Serial and small-scale production. Types and types of production

Modern social production includes not only material production, but also the non-material sphere - the production of intangible goods and services (new scientific discoveries, technical inventions, public education, culture, art, healthcare, consumer services, management, financing and lending, sports and etc.). The development of non-material production and the service sector depends to a decisive extent on the production of material goods - its technical equipment and output.

Types of production

Types of production- this is the categorization of the production of a product or service by types of organization of the structure of production factors in relation to the technological structure of production or the structure of added value.

The main types of simple industries can be described as:

linear production
divergent production
convergent production
mixed (from simple) production

complex types of production include:

cycle production
mixed (from simple and complex) production

Real production is often mixed production, but in order to optimize production or to calculate settlement prices, an understanding of the types of production (the organization of the structure of production factors) is necessary.

Types of production are different from types of production.

Production types

Production types- this is a classification category for the production of a product or service by types of organization of the structure of production factors in relation to the quantity of the product or service itself. In mechanical engineering, it is determined depending on the coefficient of fixing operations.

The type of production is determined in accordance with GOST 3.1121-84 and is characterized by the coefficient of fixing the operation for one workplace or piece of equipment:

K = N P m (\displaystyle K=(\frac (N)(P_(m))))

where N is the number of different operations performed during the calendar time;

P m is the number of workplaces where these operations are performed.

Thus, the coefficient of consolidation of operations:

over 40 - defines a single production;
from 20 to 40 incl. - defines small-scale production;
from 10 to 20 incl. - defines medium series production;
from 1 to 10 incl. - defines large-scale production;
equal to 1 - defines mass production.

single or project production, for example: the production of a ship, a (unique) house, a bridge, a software product, etc.
Serial production is characterized by the production of a limited range of products in batches (series) that are repeated at regular intervals. Depending on the size of the series, there are small-scale, medium series and large-scale production. The features of the organization of mass production are that it is possible to specialize workplaces for performing several similar technological operations, along with universal use of special equipment and technological equipment, widely use the labor of workers of medium qualification, effectively use equipment and production facilities, reduce, compared with a single production, wages. Serial production is typical for the production of products of a steady type, for example, metal-cutting machines, pumps, compressors and other widely used equipment, juice boxes, pants.
Mass production, for example: production of screws, wires, rails, etc.

Accounting for types of production is important in the accurate calculation of production costs in order to:

cost planning (future cost planning)
cost control (monitoring the efficiency of economic activity from the financial side)
production optimization (reducing inefficient costs)

Production types are different from production types.

Production categories

Production can be divided into the following areas (categories):

agricultural production(and its branches - forestry, cattle breeding, fish farming, etc.) - breeding of animal and plant products with the help of the natural forces of nature;
industrial production(mining and manufacturing industry) - processing of raw materials into a form suitable for human consumption;
Defense production- production of means of defense (protection) from enemies (accumulates all areas of production) [ ] ;

Some economists refer to production as the creation of only material goods, others are also creation and intangible good. Then the production can be attributed to:

transfer of the produced product from producers to consumers: trade and logistics;
production of services (service sector);
- financial services: banking and insurance activities;
spiritual production: new scientific discoveries, technical inventions, culture, art and others.

Marxist paradigm

The doctrine of production in Marxist economic theory is divided into the following parts:

the doctrine of the factors of production - nature, labor and capital;
the doctrine of the organization of production.

Production is the process of creating material goods and services necessary for the existence and development of society. Goods created in the process of production complete their movement in the process of consumption. Consumption is the goal of production only in non-market economic systems. In a market economy, the immediate goal of production is to make a profit. The constantly repeating production process is called social reproduction. Society cannot stop consuming, nor can it stop producing; consequently, society cannot exist without constantly reproducing all the elements of production.

Production cycle

The production cycle is the period of stay of objects of labor (raw materials and materials) in the production process from the beginning of manufacturing to the release of the finished product.

Continuous production cycle available in some industries (metallurgical, chemical) where the production process cannot be interrupted for economic or safety reasons .

Industrial base

This is a set of means of production, industrial, administrative buildings, buildings, premises, areas, land, natural resources, communication systems and the workforce. All units in the production structure of the enterprise have their own production bases, their complex forms the production base of the enterprise.

In industry, for the structural unit, the “workplace” consists, for example, of tools, a machine tool, a working area and a worker. "Production site" - the area of the site, the equipment on it, its workers. For a "workshop", the production base includes a building, a production line, shop workers. In agriculture, in the service sector, in science, culture, art, it takes place, as in all other production processes.

Stages

Production planning includes the planning of its stages. The initial stage is preparation of production, which includes the equipment of means of production.

Production as an object of automation

In automation, the object of study is the production process, as a set of labor and technological actions. As a result of this action, the blanks become finished products.

Production

Production:

Modern social production includes not only material production, but also the non-material sphere - the production of non-material goods and services (new scientific discoveries, technical inventions, public education, culture, art, healthcare, consumer services, management, financing and lending, sports and etc.). The development of non-material production and the service sector depends to a decisive extent on the production of material goods - its technical equipment and output.

agricultural production(and its branches - forestry, cattle breeding, fish farming, etc.) - breeding of animal and plant products with the help of the natural forces of nature;
industrial production(mining and manufacturing industry) - processing of raw materials into a form suitable for human consumption;

Some economists refer to production as the creation of only material goods, others are also creation and intangible good. Then the production can be attributed to:

Transfer of the produced product from producers to consumers: logistics and trade;
Production of services (service sector);
Financial services: banking and insurance activities
Spiritual production: new scientific discoveries, technical inventions, culture, art, etc.

Production in the Marxist-Leninist paradigm

The doctrine of production in Marxist economic theory is divided into the following parts:

the doctrine of the factors of production - nature, labor and capital
the doctrine of the organization of production.

Production cycle

The production cycle is the period of stay of objects of labor (raw materials and materials) in the production process from the beginning of manufacturing to the release of the finished product.

Continuous production cycle available in some industries (metallurgical, chemical) where the production process cannot be interrupted for economic or safety reasons. The workers who serve it are called non-stop production workers.

Notes

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Antonyms:

See what "Production" is in other dictionaries:

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The type of production is determined by a complex characteristic of the technical, organizational and economic features of production, due to the breadth of the range, regularity, stability and volume of output. The main indicator characterizing the type of production is the coefficient of fixing operations Kz. The coefficient of consolidation of operations for a group of jobs is defined as the ratio of the number of all different technological operations performed or to be performed during the month to the number of jobs:

where Kopi is the number of operations performed at the i-th workplace;

Kr.m - the number of jobs on the site or in the shop.

There are three types of production: single, serial, mass.

Single production characterized by a small volume of production of identical products, re-manufacturing and repair of which, as a rule, is not provided. The pinning ratio for a single production is usually higher than 40.

Mass production characterized by the manufacture or repair of products in periodic batches. Depending on the number of products in a batch or series and the value of the coefficient of consolidation of operations, small-scale, medium-scale and large-scale production is distinguished.

For small batch production the coefficient of fixing operations from 21 to 40 (inclusive), for medium-scale production - from 11 to 20 (inclusive), for large-scale production - from 1 to 10 (inclusive).

Mass production It is characterized by a large volume of output of products that are continuously manufactured or repaired for a long time, during which one work operation is performed at most workplaces. The coefficient of fixing operations for mass production is assumed to be 1.

Consider the technical and economic characteristics of each type of production.

Single and close to it small-scale production are characterized by the manufacture of parts of a large range at workplaces that do not have a specific specialization. This production must be sufficiently flexible and adapted to the execution of various production orders.

Technological processes in the conditions of single production are developed on an enlarged basis in the form of route maps for the processing of parts for each order; sections are equipped with universal equipment and tooling, which ensures the manufacture of a wide range of parts. The wide variety of jobs that many workers have to perform requires them to have different professional skills, so highly skilled general workers are used in operations. In many areas, especially in pilot production, a combination of professions is practiced.

Organization of production in the conditions of single production has its own characteristics. Due to the variety of parts, the order and methods of their processing, production sites are built according to the technological principle with the arrangement of equipment into homogeneous groups. With this organization of production, the parts in the manufacturing process pass through various sections. Therefore, when transferring them to each subsequent operation (section), it is necessary to carefully consider the issues of quality control of processing, transportation, and determining jobs for the next operation. Features of operational planning and management are in the timely picking and execution of orders, monitoring the progress of each detail in operations, ensuring the systematic loading of sites and jobs. Great difficulties arise in the organization of material and technical supply. A wide range of manufactured products, the use of enlarged consumption rates of materials create difficulties in uninterrupted supply, which is why enterprises accumulate large stocks of materials, and this, in turn, leads to the deadening of working capital.

Features of the organization of unit production affect economic performance. For enterprises with a predominance of a single type of production, relatively high labor intensity of products and a large volume of work in progress due to the long periods of storage of parts between operations are characteristic. The cost structure of products is characterized by a high share of wage costs. This share is usually 20-25%.

The main possibilities for improving the technical and economic indicators of a single production are associated with its approximation in terms of technical and organizational level to the serial one. The use of serial production methods is possible with a narrowing of the range of manufactured parts for general machine-building applications, unification of parts and assemblies, which makes it possible to proceed to the organization of subject areas; expansion of constructive continuity to increase the batches of launch parts; grouping parts that are similar in design and manufacturing order to reduce the time for preparation of production and improve the use of equipment.

Mass production is characterized by the manufacture of a limited range of parts in batches, repeated at regular intervals. This allows you to use along with the universal special equipment. When designing technological processes, they provide for the order of execution and equipment for each operation.

The following features are typical for the organization of serial production. Shops, as a rule, have in their composition subject-closed areas, equipment on which is placed in the course of a typical technological process. As a result, relatively simple connections between workplaces arise and prerequisites are created for organizing the direct-flow movement of parts in the process of their manufacture.

Subject specialization of sites makes it expedient to process a batch of parts in parallel on several machines performing successive operations. As soon as the previous operation finishes processing the first few parts, they are transferred to the next operation before the end of the processing of the entire batch. Thus, in the conditions of mass production, it becomes possible to organize the production process in parallel-sequential organization. This is his distinguishing feature.

The use of one or another form of organization in the conditions of mass production depends on the labor intensity and volume of output of the products assigned to the site. So, large, labor-intensive parts, manufactured in large quantities and having a similar technological process, are assigned to one site with the organization of variable-flow production on it. Parts of medium size, multi-operational and less labor-intensive are combined in batches. If their launch into production is regularly repeated, batch processing areas are organized. Small, low-labor parts, such as normalized studs, bolts, are fixed to one specialized section. In this case, the organization of direct-flow production is possible.

Serial production enterprises are characterized by significantly lower labor intensity and cost of manufacturing products than in a single one. In serial production, compared to single-piece production, products are processed with fewer interruptions, which reduces the volume of work in progress.

From the point of view of the organization, the main reserve for increasing labor productivity in mass production is the introduction of mass production methods.

Mass production is characterized by the greatest specialization and is characterized by the manufacture of a limited range of parts in large quantities. Mass production workshops are equipped with the most advanced equipment, which allows almost complete automation of the manufacture of parts. Automatic production lines are widely used here.

Technological processes of machining are developed more carefully, by transitions. Each machine is assigned a relatively small number of operations, which ensures the most complete loading of jobs. The equipment is located in a chain along the technological process of individual parts. Workers specialize in performing one or two operations. Details are transferred from operation to operation piece by piece. In the conditions of mass production, the importance of organizing interoperational transportation and maintenance of workplaces is increasing. Constant monitoring of the state of the cutting tool, fixtures, equipment is one of the conditions for ensuring the continuity of the production process, without which the rhythm of work on sites and in workshops is inevitably disturbed. The need to maintain a given rhythm in all stages of production is becoming a distinctive feature of the organization of processes in mass production.

Mass production provides the most complete use of equipment, a high overall level of labor productivity, and the lowest cost of manufacturing products. In table. 4.1 presents data on the comparative characteristics of various types of production.

Table 4.1 Comparative characteristics of various types of production

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

Various temporal and spatial structural constructions form a set of basic forms of organization of production. Temporary structure of the organization of production is determined by the composition of the elements of the production process and the order of their interaction in time. According to the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

Form of organization of production with the sequential transfer of objects of labor is a combination of elements of the production process, which ensures the movement of workpieces in all production areas in batches of arbitrary size. The objects of labor for each subsequent operation are transferred only after the completion of the processing of the entire batch at the previous operation. This form is the most flexible in relation to changes that occur in the production program, allows you to fully use the equipment, which makes it possible to reduce the cost of its purchase. The disadvantage of this form of organization of production lies in the relatively long duration of the production cycle, since each part, before performing the next operation, lies in anticipation of processing the entire batch.

Form of organization of production with parallel transfer of objects of labor is based on such a combination of elements of the production process, which allows you to start, process and transfer objects of labor from operation to operation piece by piece and without waiting. This organization of the production process leads to a reduction in the number of parts being processed, a reduction in the need for space required for warehousing and aisles. Its disadvantage is the possible downtime of equipment (jobs) due to differences in the duration of operations.

Form of organization of production with parallel-sequential transfer of objects of labor is intermediate between serial and parallel forms and partially eliminates their inherent disadvantages. Products from operation to operation are transferred by transport parties. This ensures the continuity of the use of equipment and labor, it is possible to partially parallel the passage of a batch of parts through the operations of the technological process.

The spatial structure of the organization of production is determined by the amount of technological equipment concentrated on the work site (the number of jobs) and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (jobs), there are one-tier production system and the corresponding structure of a separate workplace and multi-link system with workshop, linear or cellular structure. Possible options for the spatial structure of the organization of production are presented in fig. 4.1. The workshop structure is characterized by the creation of sites where equipment (jobs) are located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where the necessary processing cycle goes through, after which it is transferred to another site (to the workshop).

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

Cellular structure of production organization combines the features of linear and workshop. The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 4.2). Consider the characteristic features of each of them.

Technological form of organization of the production process characterized by a shop structure with a consistent transfer of objects of labor. This form of organization is widespread in machine-building plants, since it ensures maximum equipment utilization in small-scale production and is adapted to frequent changes in the technological process. At the same time, the use of a technological form of organization of the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle is the loss of time due to complex inter-sectional communication.

Rice. 4.1. Variants of the spatial structure of the production process

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

Subject construction of plots ensures straightness and reduces the duration of the production cycle for the manufacture of parts. In comparison with the technological form, the subject one allows to reduce the total cost of transporting parts, the need for production space per unit of output. However, this form of organization of production also has disadvantages. The main one is that when determining the composition of the equipment installed on the site, the need for certain types of processing of parts comes to the fore, which does not always provide a full load of the equipment.

In addition, the expansion of the range of manufactured products, its renewal require periodic redevelopment of production sites, changes in the structure of the equipment fleet. The direct-flow form of production organization is characterized by a linear structure with a piece-by-piece transfer of objects of labor. This form ensures the implementation of a number of organization principles: specialization, direct flow, continuity, parallelism. Its application leads to a reduction in the duration of the production cycle, more efficient use of labor due to greater specialization of labor, and a decrease in the volume of work in progress.

Rice. 4.2. Forms of organization of production

With a point form of organization of production All work is done in one place. The product is manufactured where its main part is located. An example is the assembly of a product with the worker moving around it. The organization of point production has a number of advantages: it provides the possibility of frequent changes in the design of products and the sequence of processing, the manufacture of products of various nomenclature in the quantity determined by the needs of production; costs associated with changing the location of equipment are reduced, production flexibility is increased.

Integrated form of production organization involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with serial, parallel or parallel-serial transfer of objects of labor in production. In contrast to the existing practice of separate design of the processes of warehousing, transportation, management, processing in areas with an integrated form of organization, it is required to link these partial processes into a single production process. This is achieved by combining all workplaces with the help of an automatic transport and storage complex, which is a set of interconnected, automatic and storage devices, computer equipment designed to organize the storage and movement of objects of labor between individual workplaces.

The management of the production process here is carried out using a computer, which ensures the functioning of all elements of the production process at the site according to the following scheme: search for the necessary workpiece in the warehouse - transportation of the workpiece to the machine - processing - return of the part to the warehouse. To compensate for deviations in time during transportation and processing of parts, buffer warehouses of inter-operational and insurance reserves are created at individual workplaces. The creation of integrated production sites is associated with relatively high one-time costs caused by the integration and automation of the production process.

The economic effect in the transition to an integrated form of production organization is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machine tools, and improving the regulation and control of production processes. On fig. 4.3 shows the layout of equipment in areas with various forms of production organization.

Rice. 4.3. Layouts of equipment (workplaces) at sites with various forms of production organization: a) technological; b) subject; c) straight-through: d) point (for the case of assembly); e) integrated

Depending on the ability to change over to the production of new products, the above forms of organization of production can be conditionally divided into flexible (changeable) and rigid (non-changeable). Rigid forms of production organization involve the processing of parts of the same name.

Changes in the range of manufactured products and the transition to the production of a structurally new series of products require redevelopment of the site, replacement of equipment and tooling. The in-line form of organization of the production process is among the rigid ones.

Flexible forms make it possible to ensure the transition to the production of new products without changing the composition of the components of the production process with little time and labor.

The most widespread at the machine-building enterprises at present are such forms of organization of production as flexible spot production, flexible object and in-line forms.

Flexible spot production implies the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely machined in one position. Adaptability to the release of new products is carried out by changing the operating state of the system. A flexible subject form of production organization is characterized by the possibility of automatic processing of parts within a certain range without interruption for readjustment. The transition to the production of new products is carried out by readjusting technical means, reprogramming the control system. A flexible subject form covers the area of sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure.

Flexible rectilinear form of production organization It is characterized by a quick readjustment for the processing of new parts within the specified range by replacing tooling and fixtures, reprogramming the control system. It is based on an in-line arrangement of equipment that strictly corresponds to the technological process with a piece-by-piece transfer of objects of labor.

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

Creation of industries with a block-modular form of production organization is carried out by concentrating on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products, and uniting a group of workers in the production of final products with the transfer of part of the functions of planning and managing production at the site. The economic basis for the creation of such industries are collective forms of labor organization. Work in this case is based on the principles of self-government and collective responsibility for the results of work. The main requirements for the organization of the production and labor process in this case are: the creation of an autonomous system of technical and instrumental maintenance of production; achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times; ensuring conjugation in terms of power of machining and assembly departments; taking into account the established norms of manageability when determining the number of employees; selection of a group of workers, taking into account full interchangeability. The implementation of these requirements is possible only with a comprehensive solution of issues of labor organization, production and management. The transition to a block-modular form of production organization is carried out in several stages. At the stage of pre-project survey, a decision is made on the advisability of creating such units in given production conditions. An analysis of the structural and technological homogeneity of products is carried out and an assessment is made of the possibility of completing "families" of parts for processing within the framework of a production cell. Then the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area is determined; the number of workplaces adapted for the introduction of group processing of parts is established; the composition and content of the basic requirements for the organization of the production and labor process are determined, based on the planned level of automation.

At the stage of structural design, the composition and relationships of the main components of the production process are determined.

At the stage of organizational and economic design, technical and organizational solutions are combined, ways are outlined for implementing the principles of collective contracting and self-government in autonomous brigades. The second direction in the development of forms of organization of production is the transition to the assembly of complex units by the bench method, the rejection of conveyor assembly due to the organization of a mini-flow. For the first time, the mini-flow was introduced by the Swedish automobile company Volvo.

Production here is organized as follows. The entire assembly process is divided into several large steps. At each stage there are working groups of 15-25 assemblers. The team is located along the outer walls of a quadrilateral or pentagon, inside which there are cash registers with the parts necessary at this stage of assembly. Machines are assembled on self-propelled platforms, moving through enlarged operations within a given stage. Each worker completes his operation completely. The flow principle with such an assembly system is completely preserved, since the total number of identical stands operating in parallel is such that the average specified flow cycle is maintained. The movement of platforms with assembled machines from one stage of assembly to another is monitored by the dispatch service with the help of four computers.

Another solution for organizing in-line production is to keep the conveyor system including preparatory operations. In this case, the assemblers, at their own discretion, work either on the main or on the preparatory operations. These approaches to the development of the in-line form of organization of production not only ensure the growth of labor productivity and improve quality, but also give the assemblers a sense of job satisfaction and eliminate the monotony of labor.

Methods of organizing production. Methods of organizing production are a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of functioning, design and improvement of the organization of production.

Method of organizing individual production used in conditions of a single production or its production in small batches and implies: lack of specialization in the workplace; the use of universal equipment, its location in groups according to its functional purpose; sequential movement of parts from operation to operation in batches. The conditions for servicing workplaces differ in that workers almost constantly use one set of tools and a small number of universal devices; only periodic replacement of blunt or worn tools is required. In contrast, the delivery of parts to the workplace and the mandrel of parts during the issuance of new and acceptance of finished work occur several times during the shift. Therefore, there is a need for a flexible organization of transport services for workplaces.

Consider the main stages of organizing individual production.

Determination of the types and number of machines required to carry out a given production program. When organizing individual production, it is difficult to accurately establish the range of products produced, therefore, approximate calculations of the required number of machines are acceptable. The calculation is based on the following indicators: product removal from a piece of equipment q; the number of machine hours required to process a set of parts for one product h. The accuracy of the aggregated calculations depends on how correctly the values of the indicated indicators are determined. The estimated number of machines Sp is determined by the formula

where Sp j is the estimated number of machines for the j-th group of equipment;

Q - annual volume of output, pieces; Kcm j is the coefficient of shift work for the j-th group of equipment; Fe j is the effective working time fund of one machine of the j-th group.

where tp is the standard time spent on the repair of this equipment,% of the nominal fund; tp - standard time spent on adjustment, readjustment, relocation of this equipment,% of the nominal fund.

The nominal fund of the machine operating time depends on the number of calendar days D k and non-working days in the year D n, the accepted mode of shift work per day and is determined by the formula

where Tchs - the average number of hours of operation of the machine per day according to the accepted shift mode.

The accepted number of machines for each group of equipment is set by rounding the resulting value to the nearest integer so that the total number of machines does not go beyond the accepted number.

The equipment load factor is determined by the ratio of the estimated number of machines to the accepted one.

Coordination of the throughput capacity of individual sections in terms of power. The production capacity of a site equipped with the same type of equipment is determined as follows:

where Spr is the accepted amount of equipment; Кн.см - normative coefficient of equipment operation shift; K - the coefficient of compliance with the standards achieved in the base year for the site (workshop); Str - planned task to reduce labor intensity, standard hours.

The normative coefficient of shift work of the equipment is determined based on the load of the installed equipment, as a rule, in a two-shift mode of operation, taking into account the normative coefficient that takes into account the time spent by machines in repair.

The conjugation of individual sections in terms of power is determined by the formula

where Km is the coefficient of contingency of sections in terms of power; Mu1, Mu2 are the capacities of the compared sections (the products of the 1st section are used to manufacture a unit of production of the 2nd section); Y1 - specific consumption of products of the 1st division.

Workplace organization. Features of the organization and maintenance of workplaces are as follows: setting up the machine before starting work, as well as installing tools at workplaces, is carried out by the workers themselves, while workplaces must be equipped with everything necessary to ensure continuous operation; transport of parts should be carried out without delay, there should not be an excessive stock of blanks at the workplace.

Development of site planning. For individual production, the planning of sites by type of work is typical. In this case, sections of homogeneous machines are created: turning, milling, etc. The sequence of sections on the workshop area is determined by the processing route for most types of parts. The layout should ensure the movement of parts over short distances and only in the direction that leads to the completion of the manufacture of the product.

Flow production method used in the manufacture of products of the same name or design range and involves a combination of the following special methods of organizational construction of the production process: the location of jobs along the technological process; specialization of each workplace in the performance of one of the operations; transfer of objects of labor from operation to operation by the piece or in small batches immediately after the end of processing; release rhythm, synchronism of operations; detailed study of the organization of maintenance of workplaces.

The flow method of organization can be used under the following conditions:

The volume of output is large enough and does not change over a long period of time;

The design of the product is manufacturable, individual components and parts are transportable, products can be divided into structural assembly units, which is especially important for organizing the flow at the assembly;

The time spent on operations can be set with sufficient accuracy, synchronized and reduced to a single value; continuous supply of materials, parts, assemblies to the workplaces is ensured; full loading of the equipment is possible.

The organization of in-line production is associated with a number of calculations and preparatory work. The starting point in the design of in-line production is the determination of the volume of output and the cycle of the flow. Tact is the time interval between the launch (or release) of two adjacent products on the line. It is determined by the formula

where Fd is the actual fund of the line operation time for a certain period (month, day, shift), taking into account losses for equipment repair and regulated breaks, min; N3 - launch program for the same period of time, pcs.

The reciprocal of the tact is called the pace of the line. When organizing in-line production, it is necessary to ensure such a pace in order to fulfill the production plan.

The next step in the organization of mass production is to determine the need for equipment. The calculation of the amount of equipment is carried out based on the number of jobs for the process operations:

where Cpi is the estimated number of jobs per process operation; ti - the rate of time for the operation, taking into account the installation, transportation and removal of parts, min.

The accepted number of workplaces Spri is determined by rounding the estimated number to the nearest whole number. At the same time, it is taken into account that at the design stage overload is allowed in the range of 10-12% for each workplace.

The load factor of jobs Kz is determined by the formula

To ensure the full load of the equipment and the continuity of the production process, in-line production, synchronization (alignment) of operations in time is carried out.

Ways to synchronize operations on metal cutting machines

Rationalization of the processing method. In many cases, it is possible to increase the productivity of the machine by: changing the cutting conditions, aimed at reducing the machine time; simultaneous processing of several parts; elimination of additional time spent on auxiliary movements of the working bodies of the machine, etc.

Creation of interoperational backlogs and use of low-performance equipment in an additional shift. This method of synchronization is associated with the search for additional space and an increase in the size of work in progress. The value of the interoperational backlog Zmo is equal to the difference in output at adjacent operations over a period of time T, its maximum value can be calculated by the formula

where T is the period of work on related operations with a constant number of working machines, min; Ci, Ci +1 - the number of pieces of equipment employed in related operations during the period T; ti, ti +1 - norms of time for adjacent operations.

Transfer of part of the workpieces to other machines that are not part of the line. If parts are likely to accumulate on the production line due to exceeding the cycle time, it is advisable to process them on another machine outside this area. This machine should be positioned so that it serves not one, but two or three production lines. Such an organization of in-line production is expedient, provided that the machine is sufficiently productive and the time spent on its readjustment is small.

Ways to synchronize assembly operations. Differentiation of operations . If the operating time norm is larger and not a multiple of a cycle and the assembly process is easily differentiated, it is possible to equalize the time spent on each operation by breaking it into smaller parts (transitions).

Operations concentration. If an operation is less than a measure in duration, minor operations or transitions configured in other operations are grouped into one.

Combination of operations. If the execution time of two adjacent operations is less than the cycle of the assembly line, you can organize the movement of the worker along with the product he is assembling, instructing him to perform several operations. After the synchronization of operations on the production line is achieved, a schedule of its work is drawn up, facilitating control over the use of equipment and workers. The rules for constructing a line schedule are set out in 12.6.

One of the main conditions for the continuous and rhythmic work of production lines is the organization of interoperational transport.

In mass production, vehicles are not only used to move products, but also serve to regulate the cycle of work and distribute objects of labor between parallel workplaces on the line.

Vehicles used in in-line production can be divided into driven and non-driven continuous and intermittent.

Most often, a variety of driven conveyor vehicles are used in flow conditions.

The speed of the conveyor belt during continuous movement is calculated in accordance with the cycle of the production line:

In the case of intermittent movement, the speed of the conveyor is determined by the formula

where lo is the distance between the centers of two adjacent workplaces (conveyor pitch), m; ttr - time of product transportation from one operation to another, min.

The choice of vehicles depends on the overall dimensions, the weight of the workpieces, the type and number of equipment, the magnitude of the cycle and the degree of synchronization of operations.

The design of the flow is completed by the development of a rational layout of the line. When planning, it is necessary to comply with the following requirements: provide convenient approaches to workplaces for repair and maintenance of the line; ensure continuous transportation of parts to various workplaces on the line; allocate sites for the accumulation of groundwork and approaches to them; to provide workplaces on the line for performing control operations.

Method of group organization of production used in the case of a limited range of structurally and technologically homogeneous products manufactured in repetitive batches. The essence of the method is to concentrate on the site various types of technological equipment for processing a group of parts according to a unified technological process.

The characteristic features of such an organization of production are: detailed specialization of production units; launching parts into production in batches according to specially developed schedules; parallel-sequential passage of batches of parts for operations; execution on sites (in workshops) of a technologically completed set of works.

Consider the main stages of organizing group production. Structural and technological classification of parts. Despite the variety and difference in designs, machine parts have many similar design, dimensional and technological features. Using a certain system, you can identify these common features and combine the details into certain groups. The commonality of the equipment used and the technological process, the uniformity of equipment can be the unifying qualities in the group.

The final completion of groups of parts assigned to a given section is carried out taking into account the labor intensity and volume of their production in terms of relative labor intensity Kd:

where Ni is the volume of output of the i-th part in the planning period, pcs.; koi number of operations for the technological process of processing the 1st part; tsht ij - piece processing time of the i-th part for the j-th operation, min; Квj is the average coefficient of fulfillment of time norms.

This indicator is calculated for each detail of the analyzed population. The establishment of summary indicators for details of the last stage of the classification ensures their synthesis into groups according to the accepted feature.

Determining the need for equipment. It is necessary to estimate the required number of pieces of equipment for each group for the annual production program using formula (4.1).

The accepted number of machines is determined by rounding the obtained Spi value to the nearest integer. In this case, a 10% overload is allowed per machine.

Calculate the average equipment load factors for groups Kzj and the site as a whole Kz.y:

where Sprj is the accepted number of machines; h is the number of equipment groups in the area.

To ensure economically feasible loading, it is established taking into account intra-sectional, and for unique and special machines of inter-sectional cooperation - by transferring some part of the work from underloaded machines to machines of adjacent groups.

Determination of the number of production sites. In accordance with the number of machines in the workshop, the number of sections created in it is determined based on the controllability norm for masters.

When reorganizing existing workshops, the number of organized sections can be determined by the formula

where Ря - attendance number of the main workers, people; Cm - shift work mode; Well - the norm of controllability for the master, expressed by the number of jobs served by him; Cp - the average category of work on the site; Кз.о - the average number of operations assigned to one workplace of the site during the month.

When designing new workshops, due to the lack of data on the attendance number of the main workers, the number of sections is determined as follows:

Determination of the degree of isolation of production sites. Based on the analysis of the constructive-technological classification and Kd indicators, the selection and assignment of parts to sections is carried out. The efficiency of group production is determined by the degree of isolation of production sites.

The site is closed if all operations for processing groups of parts are performed on it (technological isolation) and the machines are not loaded with work on cooperation from other sections (industrial isolation).

The quantitative assessment of the degree of isolation is determined using indicators:

where Кт.з - coefficient of technological isolation; ТS is the complexity of manufacturing parts assigned to the site, h; Твi - processing time of the i-th part outside the site, h;

k is the number of parts whose processing cycle is not completed in this area; Кп.з - coefficient of industrial isolation; Tni is the processing time of the i-th part manufactured at the cooperation site; m - the number of parts transferred for processing to a given area through inter-sectional cooperation.

The integral indicator of the degree of closure Kint is calculated by the formula

When Kint = 1, the use of group production methods is most effective.

Development of a route map of the production process. The route map is a graphic representation of the sequence of all operations, including the movement of materials and their expectation.

Development of the layout of the workshop (section). The layout of the workshop (section) is drawn up taking into account the general direction of movement of materials. The necessary data is taken from the route map of the production process. The arrangement of equipment is carried out according to existing standards with maximum observance of straightness.

The method of organizing synchronized production. The basic principles of organizing synchronized production were developed in the 60s by the Japanese company "Toyota". The method of synchronized production integrates a number of traditional functions of organizing production processes: operational planning, inventory control, product quality management. The essence of the method is to abandon the production of products in large batches and create a continuous-line multi-subject production, in which at all stages of the production cycle the required assembly or part is delivered to the place of the subsequent operation exactly at the right time.

The goal is realized by creating group, multi-subject production lines and using the pull principle in managing the production process. The basic rules for organizing the production process in this case are:

Production of products in small batches;

Formation of a series of parts and the use of group technology in order to reduce the time for setting up equipment;

Transformation of storage materials and semi-finished products into buffer warehouses;

Transition from shop structure of production to subject-specialized subdivisions;

Transfer of management functions directly to the performers.

Of particular importance is the use of the pull principle in the control

With the traditional system, the part moves from one section to another (next in the process) and then to the finished product warehouse. This method of organizing production allows you to use workers and equipment, regardless of whether there is a demand for this type of product. In contrast, with a just-in-time system, the release schedule is set for the assembly department only. No part is made until it is needed in final assembly. Thus, the assembly department determines the quantity and order of launching parts into production.

The management of the production process is carried out according to the following principles: the volume, nomenclature and deadlines for completing the task are determined by the site (workplace) of the next stage of production; the release rhythm is set by the section that closes the production process; the resumption of the production cycle on the site begins only if the corresponding order is received; the worker, taking into account the deadlines for the delivery of parts (assembly units), orders the number of blanks (components) that is necessary to complete the received task; delivery of components (parts, assembly units) to the workplace is carried out on time and in quantities specified in the application; components, assemblies and parts are supplied by the time of assembly, individual parts - by the time of assembly of assemblies; necessary blanks - by the beginning of the manufacture of parts; only good products are transferred outside the site.

The functions of operational management of the production process are transferred to direct performers. A kanban card is used as a means of conveying information about the need for parts.

On fig. 4.4 shows a diagram of the organization of synchronized production. The movement of parts containers and kanban cards between sites is indicated by arrows in the diagram and is described below.

For example, the provision of the grinding site with workpieces is carried out in the following order.

As soon as the processing of the next batch of parts is completed at the grinding section, the empty container with the flow chart goes to the intermediate warehouse.

At the warehouse, the consumption card accompanying the container is removed, placed in a special box - a collector, and the container with the production card attached to it is fed to the drilling site.

The production card serves as a signal for the start of production. It plays the role of a dress, on the basis of which parts are made in the required quantity.

Parts for each completed order are loaded into an empty container, a production card is attached to it, and the full container is sent to an intermediate storage location.

From the intermediate warehouse, a container with blanks and an expense card, which is attached instead of a production card, goes to the grinding area.

The effectiveness of the system using kanban cards is ensured by observing the following rules:

the production of parts begins only if the production card is received. It is better to allow a suspension of production than to produce parts that are not needed;

Each container has only one shipping card and one production card, the number of containers for each type of part is determined as a result of calculations.

Synchronized production method involves the introduction of a system of integrated quality management, which is based on the observance of certain principles, including: control of the production process; visibility of the results of measuring quality indicators; compliance with quality requirements; self-correction of marriage; checking 100% of products; continuous quality improvement.

Quality control during production in accordance with these principles is carried out at all stages of the production process, at each workplace.

To ensure the visibility of the results of measuring quality indicators, special stands are created. They explain to the worker, the management, what quality indicators are being checked, what are the current results of the check, what quality improvement measures are being developed and are being implemented, who has received quality awards, etc. In this case, the task of quality assurance comes first, and execution of the production plan - on the second.

The roles of departments and other subdivisions of technical control, their powers, the range of tasks to be solved, and methods are changing. Responsibility for quality is redistributed and becomes universal: each organizational unit, within its competence, is responsible for quality assurance. In this case, the main responsibility lies with the manufacturers themselves.

To eliminate defects and ensure quality, a suspension of the production process is allowed. For example, at the Kawasaki plant in the United States, assembly lines are equipped with red and yellow warning lights. When difficulties arise, the worker turns on the yellow signal. If the defect is severe enough to require the line to be shut down, it lights a red signal.

The marriage is corrected by the workers or the team that allowed it, on their own. Each finished product is subject to control, and not a sample from a batch, and, where possible, components and parts.

The last principle is the gradual improvement of product quality. The challenge is to develop and implement quality improvement projects at each production site. All personnel, including specialists from individual services, take part in the development of such projects. Ensuring the quality of work and achieving the continuity of the production process in a synchronized production occurs through preventive maintenance of equipment, which includes recording the nature of the operation of each machine, carefully determining the need for maintenance and the frequency of its implementation.

Rice. 4.4. Scheme of the organization of synchronized production: I - route diagram of the production process; II - the scheme of movement of containers with "kanban" cards

Every day, a machine operator performs a number of operations to check his equipment. The beginning of the working day is preceded by lubrication, debugging of the machine, fixing and sharpening of tools. Maintaining order in the workplace is seen as a prerequisite for quality work. In domestic mechanical engineering, the implementation of the principles underlying the method of synchronized production is possible in several stages.

First stage. Creation of conditions to ensure uninterrupted supply of production with the necessary materials.

Second phase. Organization of the release of parts into production in batches, the size of which is determined by the needs of the assembly, based on a three- or five-day production of products.

The operational planning system in this case is simplified as much as possible. A workshop (section, brigade) is assigned a task: the quantity, the name of the parts that must be manufactured in one or another five-day or three-day period. The batch sizes, taking into account the applicability of parts and the five- or three-day production of machines, are determined by the production and dispatching bureau (PDB) of the workshop. The order of launch and release is determined by the master, the team. The dispatch service accepts and takes into account only those sets of parts that are provided for delivery during this period. Orders are also closed for payment. The schedule may be supplemented by emergency requirements due to marriage or other reasons. Reducing the size of batches can lead to losses in labor productivity, which will affect the wages of workers. Therefore, a raising factor to the price may be temporarily offered.

Third stage. Organization of work according to the principle: "The worker, the team, the workshop are responsible for the quality. A personal brand is for each worker."

Fourth stage. The introduction of an order in which the worker is busy doing his main job, provided that there is a need for it. Otherwise, it should be used where there is a shortage of labor.

If the task is not completed, the worker or team performs it in overtime. Each case of failure of the task must be analyzed with the obligatory participation of the worker, team, shop manager and specific culprits.

Chapter 11 TYPES, FORMS AND METHODS OF ORGANIZATION OF PRODUCTION

11.1. Types of production and their technical and economic characteristics

The type of production is determined by a complex characteristic of the technical, organizational and economic features of production, due to the breadth of the range, regularity, stability and volume of output. The main indicator characterizing the type of production is the coefficient of consolidation of operations Kz. The coefficient of consolidation of operations for a group of jobs is defined as the ratio of the number of all different technological operations performed or to be performed during the month to the number of jobs:

where K opi is the number of operations performed at the i-th workplace;
K r.m - the number of jobs on the site or in the shop.

There are three types of production: single, serial, mass.

Single production characterized by a small volume of production of identical products, re-manufacturing and repair of which, as a rule, is not provided. The pinning ratio for a single production is usually higher than 40.

Serial production is characterized by the manufacture or repair of products in periodically repeating batches. Depending on the number of products in a batch or series and the value of the coefficient of consolidation of operations, small-scale, medium-scale and large-scale production is distinguished.

For small-scale production the coefficient of fixing operations from 21 to 40 (inclusive), for medium-scale production - from 11 to 20 (inclusive), for large-scale production - from 1 to 10 (inclusive).

Mass production It is characterized by a large volume of output of products that are continuously manufactured or repaired for a long time, during which one work operation is performed at most workplaces. The coefficient of fixing operations for mass production is assumed to be 1.

Consider the technical and economic characteristics of each type of production.

Single and close to it small-scale production are characterized by the manufacture of parts of a large range at workplaces that do not have a specific specialization. This production must be sufficiently flexible and adapted to the execution of various production orders.

Technological processes in the conditions of unit production are developed on an enlarged basis in the form of route maps for the processing of parts for each order; sections are equipped with universal equipment and tooling, which ensures the manufacture of a wide range of parts. The wide variety of jobs that many workers have to perform requires them to have different professional skills, so highly skilled general workers are used in operations. In many areas, especially in pilot production, a combination of professions is practiced.

The organization of production in the conditions of unit production has its own characteristics. Due to the variety of parts, the order and methods of their processing, production sites are built according to the technological principle with the arrangement of equipment into homogeneous groups. With this organization of production, the parts in the manufacturing process pass through various sections. Therefore, when transferring them to each subsequent operation (section), it is necessary to carefully consider the issues of quality control of processing, transportation, and determining jobs for the next operation. Features of operational planning and management are in the timely picking and execution of orders, monitoring the progress of each detail in operations, ensuring the systematic loading of sites and jobs. Great difficulties arise in the organization of material and technical supply. A wide range of manufactured products, the use of enlarged consumption rates of materials create difficulties in uninterrupted supply, which is why enterprises accumulate large stocks of materials, and this, in turn, leads to the deadening of working capital.

Features of the organization of unit production affect economic performance. For enterprises with a predominance of a single type of production, relatively high labor intensity of products and a large volume of work in progress due to the long periods of storage of parts between operations are characteristic. The cost structure of products is characterized by a high share of wage costs. This share is usually 20-25%.

Serial production is characterized by the production of a limited range of parts in batches, repeated at regular intervals. This allows you to use along with the universal special equipment. When designing technological processes, they provide for the order of execution and equipment for each operation.

The following features are typical for the organization of serial production. Shops, as a rule, have in their composition subject-closed areas, equipment on which is placed in the course of a typical technological process. As a result, relatively simple connections between workplaces arise and prerequisites are created for organizing the direct-flow movement of parts in the process of their manufacture.

The subject specialization of the sections makes it expedient to process a batch of parts in parallel on several machines that perform successive operations. As soon as the previous operation finishes processing the first few parts, they are transferred to the next operation before the end of the processing of the entire batch. Thus, in the conditions of mass production, it becomes possible to organize the production process in parallel-sequential organization. This is his distinguishing feature.

From the point of view of the organization, the main reserve for increasing labor productivity in mass production is the introduction of mass production methods.

Mass production is the most specialized and is characterized by the production of a limited range of parts in large quantities. Mass production workshops are equipped with the most advanced equipment, which allows almost complete automation of the manufacture of parts. Automatic production lines are widely used here.

Mass production provides the most complete use of equipment, a high overall level of labor productivity, and the lowest cost of manufacturing products. In table. 11.1 presents data on the comparative characteristics of various types of production.

Table 11.1
Comparative characteristics of various types of production

11.2. Forms of organization of production

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

Various temporal and spatial structural constructions form a set of basic forms of organization of production. The temporal structure of the organization of production is determined by the composition of the elements of the production process and the order of their interaction in time. According to the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

The form of organization of production with the sequential transfer of objects of labor is such a combination of elements of the production process, which ensures the movement of processed products in all production areas in batches of arbitrary size. The objects of labor for each subsequent operation are transferred only after the completion of the processing of the entire batch at the previous operation. This form is the most flexible in relation to changes that occur in the production program, allows you to fully use the equipment, which makes it possible to reduce the cost of its purchase. The disadvantage of this form of organization of production lies in the relatively long duration of the production cycle, since each part, before performing the next operation, lies in anticipation of processing the entire batch.

The form of organization of production with the parallel transfer of objects of labor is based on such a combination of elements of the production process that allows you to start, process and transfer objects of labor from operation to operation piece by piece and without waiting. This organization of the production process leads to a reduction in the number of parts being processed, a reduction in the need for space required for warehousing and aisles. Its disadvantage is the possible downtime of equipment (jobs) due to differences in the duration of operations.

The form of organization of production with parallel-sequential transfer of objects of labor is intermediate between serial and parallel forms and partially eliminates their inherent shortcomings. Products from operation to operation are transferred by transport parties. This ensures the continuity of the use of equipment and labor, it is possible to partially parallel the passage of a batch of parts through the operations of the technological process.

The spatial structure of the organization of production is determined by the amount of technological equipment concentrated on the work site (the number of jobs) and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (jobs), a single-link production system and the corresponding structure of a separate workplace and a multi-link system with a workshop, linear or cellular structure are distinguished. Possible options for the spatial structure of the organization of production are presented in fig. 11.1. The workshop structure is characterized by the creation of sites where equipment (jobs) are located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where the necessary processing cycle goes through, after which it is transferred to another site (to the workshop).

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

Cell structure organization of production combines the features of linear and shop. The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 11.2). Consider the characteristic features of each of them.

The technological form of the organization of the production process is characterized by a shop structure with a consistent transfer of objects of labor. This form of organization is widespread in machine-building plants, since it ensures maximum equipment utilization in small-scale production and is adapted to frequent changes in the technological process. At the same time, the use of a technological form of organization of the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle is the loss of time due to complex inter-sectional communication.

Rice. 11.1. Variants of the spatial structure of the production process

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

The subject construction of sections ensures straightness and reduces the duration of the production cycle for the manufacture of parts. In comparison with the technological form, the subject one allows to reduce the total cost of transporting parts, the need for production space per unit of output. However, this form of organization of production also has disadvantages. The main one is that when determining the composition of the equipment installed on the site, the need for certain types of processing of parts comes to the fore, which does not always provide a full load of the equipment.

Rice. 11.2. Forms of organization of production

With a point form of organization of production, work is completely performed at one workplace. The product is manufactured where its main part is located. An example is the assembly of a product with the worker moving around it. The organization of point production has a number of advantages: it provides the possibility of frequent changes in the design of products and the sequence of processing, the manufacture of products of various nomenclature in the quantity determined by the needs of production; costs associated with changing the location of equipment are reduced, production flexibility is increased.

An integrated form of organization of production involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with serial, parallel or parallel-sequential transfer of objects of labor in production. In contrast to the existing practice of separate design of the processes of warehousing, transportation, management, processing in areas with an integrated form of organization, it is required to link these partial processes into a single production process. This is achieved by combining all workplaces with the help of an automatic transport and storage complex, which is a set of interconnected, automatic and storage devices, computer equipment designed to organize the storage and movement of objects of labor between individual workplaces.

The economic effect in the transition to an integrated form of production organization is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machine tools, and improving the regulation and control of production processes. On fig. 11.3 shows the layout of equipment in areas with various forms of production organization.

Rice. 11.3. Layouts of equipment (workplaces) at sites with various forms of production organization: a) technological; b) subject; c) straight-through: d) point (for the case of assembly); e) integrated

Flexible forms make it possible to ensure the transition to the production of new products without changing the composition of the components of the production process with little time and labor.

The most widespread at the machine-building enterprises at present are such forms of organization of production as flexible spot production, flexible object and in-line forms.

Flexible point production involves the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely machined in one position. Adaptability to the release of new products is carried out by changing the operating state of the system. A flexible subject form of production organization is characterized by the possibility of automatic processing of parts within a certain range without interruption for readjustment. The transition to the production of new products is carried out by readjusting technical means, reprogramming the control system. A flexible subject form covers the area of sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure.

A flexible straight-line form of production organization is characterized by a quick changeover to the processing of new parts within a given range by replacing tooling and fixtures, reprogramming the control system. It is based on an in-line arrangement of equipment that strictly corresponds to the technological process with a piece-by-piece transfer of objects of labor.

The creation of industries with a block-modular form of production organization is carried out by concentrating on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products, and uniting a group of workers in the production of final products with the transfer of part of the functions of planning and managing production on the site. The economic basis for the creation of such industries are collective forms of labor organization. Work in this case is based on the principles of self-government and collective responsibility for the results of work. The main requirements for the organization of the production and labor process in this case are: the creation of an autonomous system of technical and instrumental maintenance of production; achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times; ensuring conjugation in terms of power of machining and assembly departments; taking into account the established norms of manageability when determining the number of employees; selection of a group of workers, taking into account full interchangeability. The implementation of these requirements is possible only with a comprehensive solution of issues of labor organization, production and management. The transition to a block-modular form of production organization is carried out in several stages. At the stage of pre-project survey, a decision is made on the advisability of creating such units in given production conditions. An analysis of the structural and technological homogeneity of products is carried out and an assessment is made of the possibility of completing "families" of parts for processing within the framework of a production cell. Then the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area is determined; the number of workplaces adapted for the introduction of group processing of parts is established; the composition and content of the basic requirements for the organization of the production and labor process are determined based on the planned level of automation.

At the stage of structural design, the composition and relationships of the main components of the production process are determined.

At the stage of organizational and economic design, technical and organizational solutions are combined, ways are outlined for implementing the principles of collective contracting and self-government in autonomous brigades. The second direction in the development of forms of production organization is the transition to the assembly of complex units by the bench method, the rejection of conveyor assembly due to the organization of a mini-flow. For the first time, the mini-flow was introduced by the Swedish automobile company Volvo.

Production here is organized as follows.

The entire assembly process is divided into several large steps. At each stage there are working groups of 15-25 assemblers. The team is located along the outer walls of a quadrilateral or pentagon, inside which there are cash registers with the parts necessary at this stage of assembly. Machines are assembled on self-propelled platforms, moving through enlarged operations within a given stage. Each worker completes his operation completely. The flow principle with such an assembly system is completely preserved, since the total number of identical stands operating in parallel is such that the average specified flow cycle is maintained. The movement of platforms with assembled machines from one stage of assembly to another is monitored by the dispatch service with the help of four computers.

Another solution for organizing in-line production is to keep the conveyor system with the inclusion of preparatory operations in it. In this case, the assemblers, at their own discretion, work either on the main or on the preparatory operations. These approaches to the development of the in-line form of organization of production not only ensure the growth of labor productivity and improve quality, but also give the assemblers a sense of job satisfaction and eliminate the monotony of labor.

11.3. Methods of organizing production

Methods of organizing production are a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of functioning, design and improvement of the organization of production.

Method of organizing individual production used in conditions of a single production or its production in small batches and implies: lack of specialization in the workplace; the use of universal equipment, its location in groups according to its functional purpose; sequential movement of parts from operation to operation in batches. The conditions for servicing workplaces differ in that workers almost constantly use one set of tools and a small number of universal devices; only periodic replacement of blunt or worn tools is required. In contrast, the delivery of parts to the workplace and the mandrel of parts during the issuance of new and acceptance of finished work occur several times during the shift. Therefore, there is a need for a flexible organization of transport services for workplaces.

Consider the main stages of the organization of individual production.

(11.2) where S p j is the estimated number of machines for the j-th group of equipment;
Q - annual volume of output, pieces; K cm j is the coefficient of shift work for the j-th group of equipment; F e j is the effective working time fund of one machine of the j-th group.

where t p is the standard time spent on the repair of this equipment,% of the nominal fund; t p - standard time spent on adjustment, readjustment, relocation of this equipment,% of the nominal fund.

(11.4)

where T hs - the average number of hours of operation of the machine per day according to the adopted shift mode.

The accepted number of machines for each group of equipment is set by rounding the resulting value to the nearest integer so that the total number of machines does not go beyond the accepted number.

The equipment load factor is determined by the ratio of the estimated number of machines to the accepted one.

Coordination of the throughput capacity of individual sections in terms of power. The production capacity of a site equipped with the same type of equipment is determined as follows:

where S CR - accepted amount of equipment; K n.cm - normative coefficient of shift of equipment operation; K - the coefficient of compliance with the standards achieved in the base year for the site (workshop); С tr - planned task to reduce labor intensity, standard hours.

The conjugation of individual sections in terms of power is determined by the formula

(11.6)

where K m is the coefficient of contingency of sections in terms of power; M y1 , M y2 are the capacities of the compared sections (production of the 1st section is used to manufacture a unit of production of the 2nd section); Y 1 - specific consumption of products of the 1st division.

The method of organizing in-line production is used in the manufacture of products of the same name or constructive range and involves a combination of the following special methods of organizational construction of the production process: the location of jobs along the technological process; specialization of each workplace in the performance of one of the operations; transfer of objects of labor from operation to operation by the piece or in small batches immediately after the end of processing; release rhythm, synchronism of operations; detailed study of the organization of maintenance of workplaces.

The flow method of organization can be used under the following conditions:

the volume of output is large enough and does not change over a long period of time;
the design of the product is manufacturable, individual components and parts are transportable, products can be divided into structural and assembly units, which is especially important for organizing the flow at the assembly;
the time spent on operations can be set with sufficient accuracy, synchronized and reduced to a single value; continuous supply of materials, parts, assemblies to the workplaces is ensured; full loading of the equipment is possible.

where F d - the actual fund of the line operation time for a certain period (month, day, shift), taking into account losses for equipment repair and regulated breaks, min; N 3 - launch program for the same period of time, pcs.

The reciprocal of the tact is called the pace of the line. When organizing in-line production, it is necessary to ensure such a pace in order to fulfill the production plan.

where C pi is the estimated number of jobs per process operation; t i - the rate of time for the operation, taking into account the installation, transportation and removal of parts, min.

The accepted number of jobs C at i is determined by rounding the estimated number to the nearest whole number. At the same time, it is taken into account that at the design stage overload is allowed in the range of 10-12% for each workplace.

The load factor of jobs Kz is determined by the formula

(11.9)

To ensure the full load of the equipment and the continuity of the production process, in-line production, synchronization (alignment) of operations in time is carried out.

Ways to synchronize operations on metal cutting machines

Ways to synchronize assembly operations

Differentiation of operations. If the operating time norm is larger and not a multiple of a cycle and the assembly process is easily differentiated, it is possible to equalize the time spent on each operation by breaking it into smaller parts (transitions).
Operations concentration. If an operation is less than a measure in duration, minor operations or transitions configured in other operations are grouped into one.
Combination of operations. If the execution time of two adjacent operations is less than the cycle of the assembly line, you can organize the movement of the worker along with the product he is assembling, instructing him to perform several operations. After the synchronization of operations on the production line is achieved, a schedule of its work is drawn up, facilitating control over the use of equipment and workers. The rules for constructing a line schedule are set out in 12.6.
One of the main conditions for the continuous and rhythmic work of production lines is the organization of interoperational transport.

In mass production, vehicles are not only used to move products, but also serve to regulate the cycle of work and distribute objects of labor between parallel workplaces on the line.

Vehicles used in in-line production can be divided into driven and non-driven continuous and intermittent.

Most often, a variety of driven conveyor vehicles are used in flow conditions.

The speed of the conveyor belt during continuous movement is calculated in accordance with the cycle of the production line:

In the case of intermittent movement, the speed of the conveyor is determined by the formula

where l o is the distance between the centers of two adjacent jobs (conveyor pitch), m; t tr - the time of transportation of the product from one operation to another, min.

The choice of vehicles depends on the overall dimensions, the weight of the workpieces, the type and number of equipment, the magnitude of the cycle and the degree of synchronization of operations.

The method of group organization of production is used in the case of a limited range of structurally and technologically homogeneous products manufactured in repeated batches. The essence of the method is to concentrate on the site various types of technological equipment for processing a group of parts according to a unified technological process.

Consider the main stages of organizing group production.

Structural and technological classification of parts. Despite the variety and difference in designs, machine parts have many similar design, dimensional and technological features. Using a certain system, you can identify these common features and combine the details into certain groups. The commonality of the equipment used and the technological process, the uniformity of equipment can be the unifying qualities in the group.

The final completion of groups of parts assigned to a given section is carried out taking into account the labor intensity and volume of their production in terms of relative labor intensity Kd:

(11.13)

where N i is the output of the i-th part in the planning period, pcs.; k oi number of operations for the technological process of processing the 1st part; tsht ij - piece processing time of the i-th part for the j-th operation, min; K inj - average coefficient of fulfillment of time norms.

Determining the need for equipment. It is necessary to estimate the required number of pieces of equipment for each group for the annual production program according to the formula (11.1).

The accepted number of machines is set by rounding the obtained value of S pi to an integer. In this case, a 10% overload is allowed per machine.

Calculate the average equipment load factors for groups K zj and the site as a whole K z.u:

(11.14)

where S prj - accepted number of machines; h is the number of equipment groups in the area.

When reorganizing existing workshops, the number of organized sections can be determined by the formula

(11.16)

where P i - the number of key workers, people; C m - shift mode; H y - the rate of controllability for the master, expressed by the number of jobs served by him; C p - the average category of work on the site; To z.o - the average number of operations assigned to one workplace of the site during the month.

When designing new workshops, due to the lack of data on the attendance number of the main workers, the number of sections is determined as follows:

Determination of the degree of isolation of production sites.

Based on the analysis of the constructive-technological classification and Kd indicators, the selection and assignment of parts to sections is carried out. The efficiency of group production is determined by the degree of isolation of production sites.

The quantitative assessment of the degree of isolation is determined using indicators:

(11.18)

(11.19)

where K t.z - coefficient of technological isolation; T S - the complexity of manufacturing parts assigned to the site, h; T wi - processing time of the i-th part outside the site, h;
k is the number of parts whose processing cycle is not completed in this area; K p.z - coefficient of industrial isolation; T ni - processing time of the i-th part, manufactured at the site for cooperation; m - the number of parts transferred for processing to a given area through inter-sectional cooperation.

The integral indicator of the degree of closure Kint is calculated by the formula

(11.20)

When K int = 1, the use of group production methods is most effective.

Development of a route map of the production process. The route map is a graphic representation of the sequence of all operations, including the movement of materials and their expectation.

Development of the layout of the workshop (section). The layout of the workshop (section) is drawn up taking into account the general direction of movement of materials. The necessary data is taken from the route map of the production process. The arrangement of equipment is carried out according to existing standards with maximum observance of straightness.

The method of organizing synchronized production. The basic principles of organizing synchronized production were developed in the 60s by the Japanese company "Toyota". The method of synchronized production integrates a number of traditional functions of organizing production processes: operational planning, inventory control, product quality management. The essence of the method is to abandon the production of products in large batches and create a continuous-line multi-subject production, in which at all stages of the production cycle the required assembly or part is delivered to the place of the subsequent operation exactly at the right time.

production of products in small batches;
the formation of series of parts and the use of group technology in order to reduce the time for setting up equipment;
transformation of storage materials and semi-finished products into buffer warehouses;
the transition from the shop structure of production to subject-specialized units;
transfer of management functions directly to the performers.

Of particular importance is the use of the pull principle in the management of production.

The functions of operational management of the production process are transferred to direct performers. A kanban card is used as a means of conveying information about the need for parts.

On fig. 11.4 shows a diagram of the organization of synchronized production. The movement of parts containers and kanban cards between sites is indicated by arrows in the diagram and is described below.

For example, the provision of the grinding site with workpieces is carried out in the following order.

As soon as the processing of the next batch of parts is completed at the grinding section, the empty container with the flow chart goes to the intermediate warehouse.
At the warehouse, the consumption card accompanying the container is removed, placed in a special box - a collector, and the container with the production card attached to it is fed to the drilling site.
The production card serves as a signal for the start of production. It plays the role of a dress, on the basis of which parts are made in the required quantity.
Parts for each completed order are loaded into an empty container, a production card is attached to it, and the full container is sent to an intermediate storage location.
From the intermediate warehouse, a container with blanks and an expense card, which is attached instead of a production card, goes to the grinding area.

The effectiveness of the system using kanban cards is ensured by observing the following rules:

the production of parts begins only if the production card is received. It is better to allow a suspension of production than to produce parts that are not needed;
Each container has only one shipping card and one production card, the number of containers for each type of part is determined as a result of calculations.

The method of synchronized production involves the introduction of a system of integrated quality management, which is based on the observance of certain principles, including: control of the production process; visibility of the results of measuring quality indicators; compliance with quality requirements; self-correction of marriage; checking 100% of products; continuous quality improvement.

Quality control during production in accordance with these principles is carried out at all stages of the production process, at each workplace.

Rice. 11.4. Scheme of the organization of synchronized production: I - route diagram of the production process; II - the scheme of movement of containers with "kanban" cards

First stage. Creation of conditions to ensure uninterrupted supply of production with the necessary materials.

Second phase. Organization of the release of parts into production in batches, the size of which is determined by the needs of the assembly, based on a three- or five-day production of products.

Third stage. Organization of work according to the principle: "The worker, the team, the workshop are responsible for the quality. A personal brand is for each worker."

Fourth stage. The introduction of an order in which the worker is busy doing his main job, provided that there is a need for it. Otherwise, it should be used where there is a shortage of labor.

The group method for manufacturing parts was developed by Dr. tech. Sciences S.P. Mitrofanov. The main results of his work are reflected in the works "Scientific organization of machine-building production" (M., 1976) and "Group technology" (M., 1986).
This dependence was proposed by Dr. Econ. Sciences G.E. Slesinger.

Depending on the complexity of manufactured products and their quantity, there are three types of production: mass, serial and single. Each type of production is characterized by its own characteristics.

Mass production involves the manufacture of products, parts or blanks in mass quantities according to unchanging drawings for a long period of time. Mass production is characterized by the arrangement of equipment in the sequence of operations. The use of high-performance equipment (special and modular machines), special devices and tools, transport devices, for the transfer of workpieces and parts along the production line, automation and mechanization of technical control.

Mass production is determined by the periodic production of batches of products, parts or blanks for a certain time with unchanged drawings. It is characterized by the use of high-performance equipment, machine tools with numerical control. Serial production can be large-scale, serial and small-scale.

Single production involves the manufacture of products, parts or blanks in units or small batches, the re-production of which, as a rule, is not provided. As a rule, a single production of aircraft equipment installations is carried out by experimental design bureaus (OKB), which are characterized by the use of universal equipment, CNC machines, etc.

Depending on the type of production, technological processes are developed according to the principle of differentiation or concentration of operations.

concentration called the process of combining operations at one workplace. This applies especially to assembly processes.

When differentiating each operation is assigned to one workplace.

The concentration is used, as a rule, in single and small-scale production. In large-scale plants, concentration is carried out when using equipment with a large number of tools.

A wide range and small batches of manufactured products do not allow uniform loading of existing equipment. To do this, at pilot enterprises and single-unit productions, they tend to unite machine tools into groups according to their types. Sections of turning, milling, grinding machines are being created, which allow to slightly increase their load factor.

A slightly more advanced system is closed production areas, which are used in pilot plants for the manufacture of aircraft installations. Such sections are organized taking into account the manufacture of certain groups of parts and assemblies and are equipped with the appropriate types of lathes and milling machines, and sometimes with other equipment.

The most perfect form of organization is in-line production with its varieties. A distinctive feature of this production is the constancy of the movement of the product and their output with a constant tact. The equipment on the site is arranged according to the technological basis. With such an organization of production, there are even greater opportunities to reduce transitions, automate the main and auxiliary processes, make better use of production space, and load equipment. When developing a technological process for in-line production, operations are differentiated (or concentrated) so that they are equal to or a multiple of the cycle of production. Technological processes developed for various types of production are always designed in such a way that, using the modern technological processes existing at a given plant, it is possible to ensure high quality products at the lowest cost for their manufacture.

In pilot plants and in single production, in a number of cases, technological processes are typified in order to bring unit and small-scale production closer to serial production and to obtain the production and economic benefits arising from this. A typical technological process is developed for a group of parts that are similar in design and production technology. Parts are classified according to their design and technological features to identify certain groups of parts (classes of bushings, pins, sockets, levers, etc.). For these groups of parts, they develop a single technological process, design, manufacture tooling and tools, and make complex machine settings.