects of labor in the procurement and processing shops;
the production cycle is lengthened, the volume of work in progress increases;
the complexity and cost of intra-factory cooperation;
the responsibility of the heads of departments for the implementation of only a certain part of the production process is limited.
According to the technological principle, workshops are mainly formed at enterprises of single and small-scale production, producing a diverse and unstable range of products.
Rice. 3.
specializations.
Subject structure involves the specialization of the main workshops of the enterprise and their sections in the manufacture of each of them a certain product assigned to it or its part (assembly, unit) or a certain group of parts. The subject structure is typical for factories with a narrow subject specialization (see Fig. 3). For example, an automobile plant may have workshops for the manufacture of engines, chassis, gearboxes, bodies; at the machine-tool plant - workshops for the production of beds, spindles, shafts, body parts.
Shops with a subject form of specialization are characterized by a variety of equipment and tooling, but a narrow range of parts or products. The equipment is selected in accordance with technological process and is located depending on the sequence of operations performed, that is, the principle of direct flow is used. Such formation of workshops is typical for serial and mass production enterprises.
The subject structure allows you to organize conveyor production, arrange equipment along the technological process, use high-performance equipment and computer technology, which help to shorten the path of movement of parts, simplify and reduce the cost of inter-shop transportation of products, help reduce the duration of the production cycle.
The subject form of shop specialization, as well as the technological one, has its advantages and disadvantages.
Main advantages:
simple coordination of the work of workshops, since all operations for the manufacture of a particular product are concentrated in one workshop; ,
stable repeatability of the production process;
increasing the responsibility of the shop manager for the production of products in deadlines, the required quality and quantity;
simplification of operational and production planning;
reduction of the production cycle;
reduction in the number and variety of routes for the movement of objects of labor;
reduction of time losses for equipment readjustment, reduction of inter-operational time;
creation of conditions favorable for the introduction of flow methods of production, complex mechanization and automation of production processes.
These advantages lead in practice to an increase in the productivity of workers and the rhythm of production, to a reduction in the cost of production, an increase in profits and profitability, and to an improvement in other technical and economic indicators. However, there are also significant disadvantages, which include:
limited range of manufactured products;
narrow subject specialization of workshops, unable to produce the required range of products without costly reconstruction;
the release of a limited range of objects of labor is advisable to apply only in the case of large volumes of their release.
The technological and subject structure at the enterprise in its pure form is used quite rarely. Most often, many enterprises use a mixed structure.
Subject-technological (mixed) structure characterized by the presence at one enterprise of the main workshops, organized both by the subject and by the technological principle. For example, at machine-building enterprises, procurement shops (foundries, forges, presses) are simultaneously organized, built according to the technological principle, and assembly shops, built according to the subject principle.
The production structure of the enterprise workshop
Production area is a structural unit of the shop, which is separated into a separate administrative unit of the shop.
primary structural element site is workplace. The workplace is assigned to one worker or to a team of workers. Under the workplace at the enterprise, a part of the production area is allocated with the tools and other means of labor located on it, including tools, fixtures, devices, according to the nature of the work performed at this workplace.
The formation of production sites is based on a technological or subject form of specialization. Production sites are divided into two main groups: main and auxiliary. The main production sites are created according to the technological or subject principle.
In areas organized according to the technological principle (or according to the principle of technological specialization), operations of a certain type are performed. For example, in a foundry, sections can be organized in the following technological areas: manufacturing of cores, casting molds, processing of finished castings; in the forging shop, sections can be created for the manufacture of forged blanks on hammers and presses, the production heat treatment; in the mechanical shop - sections: turning, revolving, milling; in assembly - sections: nodal and final assembly of products, testing of their parts and systems, control and testing, painting.
In areas organized according to the principle of subject specialization, not individual types of operations are performed, but technological processes as a whole. As a result, the production of finished products is carried out at such a site.
With the subject form of specialization, the workshop is divided into subject-closed sections, each of which is specialized in the production of a relatively narrow range of products that have similar technological features, and implements a complete cycle of their manufacture. The equipment in these sections is located in accordance with the implementation of the principle of direct-flow movement of the parts assigned to the section.
There are three types of subject-closed areas:
· for the production of structurally and technologically homogeneous parts (for example: sections of rollers, bushings, flanges, gears, etc.);
· for the production of dissimilar parts, the entire manufacturing process of which consists of homogeneous operations and the same route (for example, a section of round parts, a section of flat parts, etc.);
for the production of all parts of a unit, a sub-assembly of a small assembly unit or the entire product (an incomplete system of operational accounting is used, in which a unit set is taken as an accounting unit).
The organization of subject-closed sections causes an almost complete absence of production links between sections, ensures the economic feasibility of using high-performance specialized equipment, allows you to get the minimum duration of the production cycle for manufacturing parts, and simplifies production management within the workshop.
The advantages and disadvantages of the technological and subject form of specialization are the same as in the formation of workshops in accordance with this form of specialization.
In cases where the workplace is assigned to perform a certain type of work with any details, equipment and workplaces, the sites are located on a group basis.
A section with a group combination of workplaces combines homogeneous equipment and workplaces where technologically homogeneous operations are performed.
The group arrangement of equipment and workplaces simplifies the technical management and maintenance of equipment, and also provides a quick change in the range of manufactured products without rearranging the equipment.
At the same time, the significant disadvantages of this method are: the complication of the paths of parts in the production process, the lengthening of the production cycle, the increase in the cost of intra-production transportation of parts, the complication of operational planning of production.
For the implementation of production processes, subject-closed areas are created, covering various jobs. Depending on the level of specialization of jobs, there are several ways of their subject combination: subject-group, subject-chain and subject-line.
subject-group the method of combining jobs at the site involves combining various groups homogeneous equipment necessary for a complete cycle of processing parts that are sequentially processed in batches on several machines. This method is used when processing homogeneous parts with a very short production cycle and a technological process consisting of a small number of operations.
Subject-group sections eliminate the shortcomings of the group combination of jobs and at the same time, in the conditions of mass production, retain its advantage - they do not require regrouping of jobs when changing the range of workpieces.
Subject-chain method groupings jobs is based on the placement of equipment in the course of the technological process of manufacturing the main, leading parts - along the chain. With this arrangement of equipment, the most labor-intensive or unified ones are chosen as the leading parts. Other parts processed on the site, while the technological process is similar to the leading parts, may have some differences in the sequence of operations, and, consequently, some return movements in the process of their processing. However, the main group of parts of the site is transferred from machine to machine in the order of the equipment. Forms of a combination of jobs based on this method may be different.
Subject-flow grouping characterized by the location of jobs in the course of the technological process of the workpiece or the assembled product, and the number of jobs in each operation is calculated in such a way that their performance is as strictly as possible coordinated. This grouping is used for the manufacture of parts, as well as the assembly of products of one or more standard sizes. Depending on the degree of coordination of the productivity of workplaces and the continuity of work, there are several options for subject-flow grouping, including two main ones - direct-flow and continuous-flow lines.
The most common way of placing equipment is linear (Fig. 4).
Much attention is paid abroad to the search for rational ways of locating equipment. At the enterprises of the company "Toyota" to strengthen the regulation of output volumes by streamlining and redistributing work force machine tools are located in the form of U-shaped lines (Fig. 5).
Rice. four.
With this arrangement of equipment, the initial and final operations of the production line are located in the same place or next to each other. The next blank can enter the input of the production area when the corresponding finished product leaves it through the exit. Since these operations are carried out by the same worker, the number of products in work-in-progress can be maintained at a constant level. At the same time, having a task on each machine, it is easy to detect out-of-sync between work operations, which encourages the improvement of the production process.
Rice. 5.
An important part of the production structure of the workshop is the composition of auxiliary and service units. These include: a section for the repair of equipment and tooling, a section for centralized sharpening of tools. These sections unload auxiliary shops (repair-mechanical, instrumental, etc.) from the implementation of small orders and urgent work.
Auxiliary production sites are organized according to the same principles as the main production sites. Auxiliary ones include areas for current repair and maintenance of metalworking and power equipment; instrumental distribution area; plot transport support, teaching stock for repair and maintenance of the technological equipment of the enterprise. At centralized system service organizations and current repair at the enterprise, auxiliary sections in the shops are not created.
The service structural divisions of the main production shops include: warehouses(material and tool pantries), intra-shop transport and points for the implementation of technical quality control of products, equipped with control and measuring equipment.
For quantitative analysis of the production structure, a wide range of indicators characterizing:
1) the size of the production units of the enterprise in terms of output, number of employees, cost of basic production assets, capacity of power plants;
the degree of centralization of individual industries at the enterprise, for example, the ratio of the volume of work of the tool shop to general manufacturing factory tools;
the ratio between the main and auxiliary subdivisions in terms of the number of employees, the size of the production area, the cost of fixed assets;
proportionality of the production units included in the enterprise. Proportionality is determined by the ratio of the sections interconnected by the production process, according to production capacity and labor intensity. Proportionality analysis allows you to identify "narrow" and "wide" places, i.e. areas with small and excess capacity;
the level of specialization of individual production subdivisions, determined by the number of detail operations performed at one workplace;
the efficiency of the spatial location of the enterprise. It can be characterized by the development coefficients of the territory. It is determined by the ratio of the area occupied by buildings, structures and all equipment to the area of the entire territory of the enterprise. For new plants, the coefficient of use of territories is 0.45-0.55;
the nature of the relationship between departments, determined by the following indicators: the number of shops through which the object of labor passes before turning it into a finished product, the length of transport routes for the movement of semi-finished products, freight turnover between shops.
The main elements of the production structure of the enterprise are jobs, sites and workshops. Primary and most important link spatial organization production is workplace. A workplace is an organizationally indivisible link in the production process, serviced by one or more workers, designed to perform a specific production or service operation, equipped with appropriate equipment and organizational and technical means. Plot- a production unit that combines a number of jobs grouped by certain features, carrying out part of the overall production process for the manufacture of products or maintenance of the production process. In small and medium-sized enterprises where a shopless structure has been introduced, the production site may have features characteristic of a shop (see below).
Shop-- most a complex system, which is part of the production structure, which includes production sites and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relations.
The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is a separate organizational, technical and administrative production unit and performs the tasks assigned to it. production functions. Each workshop receives a single task from the plant management that regulates the scope of work performed, quality indicators and marginal costs for the planned scope of work.
Usually distinguish the following types workshops and production sites: main, auxiliary, service and secondary.
AT main workshops and at production sites, either a certain stage of the production process is performed to convert the main raw materials or semi-finished products into finished products of the enterprise (for example, foundries, mechanical and assembly shops at a machine-building plant), or all stages of production are performed for the direct manufacture of any product or part of it (shop of refrigerators, shop of round calibers, etc.).
Auxiliary shops or sites contribute to the release of the main products, creating conditions for normal operation main workshops: they equip them with tools, provide energy, etc. The auxiliary workshops include repair, tool, model, energy and some other workshops.
Service shops and farms perform work on servicing the main and auxiliary shops, being engaged in the transportation and storage of raw materials, semi-finished products and finished products, etc.
Side shops are engaged in the use and processing of waste from the main production (for example, a consumer goods workshop).
The specialization of workshops takes the following forms: subject; detailed (aggregate); technological (stage); territorial, as well as mixed.
Subject specialization consists in concentrating in separate shops the main part or the entire production process for the manufacture of specific types and sizes of finished products. For example, in a confectionery factory, there are separate workshops for the production of caramel, for the production of cookies and for the production of cakes. Common to these various shops is a single engineering and technical service, logistics and sales of products, storage facilities, which reduces their overall production costs.
Detailed (aggregate) specialization most common in mechanical engineering. Its essence lies in the fact that each workshop is assigned the production of not the entire machine, but only individual parts or assemblies.
Organization of the main production
Primary production- the composition of workshops and sections of the enterprise in which operations for the manufacture of products are performed.
The task of organizing the main activity of the enterprise is to choose such combinations of objects, means of labor, which would ensure the performance of a variety of services in accordance with the wishes of customers. High Quality and within the stipulated time. Moreover, when organizing the main activity, the enterprise seeks to provide itself with the conditions of self-sufficiency, i.e. achieving profit. Therefore, a very important issue is the choice of types of production.
Type of production- a comprehensive description of the organizational and economic features of production, due to its specialization, volume and constancy of the product range, the form of movement of products in the workplace. There are three types of production.
Mass production- for long period time is made a large number of homogeneous products. In mass production, prerequisites are created for the widespread use of special equipment, the organization of production lines, the narrow specialization of jobs and workers, and the increase in production labor on this basis.
Mass production provides for the manufacture and processing of products in series (batches). Orders in a batch are selected according to the commonality of production technology. Series of homogeneous products may be repeated from time to time. Compared to mass production, the range of manufactured products is narrowed, a significant amount of special equipment is used. Production is characterized by periodic breaks in the operation of equipment for changeovers.
Single production- involves the manufacture of a wide range of non-repeating products or occasionally repeating out of any sequence or pattern. Mainly used universal equipment, workers should be highly qualified, labor productivity is the lowest.
The analysis shows that according to economic indicators mass production is the most efficient.
Enterprises can differ from each other not only in size production areas, structures, buildings, infrastructure, scale of production, equipment, but also the degree of specialization in the manufacture of a particular product in the quantity and range specified by the plan. So, the more limited the range of products manufactured by the enterprise, the higher the level of specialization will be considered.
The growth in the scale of production, which is primarily characterized by the number of goods produced, with a decrease in the number of nomenclature names will further contribute to the deepening of the specialization of firms.
Definition 1
In this way, production structure the enterprise is a reflection of the nature of the division of labor between its individual structural divisions - workshops (that is, the nature of their subject or production and technological specialization), and also determines the degree of interconnection between workshops and various other divisions of the company (that is, determines the methods and forms of intra-factory cooperation)
The most popular are 3 main types of production structure: technological, subject, as well as subject-technological or mixed(Fig. 1):
Technological structure
This type of production structure implies a rigid technological isolation of individual industries. With a technological production structure, a certain part of the technological process is done in the shops, which includes only a few operations of the same type. At the same time, in the shops, as a rule, the same type of equipment is installed (sometimes even comparable in size). At this type production structure, the production process is based on the principle of technological specialization. That is, each section performs strictly defined technological operations of a certain type (for example: a sourdough shop, a dough mixing shop, an oven shop, a brew shop, etc.).
Basically, according to this principle, workshops are formed at enterprises of small-scale and single-piece production, where a diverse and unstable range of goods is produced.
Subject structure
This type of production structure implies the specialization of the main workshops, as well as their sections, in the manufacture of only a certain product or part of it (aggregate, unit) or a certain group of goods. The subject production structure is typical for plants with a narrow subject specialization. So, for example, a bakery may have workshops where buns, pies, loaves, etc. are baked.
For structural divisions of enterprises with a subject form of specialization, the most diverse equipment and equipment is characteristic, but at the same time, there is a rather narrow range of products. The equipment is selected in strict accordance with the technological process. The equipment is located depending on the sequence of operations performed (the principle of direct flow). This kind of formation of workshops is typical for mass and serial production firms.
The subject structure makes it possible to:
- arrange the equipment in accordance with the course of the technological process
- organize high-performance conveyor production
- significantly reduce the cost and simplify inter-shop transportation of products and semi-finished products
- use high-performance equipment that contributes to a significant reduction in the production cycle
Subject-technological structure
This type of production structure, as is already evident from the name itself, is characterized by the presence of the main workshops at the enterprise, organized both by subject and by technological principle.
A manufacturing enterprise is a separate specialized unit, the basis of which is a professionally organized labor collective. Manufacturing enterprises include plants, factories, combines, mines, quarries, ports, roads, bases and other economic organizations for industrial purposes.
Each enterprise is a single production and technical organism. Production and technical unity is the most important feature of the enterprise. It is determined by the common purpose of manufactured products or the processes of their production and creates conditions for qualified and efficient management of the enterprise.
An enterprise may consist of technologically homogeneous shops or sections (spinning shops at a spinning mill, shops for small, large and other types of casting at a foundry); from technologically heterogeneous shops or sections, as a result of the joint efforts of which certain products are produced (foundry, forging, thermal, mechanical and other shops of machine-building plants; spinning, weaving and finishing shops of textile factories; blast furnace, open-hearth and rolling shops of metallurgical plants, etc. .).
An essential feature that unites the enterprise into a single organism is the presence of a common auxiliary economy serving all parts of the enterprise, as well as the unity of the territory (the latter is not necessary in some cases, for example, at combines). The common auxiliary economy and the unity of the territory create closer ties between the individual links of the enterprise.
The enterprise also has organizational unity, which means that there is a single management, accounting, and development strategy.
An important feature that characterizes an enterprise is its economic unity, that is, the unity of the team of workers employed on it, the commonality of material, technical and financial resources, as well as economic performance.
Company structure
Structure is a set of elements that make up a system and stable links between them. The structure of an enterprise is the composition and ratio of its internal links: workshops, departments, laboratories and other components that make up a single economic object. The factors determining the structure of an enterprise are: the nature of the product and the technology of its manufacture, the scale of production, the degree of specialization of the enterprise and its cooperation with other factories and plants, as well as the degree of specialization of production within the enterprise.
There is no set standard for structure. The structure of a particular enterprise is constantly being adjusted under the influence of production and economic conditions, scientific and technological progress and socio-economic processes.
Along with this, with all the variety of structures, all manufacturing enterprises have identical functions, the main of which are the manufacture and marketing of products. In order to ensure normal functioning, the enterprise must include workshops or workshops for the manufacture of the main products (performance of work, provision of services) and maintenance of the production process.
In addition, each enterprise, regardless of its size, industry affiliation and level of specialization, is constantly working to place orders for the manufacture of products; organizes its preservation and sale to the customer; ensures the purchase and supply of the necessary raw materials, materials, components, tools, equipment, energy resources.
Finally, in order for each employee at any time to do exactly what is needed for the rest and the entire enterprise as a whole, governing bodies are needed. These bodies are entrusted with the task of determining a long-term strategy, coordinating and monitoring the current activities of personnel, as well as hiring, processing and placement of personnel. All structural units of the enterprise, thus, are interconnected through the management system, which becomes its head body.
Unlike the general structure, the production structure of an enterprise is a form of organization of the production process and is expressed in the size of the enterprise, in the number and composition of workshops and services created at the enterprise, their layout, as well as in the composition, number and layout of production sites and jobs. inside workshops created in accordance with the division of the production process into large links, partial production processes and production operations.
The production structure characterizes the division of labor between the divisions of the enterprise and their cooperation. It has a significant impact on the technical and economic indicators of production, on the structure of enterprise management, the organization of operational and accounting records.
The production structure of the enterprise is dynamic. With the improvement of technology and production technology, management, organization of production and labor, the production structure is also being improved. Improvement of the production structure creates conditions for the intensification of production, effective use labor, material and financial resources, improving product quality.
Elements of the production structure
The main elements of the production structure of the enterprise are jobs, sites and workshops. The primary and most important link in the spatial organization of production is the workplace. A workplace is an organizationally indivisible link in the production process, serviced by one or more workers, designed to perform a specific production or service operation, equipped with appropriate equipment and organizational and technical means. One worker can work at the workplace (for example, a turner at lathe, locksmith at the vise) or a group, a team of workers (for example, a blacksmith, a heater, a feeder - at a blacksmith's hammer, a team of locksmiths - at an assembly stand). In some cases, a multi-station workplace is created when one worker uses two or more pieces of equipment.
Plot- a production unit that combines a number of jobs grouped according to certain characteristics, carrying out part of the overall production process for the manufacture of products or maintenance of the production process. In small and medium-sized enterprises where a shopless structure has been introduced, the production site may have features characteristic of a shop (see below). Only the degree of administrative and economic independence of such a section is less than that of the shop, and the service apparatus is much more limited than the shop apparatus. At the production site, in addition to the main and auxiliary workers, there is a leader - the foreman of the site.
Production areas are specialized in detail and technologically. In the first case, jobs are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - to perform the same operations.
The sections connected with each other by constant technological connections are united into workshops.
Shop- the most complex system included in the production structure, which includes production sites and a number of functional organs as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relations.
The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is a separate organizational, technical and administrative production unit and performs the production functions assigned to it. Each workshop receives a single task from the plant management that regulates the scope of work performed, quality indicators and marginal costs for the planned scope of work.
Usually, the following types of workshops and production sites are distinguished: main, auxiliary, service and secondary.
AT main workshops and at production sites, either a certain stage of the production process is performed to convert the main raw materials or semi-finished products into finished products of the enterprise (for example, foundries, mechanical and assembly shops at a machine-building plant), or all stages of production are performed for the direct manufacture of any product or part of it (shop of refrigerators, shop of round calibers, etc.).
Auxiliary shops or sections contribute to the production of the main products, creating conditions for the normal operation of the main shops: they equip them with tools, provide energy, etc. The auxiliary ones include repair, tool, model, energy and some other shops.
Service shops and farms perform work on servicing the main and auxiliary shops, being engaged in the transportation and storage of raw materials, semi-finished products and finished products, etc.
Side shops are engaged in the use and processing of waste from the main production (for example, a consumer goods workshop).
These principles underlie the structure of the enterprise of any industry. Enterprises have especially much in common in the construction of auxiliary and service farms. Repair and energy shops, transport and storage facilities are created at enterprises of any industry. The machine-building enterprise has a tool shop, and the textile factory has a roller and shuttle workshops that produce the tools necessary for textile production.
At the same time, enterprises of various industries have individual characteristics in the structure, which are determined mainly by the nature of the main production. As for the organizations for servicing workers, they are, as a rule, of the same type as those that exist at enterprises in other industries.
Workshop specialization
The main production shops are formed in accordance with the profile of the enterprise, as well as depending on specific types of products, scale and production technology. At the same time, they are faced with the tasks of timely release of products, reduction of production costs, improvement of the quality of products, the possibility of prompt restructuring of production for the production of new products in accordance with rapidly changing market needs. These tasks are solved on the basis of rational specialization and location of workshops, their cooperation within the enterprise, ensuring the proportionality and unity of the rhythm of the production process from the first to the last operation.
The specialization of workshops takes the following forms: subject; detailed (aggregate); technological (stage); territorial, as well as mixed.
Subject specialization consists in concentrating in separate shops the main part or the entire production process for the manufacture of specific types and sizes of finished products. For example, in a confectionery factory, there are separate workshops for the production of caramel, for the production of cookies and for the production of cakes. Common to these various shops is a single engineering and technical service, logistics and sales of products, storage facilities, which reduces their overall production costs.
Detailed (aggregate) specialization most common in mechanical engineering. Its essence lies in the fact that each workshop is assigned the production of not the entire machine, but only individual parts or assemblies. For example, at an automobile plant, engines are separately manufactured in specialized workshops, a gearbox, a cabin, etc. are separately manufactured. All these units are transferred to the assembly shop, where the finished car is assembled from them.
Technological (stage) specialization based on the operational division of labor between departments. At the same time, in the process of movement of objects of labor from raw materials to finished products, fundamental differences in the production technology of each workshop stand out. So, at a textile mill, raw materials first enter the carding shop, where they are converted into fiber. The last goes to the spinning shop. Threads are spun from the fiber in this workshop, from which the fabric is made in the weaving workshop. The final finishing of the canvas is carried out in the dyeing shop.
At a number of enterprises, in order to improve the quality of processing, reduce production costs or improve sanitary working conditions, one technological operation is assigned to individual workshops and sections. For example, the painting of individual assemblies and parts from which it is completed finished products. These can be heat treatment operations, drying of materials, etc., i.e. a separate technological stage of manufacture finished products. Stage specialization of workshops and sections is widely used in almost all industries, in construction, and partly in agriculture.
Territorial specialization production units is most typical for transport enterprises, Agriculture and construction. At the same time, each workshop, section can perform the same work and produce the same products, but in different, distant territories.
A mixed type of production structure is often found in light industry (shoes, clothing industry), in mechanical engineering and in a number of other industries. This type of production structure has a number of advantages: it reduces the volume of intrashop transportation, reduces the duration of the production cycle for manufacturing products, improves working conditions, and reduces the cost of production.
Improving the production structure implies the expansion of subject and mixed specialization, the organization of sites and workshops with a high load of equipment, the centralization of auxiliary departments of the enterprise.
Vasily Ilyich Titov, Doctor of Economics, Professor of the Department of Economics and Enterprise Management Russian University Friendship of Peoples (PFUR).