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Today, the fact that small businesses are very important to the US economy is widely recognized. If we analyze the differences between the industries that produce discrete components and industries that produce consumer goods such as gasoline, sugar, chemicals, etc., we can see that over 70% of enterprises of the first type are small, i.e. with a staff of no more than 100 people. According to one assessment of experts, almost all new jobs created in the US since 1984 have come from small firms.
However, according to research by Paul Swamidass, the advantages of large enterprises over small ones cannot be exaggerated. In his work on SIC manufacturing plants (sections 33-38 i.e. manufacturers of discrete components), he indicates that small plants reported a return on investment of 11.5 %, while large - 14.7%. Further studies showed that in small enterprises the volume of sales per employee was 114 thousand dollars, and in large enterprises - 144 thousand dollars. This means that, on average, one worker in a large factory produced a product that sold $30,000 more than a worker in a small factory. One cannot but agree that this is a good excuse for the fact that the former usually received higher wages.
Based on the results of the research, the following important conclusions were drawn.
- Small enterprises lag behind large ones in terms of return on investment and sales per employee.
- Smaller businesses report shorter average lead times in weeks because they tend to produce less complex products. In addition, they are characterized by a lower cost of goods sold (COGS) as a percentage of total costs, which often means smaller sizes wages. Smaller plants' lower COGS does not make them more profitable, perhaps because they tend to have higher marketing and overhead costs.
- The reports of large enterprises indicate a shorter recovery time compared to small plants (27.7 and 32.5 months, respectively). This means that larger enterprises able recover investments spent on equipment faster than small ones, which is a clear advantage for the former, especially when it comes to investing in capital-intensive equipment.
- Inventory turnover rates and the range of products manufactured by small and large enterprises are approximately the same.
However, in many cases, the size of the enterprise is determined by the equipment not used on it, labor costs, or some other capital investment. The main factors are often the cost of transporting raw materials and finished products to (from) enterprises. So, for example, it will be very difficult and expensive for a cement plant to serve a customer plant located more than a few hours away. It is for this reason that large automotive companies such as Ford, Honda, Nissan And toyota, locate their plants in specific international markets. At the same time, the size of the enterprise is dictated by the predicted size of the market that the company intends to enter. As described in the sidebar "Korean Automakers' Risky Expansion Plans," Korean automakers appear to believe they can overcome these regional restrictions. What will come of this, the future will show.
Risky plans for the expansion of Korean automakers
Despite an already highly saturated domestic market, the five major automotive companies South Korea intend to allocate 10 billion dollars and by 2001 to double the production of cars. Korean manufacturers say their expansion plans are focused mainly on exports. However, according to analysts in the industry, there is no guarantee that export sales will be strong enough to offset sales losses in Korea's ever-shrinking domestic market. This view is supported by the recent trend in the US market, where buyers have recently preferred to buy American-made cars and small trucks, as well as in the increase in demand for small trucks, which has recently begun to overtake demand for cars.
A source. The Wall Street Journal, March 10, 1994, p. B6; business week, March 7, 1994, p. 46; business week, March 21, 1994, p. 32.
Productivity growth curve
A well-known concept of capacity utilization planning is the use of the properties of the productivity growth curve (experience accumulation curve). As an enterprise produces more and more products, it gains experience in the most efficient methods of production, due to which it is able to reduce production costs in a predictable manner. Every time the total output of a plant or factory doubles, the cost of production is reduced by a certain percentage, which varies depending on the industry. On fig. Figure 7.1 shows the effect of a 90% productivity curve on the cost of producing hamburgers. (For a detailed discussion of productivity growth curves, see the appendix to Chapter 11.)
Savings from increased productivity and scale
The astute reader must have already realized that large enterprises usually have advantages over their small competitors in two main ways. First, they can benefit from the economies of scale effect, and secondly, they can produce large volumes of output due to the effect described by the productivity growth curve. Companies often use both of these advantages as their competitive strategy, initially building a large plant with significant economies of scale and subsequently using relatively low costs to pursue an aggressive pricing and sales strategy. As a result of increased sales, they move down the productivity curve faster than their competitors, allowing the company to further cut prices and increase production. However, for such a strategy to be successful, the firm must satisfy two criteria: (1) its product must meet customer demand, and (2) the demand for the product must be large enough to support large volumes of its production. Consider an example with a company Chrysler. By the early 1970s, thanks to economies of scale and experience gained, the firm had the lowest production costs of any US automaker. However, unfortunately, by this time its cars had ceased to satisfy the needs of consumers, and the company could no longer sell its products in quantities sufficient to operate huge plants in accordance with planned technical requirements, which led to the fact that the costs Chrysler gradually became the largest among American car manufacturers at that time.
Rice. 7.1. Productivity Growth Curve (Experience Gain)
A source. C. Hart, G. Spizizen and D. Wyckoff, "Scale Economies and the Experience Curve: Is Bigger Better for Restaurant Companies?", The Cornell H.R.A. Quarterly, May 1984, p. 96.
Power focusing
As discussed in Chapter 2, the essence of the concept of focusing production is that enterprises operate with the greatest efficiency if they are aimed at performing a limited number of specific production tasks 2 .
This means, for example, that no firm can expect to simultaneously achieve the highest results in all indicators of production efficiency: cost and product quality, production flexibility, frequency of development of new products, product reliability, lead time for new products to release and size. investment. On the contrary, each company must perform a limited number of tasks, the implementation of which would best contribute to the achievement of its main corporate goals. However, as a result of this breakthrough in production technologies Recently, there has been a trend when companies set themselves the goal of achieving the highest results in all of the above indicators. How is this apparent contradiction resolved? On the one hand, it can be said that if a company does not have the technologies that allow it to achieve several main goals at once, then it would be logical for it to choose a narrower focus of its activities. On the other hand, one important practical reality must be recognized: not all firms operate in industries that require the full range of their capabilities to compete.
Concept power focusing(Capacity Focus) in practice is often implemented through the so-called "Plant Within Plant" (PWP) mechanism in the terminology proposed by Wickham Skinner. A Focused Enterprise may include several of these PWPs, each with a separate organizational structure, equipment and policy for process use and control labor force, production control methods and so on for each individual product, even if these products are produced under the same roof. This approach, in fact, allows you to find the optimal level of functioning of each department (workshop) of the organization and, thus, transfers the concept of focusing capacities to the operational level.
Flexibility of production capacities
concept production capacity flexibility(Capacity Flexibility) means the ability of an enterprise to quickly increase or decrease the volume of production or transfer capacity from the production of one product or the provision of a service to the production of other goods or the provision of other services. This flexibility is achieved through the flexibility of the enterprises themselves, processes and workforce, as well as through the implementation of strategies in accordance with which the company can use the capacities of other organizations.
Agile Enterprises
In all likelihood, the ultimate goal of enterprise agility is to achieve zero transition time to new products. Through techniques such as the use of mobile equipment, mobile partitions and easily changeable service routes, these types of businesses can adapt to any change in real time. As a well-understood example of a similar approach that clearly embodies the essence of the flexible enterprise, we can think of an enterprise with equipment that is easy to install and just as easy to dismantle and move from place to place: these are the circus tents that were widespread in the past, for example, the circus Ringling Bros. - Barnum and Bailey Circus 3 .
Flexible workflows
Flexible technological processes, on the one hand, are reduced flexible production systems, and on the other, easily reconfigurable equipment. Both of these technological approaches make it possible to quickly and cost-effectively switch from one product range to another, thus achieving the so-called scale effect(Economy Of Scope Scale). Economies of scale occur when different types of products can be produced in combination with each other at a lower cost than individually.
Flexible workforce
A flexible workforce means that workers in an enterprise have a variety of skills and the ability to quickly and easily switch from one job to another. Such workers must receive more extensive training than narrow specialists. In addition, managing this type of workforce requires specialized managerial and support staff to ensure quick and accurate job changes.
Capacity utilization planning
Issues related to increasing production capacity
If a company decides to increase the capacity of its enterprise, it has to consider many issues, the most important of which is to maintain a balance production system, the frequency of renewal of production capacities and the possibility of using capacities from external sources.
Keeping the System Balanced
In a perfectly balanced enterprise, the output from the first production stage corresponds exactly to the possibilities of the production resources of the second stage, which, in turn, gives the volume of production that is optimal for the third stage, and so on. However, in practice, such "perfect" projects are impossible, and are not needed. One reason for this is that different stages tend to have different best operating levels. So, for example, shop #1 can operate most efficiently, producing 90-110 units of products per month, while shop #2, which is the next stage of the technological process, is most efficient at producing 75-80 products, and shop #3, those. the third stage of the process, works with the best performance in the production of 150-200 units of products per month. The second reason is that fluctuations in demand for products and changes in manufacturing processes usually lead to some system imbalance on their own, with the exception of automated production lines, which are, in fact, nothing more than one large machine.
There are several ways to deal with system imbalance. One of them is to increase the production capacity of those stages that act as "bottlenecks". This is achieved through temporary measures such as overtime scheduling, long-term equipment leases or additional capacity through subcontracting. Another way is to create a reserve inventory at the stage that is the "bottleneck", guaranteeing an uninterrupted output of products. (This is the essence of the production synchronization method, detailed in Chapter 20.) The third way is connected with duplication of production capacities.
Production capacity update frequency
When updating the production capacity of a workshop or enterprise, two types of costs should be considered: the costs of upgrading too often and the losses from upgrading too infrequently. Very frequent capacity upgrades are usually costly for the company. First, it entails such direct costs as the cost of removing and replacing old equipment and training personnel to work on new machines.
Secondly, when upgrading, it is necessary to purchase new equipment, the cost of which, as a rule, significantly exceeds the selling price of the old one. And finally, thirdly, with frequent modernization, time costs arise as a result of not using any production or service areas during the transition to the production of new products.
At the same time, too infrequent modernization of production facilities is also costly for companies. In this case, additional production resources are purchased in large quantities, and any excess resources purchased by the company until they are used must be considered as overhead. On fig. Figure 7.2 clearly shows the difference between frequent and rare increases in production capacity.
Rice. 7.2. The effect of the frequency of increase in production capacity
External sources of increasing production capacity
In some cases, it is economically advantageous not to increase the capacity of the enterprise at all, but to use some external sources. Organizations most often use techniques such as subcontracting or capacity sharing. As an example of the first approach, it is appropriate to mention the signing of subcontracts by Japanese banks to clear checks in California. An example of sharing production capacity would be two airlines serving two different routes with different seasonal demand, which exchange aircraft during periods when the routes of one company are very busy, and the second is relatively free (cars are repainted in the corresponding color). Recently, a new trend has emerged in this industry: the use of the same flight number, even if the airline changes the course of the flight. A new approach to capacity sharing is when consortiums jointly own flexible facilities by sharing their operating time (see sidebar "Capacity Sharing with Time Sharing").
NOVATION
Sharing production facilities
with time distribution
With the support of the US Department of Commerce and others government organizations and universities, it is now common to create small businesses to be shared between large consortiums and mid-sized US plants and factories. The main characteristic of such flexible and fully automated plants is that their production facilities are shared by other enterprises. Any company can buy the operating time of a factory whose equipment, thanks to the possibility of frequent reprogramming of the appropriate software, allows the production of thousands different products for a variety of firms operating in various industries. Such a facility is capable of producing 1, 10, or 1,000 units of output at virtually the same cost and economies of scale that would be produced in the plant for which the product is intended, yet it offers world-class operational excellence. In addition, by using such facilities, companies can significantly reduce the huge cost of preparing for the release of new products, since in this case they no longer have to work with part-time production capacity for a certain period of time. Agile enterprises are also being used to support the development of new plants and factories and to conduct test marketing activities. The use of production capacity with the distribution of the operating time is an alternative approach to increasing capacity.
A source. Excerpt from Shirley B. Drefus (ed.). Business International's Global Management Desk Reference(New York: McGrow-Hill, 1992), p. 242-243.
Determining the need for production capacity
When determining the needs for production capacities, it is necessary to take into account the demand for individual types of products, the capabilities of a particular enterprise and the structure of production distribution by enterprise divisions. Typically, the procedure for determining the need for production capacity includes three stages.
- Use the forecasting methods (details in Chapter 13) and make a forecast of sales of specific products for all items in the assortment.
- Calculate the equipment and labor requirements needed to meet projected sales volumes.
- Make a plan for loading equipment and labor for a certain period.
Typically, the company then evaluates reserve power, which is equal to the difference between the available (design) capacity and the capacity planned for use. For example, if the expected annual demand for output is $10 million and the available capacity is $12 million, then the plant has a 20% headroom. A 20% power reserve corresponds to an 83% capacity load factor (100/120%).
If the firm's design capacity is less than the capacity needed to meet production demand, it is said to have a negative capacity reserve. So, for example, if a company has to produce $12 million annually but is only able to produce $10 million, that means it has a negative 20% capacity headroom.
The formation of production plans should be carried out, in addition to the unconditional fulfillment of the order on time, also taking into account the most efficient use of production capacities, which in market conditions is of great economic importance.
At the same time, it is necessary to solve the problems of forming the DC system and distributing the work performed by the DC.
To form a DC system, which is understood as an integrated group of homogeneous TS within an organization or production unit, set theory is used here. In accordance with this, the RC system is formed as follows.
First of all, an inventory of vehicles is carried out, which provides updated information about their quantitative and qualitative condition; their reflecting set has the following form:
m = (m, |/ = C7*)> (8LZ>
where Im - the number of units of the vehicle;
M, is a set representing the /-th unit:
m, - (№p, mp, ~)> (8L4)
where Mn is the inventory number of the vehicle;
Ma - the name of the vehicle.
Information only about the TS is not enough to form the RC. Production planning in MMEP is limited not only by the TS time fund, but also by the available labor resources. Therefore, the formation of the DC should be carried out taking into account the professional composition of the main production workers, the set of which has the form
where I - the number of employees;
L(. - set reflecting the /-th worker:
where La is the personnel number of the employee;
Yaa is the name of the worker.
Available vehicles and employees are distributed into groups according to the signs of interchangeability of the work performed and belonging to a structural unit; the set of subdivisions can be specified by the set P:
where Ie is the number of subdivisions;
/). - a set representing the /-th subdivision. Grouped TCs and employees, collectively referred to as RCs, can be represented as follows:
^ = |^. r = 1,/^|, (8.18)
where is the number of RCs;
1?1 - set reflecting the /-th RC. Then the set reflecting the /th subdivision has the form
where is the set of RCs in the /-th subdivision;
/y4 - set of attributes of the /-th subdivision, having the form where F* - subdivision code;
Fa - the name of the subdivision.
After the formation of the DC system, planning of their loading is carried out, this task in the conditions of MMEP also has its own peculiarities.
Capacity Requirements Planning (CRP) is carried out for each distribution center, and the CRP process takes into account only the components of the order structure that are produced. The result of the work is a "load profile", which can be presented in detailed and generalized formats; it determines the capacity for each DC required to carry out the production program.
It should be noted that standard system MRPW does not provide for automatic optimization of DC loading. Its main task is to predict and identify emerging problems with capacities, the solution of which remains with the person. However, at present, there are already systems that solve the problems of managing production capacities. They were called "end-load systems". In management practice, such systems are not yet used, however, they are used to simulate production situations, for example, to clarify the volume-calendar plan. The main obstacle to their application is the lack of controllability, since it is almost impossible to repeat the calculations performed by the final loading system and make sure that the developed plan is correct. In these conditions, the imposition of responsibility for the implementation of the plan, the reliability of which cannot be confirmed, is not entirely justified.
Calculation of the RC load implies an indication in the main technological document of the RC code for performing the NP processing operation. However, in MMEP, the technological process is developed on an enlarged basis, indicating only the processing operations and the main departments involved in the manufacture of the product (large manufacturing route). The TS on which the OP will be processed is usually determined in the working order, and it is usually difficult to specify it in advance in the technological process. In this regard, the following approach is proposed. First of all, it is necessary to form a directory of technological operations at the enterprise. Further, for each RC, it is necessary to determine the operations performed on it, after which, establishing a correspondence according to the “NP - TO - RC” scheme, the code of the NP processing work center can be determined by the name of the operation of the technological process.
It is obvious that the same operation can be performed at different RCs, which are identical in terms of the set of functions they perform, but different in location. In this case, an enlarged technological route, which is a list of the main departments involved in the manufacture of NP, should play its role. At the same time, the unit indicated first in this list is considered responsible for the manufacture of NP, namely for processing and moving through the operations of the technological process up to its delivery as part of the finished product.
In real production, there are always bottlenecks, i.e. some TS, throughput which is limited, for example, due to its uniqueness. In order to control the situation with the loading of such places, it is proposed to include unique operations in the TO directory, and then assign the entered operations to the corresponding highly specialized equipment.
Guided by the formulated principles for calculating the load of the DC, we introduce the following sets.
A lot of maintenance performed at the enterprise:
where 1° is the number of operations;
0(. - set representing the /-th operation:
o,=(op, oa>...),
where Op - TO code;
Oa - the name of the operation. Then the set representing the /-th RC will have the following form:
where m is the set of TS units of the /-th RC;
Set of employees assigned to the /-th RC; - set of operations performed at the /-th RC,
Chl - set of attributes of the /-th RC:
where - RC code;
1?aA - the name of the RC.
Many NPs planned for production:
where No - the number of NP;
Рп is a set representing the n-th NP:
Pp^RA, Pp%Or^, (8-26)
where RA is the set of attributes of the i-th NP;
rrp - a set of subdivisions involved in the manufacture of NP Rp (enlarged technological route), and P "CP, 0Rp - a set of operations for the manufacture of NP Rp, and 0e" C O;
n = \,1pPn\, (8.27)
where lrPp - the number of units involved in the manufacture of NP -
a set representing the /-th subdivision;
where 1°Rp - the number of operations for the manufacture of NP Rp;
O?* is a set representing the /th TO.
In the process of planning the loading of the vehicle, an ambiguous fixation of the next TO is possible, i.e. the emergence of a situation of choosing one of several possible distribution centers belonging to different production units. The preference criteria in this situation can be the distance to the DC, the degree of loading, the cost of performing the operation, etc. In this paper, the distance from the initial to the supposed adjacent DC is taken as an example criterion.
To formalize this criterion, we define binary relations on the set RC IV. The set of relations H, which is a subset of the Cartesian product IUHTCG, can be defined as follows:
where L/ is the distance between the RCs corresponding to the /-th ratio; th = ? IV ) - a tuple of the Cartesian product IV XIV, where \? x -
initial, - prospective RC.
To develop an algorithm for calculating the load of equipment, we introduce the following functions:
/f - unambiguously assigns to the RC SC the execution of the i-th processing operation of the i-th IM:
/0 - defines the set of RCs on which the /-th operation can be performed: O /o">Il0”
I where IV0" \u003d \ 1G? ‘
where is a set representing the y-th DC, on which the operation 0(;
T^°* - the number of RCs where the i-th operation can be performed;
^ot - establishes a correspondence between the elements of the sets of RC UUR™, on which it is possible to perform the operation From and RC U:
cgOsch-Is2t-(8.34)
function /^A! establishes a correspondence between the elements of the sets TO for the manufacture of NP 0e ”and TO O:
P /o/>l _ (8.35)
Let's introduce variables:
and - counter of nomenclature items;
t - counter of technological operations;
k - counter of subdivisions in the technological route;
d - index of the initial RC;
d - index of the proposed adjacent RC;
/ - the value of the distance between interconnected RCs;
The number of distribution centers on which the operation can be performed;
V - RC counter.
The distribution of NP manufacturing operations by DC is presented as follows. 1. Set the value of the LP counter to one: and = 1. 2.
Initiate search of NP: P, I = 1,|P |. 2.1.
Set the value of the TO counter for the production of NP equal to one: t - 1; set the value of the index of the initial DC (on which the previous operation was performed) to zero: r - 0. 2.2.
Initiate enumeration of TO for the manufacture of NP: 0P", m = 1,\0P" | 2.2.1.
Set the value of the index of the proposed adjacent DC (on which the next operation is supposed to be performed) to zero:
1=0; set / = oo. 2.2.2.
If it is possible to perform the operation at the RC of the responsible manufacturing unit (indicated first in the enlarged technological route): З/*' E:PP" ,E1?] ?E1?p1: Op" ?E0ya"1, P, - P*" , then go to step 2.2.14. 2.2.3.
Set the value of the counter of subdivisions indicated in the enlarged technological route, equal to two: k - 2. 2.2.4.
Initiate enumeration of units specified in the enlarged technological route: РР", k = |. 2.2.4.1.
If it is not possible to perform an operation at the RC in k-th division, i.e. the condition is not met: З/*’ (Е Р Р ", ЗfVJ: 0Р" Е: 0*",
/ \ = PP", then go to step 2.2.4.4. 2.2.4.2.
If the distance between the original and the proposed RC is greater than or equal to the value of the variable I: 3Hh? H: Hch = ^1%h =
=(), k‘h g i, then go to step 2.2.4.4. 2.2.4.3.
Set the value of the index of the proposed RC equal to the value RC index of the next k-th subdivision, which is indicated in the technological route: r = y; remember the distance between the corresponding RCs: I = . 2.2.4.4.
Increment the value of the counter of subdivisions specified in the enlarged technological route by one: k = k +1. 2.2.5.
If the department count does not exceed the number of departments:
to? . An analysis of the crisis phenomena and the level of utilization of the production capacities of industrial enterprises shows that the investment sectors, primarily the branches of the machine-building complex, found themselves in the most difficult situation. Deepening investment...
The conclusion is that intra-company planning in TNCs is turning into a special sphere of economic activity, objectively necessary at the current level of socialization of production. Planning the activities of the production unit. Tactical and operational planning is carried out in the production department. Tactical planning involves the preparation of medium-term (usually ...
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The volume of fixed production assets and the degree of their use determine the value of the production capacity of the enterprise.
The production capacity of the enterprise is the maximum possible output of products per unit of time in physical terms in the assortment established by the plan, with full use of production equipment and space, taking into account the use of advanced technology, improving the organization of production and labor, ensuring high quality products. Production capacity characterizes the work of fixed assets of the enterprise in such conditions under which it is possible to fully use the potential opportunities inherent in the means of labor.
If the enterprise produces one product, then the production capacity is measured in pieces, if several - then in monetary terms or other units of measurement acceptable to the enterprise. The production capacity of an industry for the production of certain products is equal to the total capacity of its constituent enterprises for the production of these products. The production capacities of all enterprises are summed up, regardless of the established operating modes.
The production capacity of the enterprise is determined by the capacity of the leading production shops, sections or units, i.e. capacities of leading industries. The leading ones are the workshop, section, unit, which perform the main and most massive operations for the manufacture of products, and in which the predominant part of the equipment is concentrated.
The main elements that determine the value of the production capacity of the enterprise are:
1. The composition of the equipment and its quantity by type;
2. Technical and economic indicators of the use of machinery and equipment;
3. Foundation of the operating time of the equipment;
4. Production area of the enterprise (main workshops);
5. The planned range of products, which directly affects the labor intensity of products with a given composition of equipment.
There are the following funds of time:
· The calendar fund of time is the total number of days in a year;
· Nominal fund of time is a calendar fund of time minus non-working days, shifts, hours;
F nom \u003d D slave * K cm * T cm,
where Ф nom - nominal fund of time;
D slave - the number of working days;
K cm - the number of shifts;
T cm - the duration of the shift.
· Effective (useful) fund of time. It is defined as the nominal fund of time, taking into account shift work and equipment, minus planned losses for repairs and additional breaks in work.
F eff \u003d F nom * (1 - p / 100),
where Ф eff - effective fund of time;
p is the percentage of equipment downtime.
The production capacity of the leading production (section) is determined by the formula:
N = (Feffs * qs) / tis,
where q s is the number of pieces of equipment of a certain group in a given production;
Ф effs - effective fund of the operating time of a piece of equipment of a certain group (in hours);
t is - the complexity of manufacturing a part of a certain name on a certain group of equipment;
i - type of detail;
s - type of equipment.
When determining the composition of equipment, all types of equipment installed at the beginning of the year, as well as those that should be put into operation in the planned year, are taken into account. The calculation of capacity does not include standby equipment, as well as equipment located in auxiliary shops (repair, tool) and maintained by the technical services of the enterprise. The possible productivity of the equipment included in the calculation of production capacity is determined on the basis of progressive standards for the use of each type of this equipment. At the same time, it should be noted that when calculating the power value, equipment downtime is not taken into account, which may be caused by shortages of labor, raw materials, fuel, electricity or organizational problems, as well as loss of time associated with the elimination of product defects.
The production capacity of an enterprise is not a constant value. With the use of new technology, the introduction of progressive technology, materials, the development of specialization and cooperation, the improvement of the structure of production, the improvement of the qualifications of workers, the improvement of the organization of production and labor, production capacities change. Therefore, they are subject to periodic review.
Several concepts are used to characterize production capacities:
1. Input (incoming) production capacity - capacity at the beginning of the year showing what production capabilities the enterprise has at the beginning of the planning period;
2. Outgoing (output) production capacity is the capacity at the end of the year, determined by the summation of incoming and commissioning capacities minus outgoing.
N? =N? + N in - N y,
where is n? - outgoing production capacity;
N? - input production capacity;
N in - input production capacity;
N y - retiring production capacity.
3. Design production capacity is the capacity provided by the project for the construction, reconstruction and expansion of the enterprise.
In order to link the planned volumes of production with the necessary production capacities, enterprises develop balances of production capacities for the production or processing of products.
Equipment load calculation
When the production program for a certain plan is known new period (month), then first of all, calculations are made to determine the required amount of equipment. The calculation is carried out in the context of equipment groups.
q calcs \u003d T pls / F effs,
where q calcs - the estimated amount of equipment;
Т pls - planned labor intensity of the production program on a certain group of equipment.
T pls \u003d (100 / K vys) *? N i * t is,
where K vys - the percentage of compliance with the standards for a certain group of equipment (taken as an average value for past periods);
n is the number of items that require processing on equipment of a certain group;
t is - the complexity (time) of manufacturing parts of a certain name on a certain group of equipment;
N i - production program.
Often, when calculating the required amount of equipment (q calcs), a non-integer number is obtained. To accurately determine the amount of equipment, it is necessary to round q calcs to the nearest higher whole number and denote - q prins.
Then the equipment load factor is calculated:
K load \u003d (q calculated / q ins) * 100,
where K load - equipment load factor.
These calculations are carried out monthly for each group of equipment.
LABOR PRODUCTIVITY
The effective use of labor resources in an enterprise is expressed in a change in labor productivity, the resulting indicator of the enterprise's work, which reflects both the positive aspects of work and all its shortcomings.
Labor productivity, characterizing the efficiency of labor costs in material production, is determined by the quantity of products produced per unit of working time, or labor costs per unit of output.
The level of labor productivity is characterized by the following indicators:
1. Production output per unit of time.
b = VP / TR,
where b - production output per unit of time;
VP - gross output (volume of output);
TR - labor costs for production.
Product development is the most common and universal indicator of labor productivity.
2. The complexity of manufacturing products.
where t is the complexity of manufacturing products.
The labor intensity of production expresses the cost of working time for the production of a unit of output.
Depending on the composition of the included labor costs, there are:
1. Technological complexity, including all the costs of the main workers;
2. The labor intensity of production maintenance, including the labor costs of auxiliary workers;
3. Production labor intensity is the labor costs of all workers, both main and auxiliary;
4. The labor intensity of production management, including the labor costs of engineering and technical personnel (ITR), employees, maintenance personnel and security;
5. Total labor intensity, which is the labor costs of all categories of industrial and production personnel.
Labor productivity is calculated using the following formulas:
1. The productivity of social labor is determined at the level of the national economy.
PR o \u003d ND / H pr,
where PR o is the productivity of social labor;
ND - national income;
H pr - the number of people employed in material production.
2. At the level of industries, enterprises, workshops, local labor productivity is determined.
PR l \u003d Q pr / H? P,
where PR l - local labor productivity;
Q pr - the volume of manufactured products;
H? n - the number of industrial and production personnel.
3. Individual performance for each workplace.
PR u \u003d N / H slave,
where PR and - individual labor productivity;
N - the number of products for the billing period;
H slave - the number of workers.
Classification of labor productivity reserves:
1. Increasing the technical level of production:
· Mechanization and automation of production;
· Introduction of new types of equipment;
· Introduction of new technological processes;
· Improving the design properties of products;
· Improving the quality of raw materials and the use of new structural materials.
2. Improving the organization of production and labor:
· Increasing standards and service areas;
· Reducing the number of workers who do not comply with the norms;
· Simplification of the management structure;
· Mechanization of accounting and computing works;
· Changing the working period;
· Increasing the level of specialization of production.
3. Structural changes in production:
· Changes in the proportions of certain types of products;
· Changing the labor intensity of the production program;
· Change in the share of purchased semi-finished products and components;
· Change specific gravity new products.