Structure - this is a set of elements that make up the system and stable connections between them. An enterprise is a complex system, therefore, within an enterprise, depending on its goals, several interacting structures can be distinguished.
Modern industrial enterprise consists of: workshops, sections and farms, management bodies and organization for servicing the enterprise’s employees.
Production units, units that manage the enterprise and serve its employees, the number of such units and units, their size and the relationship between them in terms of the size of occupied space, the number of employees and other characteristics represent the general structure.
Production divisions, units, and enterprises include workshops and areas where the main products of the enterprise, tools, and spare parts for equipment repair are manufactured. In some production units, repair work is carried out and various types of energy are generated.
The composition of the production divisions of the enterprise, their interaction in the process of manufacturing products, the ratio of the number of people employed in production, the cost of assets, the occupied area and their territorial location form a production structure , which is part of the overall structure.
There is no stable standard structure. It is constantly adjusted under the influence of production and economic conditions, scientific and technological progress and socio-economic processes. However, with all the variety of structures, manufacturing enterprises have the same functions, the main ones being the production and marketing of products.
The structures of the enterprise reflect, first of all, the presence of main, auxiliary and service departments (Fig. 9.1).
Fig. 10.1. Company structure.
Production structure determines the principles of organizing the production process, such as continuity of the production process, rhythm of production, as well as the level of labor productivity, reduction of work in progress, efficiency of material and labor resources, quality of production.
The factors determining the production structure include:
Level of division of labor;
Level of specialization and cooperation of production;
The degree of competition in this and technologically related markets;
Level of development of technology, technology and production organization;
The nature of the products produced, the nomenclature, assortment and volume of production.
The production structure must ensure: proportionality of all divisions of the enterprise, compliance with the organizational structure, compliance with personnel potential. The production structure must be flexible and dynamic, because the external environment is constantly changing.
The formation of the production structure of an enterprise is the most important process in both organizational and economic aspects. To ensure normal functioning of the enterprise, there must be divisions that include workshops, sections, laboratories where the main products manufactured by the enterprise are manufactured, undergo inspections, tests, purchased components, materials, spare parts, etc. are located.
As a rule, the main structural division of an enterprise is shop - an administratively separate unit in which products (or part of them) are manufactured or a certain stage of the production process is performed. Many small enterprises have a shopless structure, i.e. consist of small production units - individual production sites or lines.
Shops are independent and full-fledged divisions and can be considered as centers of responsibility in the financial structure of the enterprise.
In mechanical engineering, workshops can be divided into the following groups:
1. Basic
,
carrying out operations for the manufacture of products,
intended for implementation. These include procurement,
processing, assembly and testing.
2.
Auxiliary
- provide the main workshops with the necessary
tools, devices, carry out technical
maintenance and repair of technological equipment, etc. This
tool, model, repair shops, non-standard workshop
equipment, etc.
3. General plant service workshops and facilities
carry out
maintenance work for main and auxiliary workshops
transportation and storage of raw materials, semi-finished products, finished
products, energy transfer, etc. This group includes warehouses
divisions, transport, energy facilities, etc.
The main role in the production structure of the enterprise is played by design, technological departments, research departments and laboratories.
Shops also have an internal production structure, which refers to the composition of the production areas, auxiliary and service units located in them, as well as the forms of their production connections.
The next structural unit is the production area. Production area - This is a structural unit united by a separate characteristic, representing a group of workplaces at which a relatively isolated part of the production process is carried out. The composition, number of sections and production connections between them determine the list of workshops and the production structure of the enterprise as a whole.
The primary link in the production structure of the enterprise is workplace - part of the production area where a worker or group of workers performs a separate operation to manufacture products or service the production process, using appropriate equipment and technological equipment. The nature and features of the organization of jobs influence the type of production structure. A workplace can be simple (one worker services one machine), multi-machine (one worker services several pieces of equipment), or complex (a group of workers service one unit).
The ratio between the main, auxiliary and service shops in terms of the number of workers employed in them, in terms of the production area occupied in them should reflect the priority importance of the main shops in the structure of the enterprise, since This is where all stages of the technological cycle of product manufacturing are carried out.
The production structure is formed during the creation of an enterprise, its reconstruction and technical re-equipment, and the development of new products.
Depending on the form of in-plant specialization and the level of cooperation at the enterprise, three types of production structure are distinguished:
1. Subject:
main workshops and their sections are built according to
production by each department of one or a group of products or
their parts. In this case, several are connected in one workshop
heterogeneous technological processes, focuses
various types of equipment. This type is typical for enterprises
large-scale and mass production.
Advantages: reducing and simplifying intra-factory cooperation, reducing the duration of the production cycle, increasing the responsibility of workers and managers for the quality of work, simplifying planning, using continuous production, high-performance equipment, and automatic lines. These advantages lead to increased productivity, increased output and reduced production costs.
2. With technological structure:
workshops specialize in
execution of certain homogeneous technological processes
(foundry, mechanical, assembly, etc.). They usually
The entire range of blanks or parts is manufactured. Or
products are assembled. With increasing scale of production
technological specialization is also deepening (shops of large,
medium and small castings, steel and non-ferrous castings, etc.). This structure is typical for small-scale production.
Advantages:
ease of production management,
the ability to quickly switch from one product range to
another.
Flaws: the complexity of intra-factory cooperation, significant time spent on reconfiguring equipment, limiting the possibility of using high-performance equipment, reducing the personal responsibility of managers and employees.
3. Mixed (subject-technological) production structure is characterized by the presence at the same enterprise of workshops or sections organized both on subject and technological basis (for example, procurement shops are organized on a technological basis, and assembly shops - on a subject basis).
Advantages: reducing the number of counter technological routes, reducing the duration of the production cycle, increasing the level of equipment utilization, and ultimately – increasing labor productivity and reducing the cost of products.
A rationally constructed production structure is most consistent with the organization of production, ensuring proportionality among all structures of the enterprise.
Changing the production structure affects the improvement of the technical and economic indicators of the enterprise, so it is necessary to determine ways to improve it.
The main ways to improve the production structure include the following:
Search and implementation of the perfect principle for building a production structure (for new enterprises) and using reserves for improving the structure (for existing ones);
Improving the plant layout;
Rational relationship between main, auxiliary and service departments;
Development of specialization, cooperation and combination of production;
Unification, standardization of processes and equipment.
One of the methods for improving the production structure is to bring it into line with the organizational and financial system enterprises. The main trend in improving the organizational structure is the transition from a linear-functional to a divisional and matrix structure, and for the production structure this will be expressed in the deepening of the financial independence of the production divisions of the enterprise. One of the modern trends in improving the production structure is the formation of flexible production processes that allow you to quickly respond to the introduction of new products.
"Production structure of the enterprise"
Introduction
The production structure of the enterprise is internal structure enterprises, i.e. the totality of its constituent interconnected units (shops, sections, departments, services, farms, workplaces) and communications. The production structure of the enterprise is created during the construction and reconstruction of the enterprise. Right choice its type determines production efficiency. However, it cannot be arbitrary, since, in turn, it is determined by the type of production, the level and form of specialization and cooperation of production.
Relevance This topic is that regardless of the industry to which the enterprise belongs, the issue of production structure is one of the key ones in the management system. The results of the enterprise’s economic activities, as well as the efficiency of all ongoing processes, depend on a correctly and clearly developed structure.
Subject in this course work is the process of creating a production structure, and object– a set of elements of the production structure of an enterprise.
Target course work - theoretical study of the issue. To achieve this goal, the following should be highlighted: tasks:
1.) Consider theoretical basis production structure;
2.) Identify factors influencing the production structure;
3.) Analyze the principles of specialization of structures;
4.) Monitor how the main production at the enterprise is organized;
5.) Consider the example of an enterprise from NGDU;
6.) Describe ways to improve production structures.
Work structure: The course work consists of 2 chapters, each including three points.
1. The concept of the production structure of an enterprise
1.1 Determination of the production structure of the enterprise
The production structure of an enterprise is a form of organization of the production process in which the size of the enterprise, composition, number and share of production units, as well as their areas and workplaces are interconnected. The production structure of enterprises is influenced by the size of the enterprise, the types and nature of the products produced, the technology of their production, the stages and degree of cooperation of production.
Depending on the processes and activities performed, the following are distinguished: main production, auxiliary, service units, non-industrial facilities and management services.
The main production divisions determine the production profile of the enterprise. They carry out the manufacturing process that transforms raw materials and auxiliary materials into finished products.
Auxiliary units are intended for the logistical and technical supply of energy to the enterprise different types, performing repair work.
Maintenance – to carry out work on transportation and storage of material resources, finished products(transport, warehousing). Non-industrial farms include divisions that provide everyday, social, cultural services to enterprise employees (canteens, medical institutions, recreation centers), auxiliary Agriculture and its own distribution network.
Management services organize and regulate the activities of all divisions of the enterprise. The overall production structure of the enterprise must ensure a rational relationship between its divisions, normal and uninterrupted operation of the enterprise, and a continuous increase in production efficiency.
The production structure of the enterprise includes divisions only for production purposes. It does not include general plant facilities and institutions serving workers (housing and communal services, sanitary and medical educational institutions, social, cultural and household facilities), as well as plant management and security services (plant management, fire station, checkpoints, pass office, etc.). (2, p. 124)
In practice, there are three levels of elements of the enterprise’s production structure:
Workshops, farms, services;
Areas, departments, spans;
Workplaces.
The primary link in organizing the production process is workplace . It is a part of the production area equipped with the necessary material and technical means (equipment, tools, instruments, industrial furniture) with the help of which a worker or group of workers (team) performs individual operations for the manufacture of products or maintenance of the production process.
The nature and characteristics of the workplace largely determine the type of production structure. It can be simple (a worker services one machine), multi-machine (a worker services several machines) or collective (several workers work at one workplace). The set of workplaces at which technologically homogeneous work or various operations for the manufacture of homogeneous products is performed forms a production site. Production area is a set of workplaces that carry out part of the technological process and are intended to perform technologically homogeneous work or various operations for the manufacture of homogeneous products.
Certain means of production are assigned to the production site: area, equipment, instruments; the number of workers required to perform the allocated work.
At large and medium-sized enterprises, production areas are combined into workshops.
Shop- an organizationally separate part of the enterprise, combining production and service areas, as a rule, with limited independence on issues of economic, legal and financial relations, in which products are manufactured or a certain stage of the production process is performed. The workshop is assigned production space and property. The workshop is headed by a manager who makes independent decisions on the organization and operational management of production, personnel placement, remuneration, keeping records of the consumption of material resources and the shipment of products. The shop manager is assisted in production management by section heads, foremen, and service managers. (4, p. 108)
In mechanical engineering and some other industries (in particular, in metallurgy), there are four groups of workshops: main, auxiliary, auxiliary, secondary. In the main workshops, operations for the manufacture of products intended for sale are carried out. In mechanical engineering, these are procurement, processing and assembly shops; in metallurgy, these are blast furnace, steelmaking and rolling shops. Auxiliary workshops provide energy, transport, repair and construction and repair and installation services to the main workshops. Ancillary workshops are designed for the manufacture of material and material components of production: tools, equipment, containers, non-standard equipment, etc. Side shops are engaged in the disposal and processing of waste from the main and auxiliary production (pressing and remelting of chips, production of enamel dishes, other consumer goods, etc.). In the production structure of the enterprise, in addition to the indicated four groups of workshops, there are two more facilities: warehouse and yard.
Sometimes homogeneous workshops at large enterprises are combined into buildings. In small enterprises with relatively simple production, it is not practical to create workshops.
Figure 1 shows a diagram of the production structure of the workshop.
Rice. 1. Production structure of the workshop (7, p. 140)
There are workshop, non-shop and hull production structures.
The workshop structure includes workshops, sections, workplaces;
The shopless structure contains areas and workplaces;
The hull structure includes the building, production, workshops, sections, and workplaces.
Currently, the organizational forms of small, medium, and large enterprises are widespread, the production structure of each of which has its own characteristics.
The production structure of a small enterprise has a minimum or no structural production units, the management apparatus is insignificant, and the combination of management functions is widely used.
The structure of medium-sized enterprises involves the allocation of workshops, and in the case of a non-shop structure, sections. The minimum necessary to ensure the functioning of the enterprise are created its own auxiliary and service units, departments and services of the management apparatus.
Large enterprises in the manufacturing industry have a full range of production, service and management departments.
Despite the diversity of workshops and areas of main production, they are formed according to specific characteristics that determine their structure. These characteristics include technological and subject specialization. (4, p. 106)
1.2 Factors determining production structure
The production structure of enterprises is very diverse and is formed under the influence of the following factors:
Type of production, level of its specialization and cooperation;
Range of products, used commodity and material resources, methods of their production and processing;
Scale of production;
The nature of the production process in the main, auxiliary, secondary and ancillary workshops;
Composition of equipment and technological equipment of production (universal, special or non-standard equipment, conveyor or automated lines);
System for organizing equipment maintenance and its current repair (centralized or decentralized);
Level of requirements for product quality;
The ability of production to quickly and without large losses adapt to the production of new products;
The degree of design and technological homogeneity of products.
The main task of the production structure of the enterprise is to ensure the rational organization of the production process in space. To do this, when placing individual units on the territory of the enterprise, they are guided by the following basic principles:
– location of workshops along the production process. To ensure the principle of direct flow, the main workshops must be located on the territory of the enterprise along the production process: procurement → processing → assembly;
– location of warehouses at the entrance/exit of the enterprise. Warehouses for raw materials and basic materials should be located on the side of the access roads for the import of goods near the procurement shops, warehouses of finished products - near the assembly shops on the side of the access roads for the export of goods; location of auxiliary and auxiliary workshops closer to the main ones that consume their products, without disturbing the main cargo flows;
– placement of production facilities ensuring rational transportation. Workshops, warehouses and other industrial infrastructure facilities of the enterprise must be located in such a way as to ensure the shortest route for the movement of materials and the shortest mileage Vehicle during the production process (without reverse and oncoming traffic, unnecessary intersections);
– placement of production facilities taking into account external factors(natural, social, man-made). Workshops serving the enterprise's households must be located taking into account the wind rose, the possibilities of natural lighting and ventilation, in compliance with established architectural, construction, sanitary, fire safety and other standards provided for enterprises of this profile;
– block structure of the elements of the production structure. Separate divisions, homogeneous in the technological process or closely interconnected during the production process, should, if possible, be combined into groups (foundry, forging, woodworking, mechanical assembly) and located in one building;
– the ability to expand and modify the production structure. Facilities on the territory of the enterprise and its divisions must be located so that there is the possibility of their further expansion and reconstruction with minimal expenditure of time and resources;
– maximum use of volume and area ( land plot, buildings, premises). This requires dense placement and blocking of buildings, increasing their number of storeys, simplifying the configuration of buildings and land, rational use areas and spaces for passages (passages), the use of overhead, underground and multi-tiered transport highways and interchanges, storage and cargo processing areas. (3, p. 15)
1.3 Basic principles of formation of the production structure
The main principles of forming the production structure of an enterprise are technological, subject and mixed. In addition, there is also a subject-closed principle.
According to the technological principle, divisions are distinguished that perform a certain part of the technological process, common to most types of products manufactured by the enterprise. This ensures high equipment utilization, but makes operational and production planning difficult, and lengthens the production cycle due to increased transport operations. Technological specialization is used mainly in single and small-scale production. The technological structure developed as technical equipment and scale of production increased. Individual production phases were gradually separated into independent divisions.
According to the subject principle, workshops or areas for the production of products of one type or homogeneous products of several types are organized. They carry out various technological operations and use diverse equipment, which is serviced by workers of different professions and skill levels. This allows you to concentrate the production of a part or product within a workshop (site), which creates the prerequisites for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.
The production structure according to the mixed principle is based on a combination of technological and subject principles.
If a complete cycle of manufacturing a part or product is carried out within a workshop or site, this division is called subject-closed. Shops (sites) organized according to the subject-closed principle of specialization have significant economic advantages, since this reduces the duration of the production cycle as a result of the complete or partial elimination of counter or return movements, reduces the loss of time for equipment readjustment, simplifies the planning system and operational management progress of production.
The formation of a production structure, the allocation of workshops, sections and departments depends on specific conditions, taking into account the size of production, the level of control and responsibility of personnel, and the organization of accounting. Its correct choice allows you to improve the organization of labor and production, planning and accounting, and ensure clarity and efficiency of production management. The structure of an enterprise may change over time: new divisions are organized, they are enlarged or differentiated depending on the goals and business conditions. (8, p. 254)
A comparison of production structures for technological and subject specialization is shown in Figures 2 and 3.
Rice. 2. Production structure of an enterprise with technological specialization (fragment) (9, p. 124)
Rice. 3. Production structure of an enterprise with subject specialization (fragment) (9, p. 124)
2. Structure of the main production of the enterprise
2.1 Structure of main production
From a technological and economic point of view, the main group of workshops of an enterprise are the main workshops, which determine production volumes and the main economic indicators of the enterprise.
The classification of main workshops by stages of manufacturing the finished product is similar to the classification of production processes:
– procurement (foundry, forging, pressing, metal structures shops);
– processing (mechanical, woodworking, thermal, galvanic);
– assembly (unit and general assembly shops, testing, painting of finished cars).
Depending on the presence of procurement (H), processing (O) and assembly (C) workshops in the main production of the plant, two types of production structure are distinguished:
– enterprises with a full technological cycle
– enterprises with an incomplete technological cycle
Primary production- part of the enterprise’s production process, during which basic materials are transformed into finished products, carried out in the main workshops. The nature and structure of industrial production depend on the characteristics of the product being manufactured, the type of production, and the technology used. In mechanical engineering, for example, production facilities include procurement (foundry, forging, pressing), processing (mechanical, stamping-mechanical) and assembly shops; in metallurgy - smelting cast iron in blast furnaces, steel in steel-smelting units, production of finished products in rolling mills; in textile production - spinning and weaving-finishing departments.
The main production can be:
* synthetic, where one or several types of products are created from many types of raw materials (cars, shoes, etc.);
* analytical - obtaining various types of products from one type of raw material (in coke chemistry, meat processing plants, etc.);
*in the form of direct processes characteristic of extractive industries and some one-stage industries, where one finished product is created from one type of material (brick, cement, etc.).
The main production can be continuous (chemistry, metallurgy) or discontinuous (mechanical engineering, woodworking, light industry), aggregate or highly specialized.
The main production can be built on a technological basis, when individual units are distinguished according to the technological homogeneity of operations (foundry, mechanical and assembly shops), by subject matter, when each part of it performs everything or most manufacturing operations a certain type products (shop of micrometers, gearboxes). Features of the organization of the main production depend on the type of production, the scale of production of the same product, the repeatability of technological routes and operations.
IN modern conditions the level of mechanization is constantly increasing. Manual and machine-manual processes are being replaced by mechanical and automated ones. The concentration of operations and the introduction of multi-position methods of processing products in combination with automation create the prerequisites for increasing labor productivity, intensifying and increasing production efficiency. The introduction of rotary lines leads to the combination in time and space of the main and displacement processes. The use of program-controlled units allows you to take advantage of production automation and creates the ability to quickly switch from one type of work to another. Management is mechanized and automated.
Improvement of the main production is also carried out in the direction of its specialization, i.e. strict consolidation of an increasingly limited range of various works performed at each production site. This is due to the standardization and unification of products and their parts and the typification of technological processes. A promising direction for the development of the main workshops is its further concentration, bringing production to an optimal scale, which ensures the introduction and effective use of advanced technology. In many industries, production process is increasingly approaching continuous production, which leads to a reduction in production time. Based on the improvement of production organization methods and the introduction of operational management and regulation using computers, the rhythm of production is improved.
The main divisions occupy a predominant place in the total production costs. For normal operation, it requires rational maintenance with repairs, tools, energy, etc.; in some industries, complex technology is being developed that covers all processes associated with the manufacture of products.
Production structure of the main workshops
The production structure of a workshop is a complex of production areas included in it, auxiliary and service subdivisions with corresponding communications. This structure reflects the division of labor between individual departments of the workshop, i.e. intra-shop specialization and production cooperation. The main structural unit of the workshop is the production area, which is a group of workplaces united according to certain characteristics, having administrative independence and headed by a foreman. The formation of production sites, as well as workshops, can be based on technological or subject specialization. With technological specialization, areas are equipped with homogeneous equipment (group arrangement of machines) to perform certain operations of the technological process. Thus, a machine shop may include turning, milling, turret, drilling and other areas. In the subject form of specialization, the workshop is divided into subject-closed sections, each of which is specialized in the production of a relatively narrow range of products that have similar design and technological features. In practical activities, as a rule, there are three types of subject-closed areas:
Production of structurally and technologically homogeneous parts (for example, sections of spline rollers, quills, bushings, flanges, gears, etc.);
Production of structurally dissimilar parts, the entire manufacturing process of which consists, however, of homogeneous operations and the same technological route (for example, a section of round parts, a section of flat parts, etc.);
Production of all parts of an assembly, a subassembly of a small assembly unit or an entire product (a complete system of operational planning, in which a component set is taken as a planning and accounting unit).
Design of the production structure of the enterprise
An enterprise as an object of spatial organization has a hierarchical structure and allows for a variety of alternative options layout and planning solutions, which complicates placement. Therefore, it is advisable to place divisions on the territory of the enterprise in stages in the following sequence, always ensuring the coordination of the results in the reverse order:
Workshops and general plant services on the territory of the plant;
Areas of workshop services on the workshop territory;
Workplaces and units on site.
Depending on the nature of the products, the scale of production and the configuration of the land plot, various planning schemes of the enterprise with different spatial organization can be used material flows.
Schemes of material flows at the enterprise:
a – dead-end with pendulum movement;
b – ring with flow movement along the ring;
c-longitudinal-through with direct-flow movement
A dead-end scheme of material flows involves combining the input and output of material flows at one point in space with the organization of pendulum (back and forth) traffic movement. In this case, the return of vehicles takes place along the same routes as their arrival. When using railway transport, single-track traffic is possible. This scheme has the advantage of saving on track development. However, counter transportation makes this scheme feasible only for small enterprises with limited cargo turnover. Ring diagram of material flows. Having, like a dead-end circuit, the input and output of material flows at one point, this circuit is free from counter flows. At the same time, it requires additional costs for the creation of longer transport communications, which makes its use not always justified. The longitudinal-end-to-end scheme of material flows is the most rational of the three considered schemes for organizing transport services. It eliminates both unwanted oncoming traffic and unnecessary costs for track development. The input and output in this circuit are separated in space. The adopted production structure of the enterprise is fixed in the enterprise passport and is displayed in its master plan. The master plan of an enterprise is the designed or actual placement on the plan of a land plot of all its production and infrastructure facilities, consistent with the terrain features and the requirements for landscaping the territory. The passport and general plan of the enterprise provide a list and layout diagram of the location of all main and auxiliary workshops serving the enterprise's farms, buildings, structures, installed equipment and the number of workers (workplaces), indicating the occupied areas and distances, access roads and driveways, underground and ground engineering communications, etc. When developing a master plan Special attention is given to the compactness of the development. If the distances between workshops and areas are too large, communications are lengthened, as a result of which transportation costs, losses in electrical and heating networks, etc. increase. At the same time, too dense buildings impede the operation of transport, prevent the expansion of workshops and farms, and increase the fire hazard and the risk of occupational injuries. An indicator of the compactness of the plant is the building coefficient.
Indicators characterizing the production structure of the enterprise Important indicators characterizing the production structure of an enterprise are the number of workshops, sections, and within them jobs, and other divisions and their specific importance in production. The last indicator is used in labor-intensive industries - the share of the number of employees of each department in the total number of the enterprise, and in capital-intensive industries - the share of the cost of fixed assets in their total amount for the enterprise.2.2 Production structure of the oil and gas industry enterprise
In drilling, the main production includes the construction and installation of a drilling rig, sinking and strengthening the wellbore, and its testing. In accordance with this, the main production departments of a drilling enterprise include the derrick assembly shop, drilling crews, grouting shop and well completion shop. Auxiliary production at UBR is represented by a rolling and repair shop for drilling equipment, a rolling and repair shop for turbodrills (electric drills) and pipes, a rolling and repair shop for electrical equipment and power supplies, a washing liquids shop, a steam and water supply shop, and a production automation shop. In oil and gas production, the main production includes artificial promotion processes oil and gas to the bottom of the well, lifting oil and gas to the surface, preparing commercial oil and gas. The main production departments of an oil and gas producing enterprise (OGPD) include the plastic pressure maintenance shop, oil and gas production (field) shops, and comprehensive training and oil pumping, gas compressor shop. Auxiliary production at NGDU is represented by an underground and overhaul well repair shop, a rolling and repair shop of operational equipment, a rolling and repair shop of electrical equipment and power supply, a production automation shop, a research and development shop. production work, construction and installation shop and steam and water supply shop. The oil and gas production department may have other structural units, taking into account the specifics of field development in certain areas. For Lately, due to technical progress, complex automation of production processes, the production structure of drilling and oil and gas production enterprises has undergone significant changes. The drilling offices were strengthened and converted into UBR. Most of the auxiliary workshops that are part of UBR and NGDU are united into production service bases (PSB). Changes in the production structure of UBR and OGDU occurred due to the fact that in the oil industry the management of the main production was transferred to a two-tier system (ministry - association). The production association acted as a new, higher type of modern enterprise with broader rights and functions, with a new production structure. A production association differs from an ordinary enterprise in a higher degree of concentration, specialization and cooperation of production, and an effective combination of science and production. The research sector is an integral part of the production structure. OGPD departments became production units with some narrowing of their functions and rights. A more advanced production structure of enterprises ensured deepening specialization, wider introduction of new equipment and technology, reduction of management personnel due to the elimination of redundant links, operational influence on the progress of production, and improved service culture. (11, p. 205)
2.3 Ways to improve the production structure
The main ways to improve the production structure imply: – regular study of achievements in the field of design and development of production structures in order to ensure mobility and adaptability of the enterprise structure to innovations and new products; – strengthening and weakening of enterprises and workshops; – search and implementation of a more advanced principle for constructing workshops; – optimization of the number and size of production divisions of the enterprise; – maintaining a rational relationship between the main, auxiliary and service departments; – Full time job to rationalize the layout of enterprises; – ensuring proportionality between all workshops of the enterprise; – ensuring compliance of the components of the enterprise’s production structure with the principle of proportionality in production capacity, progressiveness of technological processes, level of automation, personnel qualifications and other parameters; – ensuring compliance of the structure with the principle of direct flow of technological processes in order to reduce duration of passage of objects of labor; – ensuring compliance of the level of quality of processes in the system (production structure of the enterprise) with the level of quality of the system input. Then the quality of the system’s output will be high; – the creation within a large enterprise (association, joint-stock company, firm) of legally independent small organizations with subject or technological specialization of production; – a rapid change in the production profile in the conditions market economy, improvement of specialization and cooperation; – development of combination of production; – reduction of the standard service life of fixed assets; – compliance with schedules of preventive maintenance of the main production assets of the enterprise, reducing the duration of repairs and improving their quality, timely renewal of assets; – achieving structural and technological uniformity products as a result of widespread unification and standardization; - increasing the level of production automation; - creating a shopless enterprise management structure, where possible. Maintaining a rational relationship between the main, auxiliary and service shops and sections should be aimed at increasing the share of the main shops in terms of the number of employed workers, the cost of fixed assets, and the share of profit in the total profit of the enterprise. Structurally, the economy of the enterprise should be formed as the economy of individual units and shops . The proportionality of the units included in the enterprise is characterized by a rational ratio of the production capacity of workshops and sections interconnected by the joint production of the final product. (12, p. 325) The development of combination leads to the integrated use of raw materials and materials, saving living and material labor, as well as reducing harmful effects on the environment. The design and technological homogeneity of products creates good conditions to deepen the specialization of production, organize continuous and automated production of products, improve their quality and reduce costs, which is necessary in a market economy. The shopless enterprise management structure leads to improved management of its department, a reduction in the service and management staff, and, consequently, to a reduction in costs production and better response to changes in demand for products. A properly constructed production structure predetermines the proportionality of all workshops and services of the enterprise, which, in turn, has a positive effect on improving technical and economic indicators: the level of specialization and cooperation, the rhythm of product manufacturing, increased labor productivity, improved product quality, reduction in the number of management personnel, the most appropriate use of labor, material and financial resources, increasing profits.
Conclusion
The production structure of the enterprise reflects the division of labor between individual departments, i.e. in-plant specialization and production cooperation.
From Chapter 1 we can draw the following conclusions:
1) The production structure of enterprises is influenced by the size of the enterprise, the types and nature of the products produced, the technology of their production, the stages and degree of cooperation of production.
2) There is a typology of production structure. There are types of specializations:
– technological – presupposes clear technological isolation individual species production. Here production is built on the principle of technological specialization, when each section performs a certain type of operation.
– subject-specific – involves the specialization of the main workshops of the enterprise and their sections in the production by each of them of a specific product assigned to it or its part (unit, assembly) or a certain group of parts.
– subject-technological (mixed) – characterized by the presence at one enterprise of main workshops organized both according to subject and technological principles.
For Chapter 2 we highlight the following:
1) The main group of workshops in the presented production structure of the enterprise from a technological and economic point of view are the main workshops that determine production volumes and the main economic indicators of the enterprise.
2) The main divisions occupy a predominant place in the total production costs. For normal operation, it requires rational maintenance with repairs, tools, energy, etc.; in some industries, complex technology is being developed that covers all processes associated with the manufacture of products.
Over time, after the completion of construction or the next reconstruction of the enterprise, the production structure, as a rule, does not meet the new requirements. This happens because during this period the range of products, the serial production of them changes, some production facilities expand, technology and, consequently, the arrangement of equipment changes. Therefore, in order to improve the production structure and determine ways to improve it, it is necessary to periodically analyze it, compare it with advanced similar enterprises, and it is also necessary to meet the requirements of the scientific and technical process not only regarding the production process as a whole, but also organizational management, while creating favorable conditions for working personnel.
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5) Semenov V.M., Baev I.A., Terekhova S.A. Enterprise Economics: Textbook - M.: Center for Economics and Marketing, 2009. - 312 p.
6) Sergeev I.V. Enterprise Economics: Textbook. Benefit. – M.: Finance and Statistics, 2007. – 304 p.
7) Turovets O.G., Anisimov Yu.P., Borisenko I.L. Organization of production at an enterprise Textbook for universities - M.:INFRA - M, 2008. - 458 p.
8) Turovets O.G., Bukhalkov M.I., Rodionov V.B. Organization of production and enterprise management: Textbook - M.: INFRA - M., 2008. - 528 p.9) Fatkhutdinov R.A. Organization of production: Textbook - M.: INFRA - M., 2008. - 672 p. 10) Chechina N.A. Fundamentals of production organization: Textbook - Samara: Publishing house of the Samara State Economic Academy, 2007. - 384 p. 11) Shtamov V.F., Malyshev Yu.M., Tishchenko V.E. Economics, organization and production planning at oil and gas industry enterprises: Textbook for technical schools - M.: Nedra, 2007. - 441 p.
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The production structure of an enterprise is understood as the composition and size of its internal divisions (shops, sections, services).
The production structure of an association is understood as the composition, size, ratio and interrelationships of the production units that form it.
The main elements of the production structure of an enterprise are workplaces, sections, and workshops.
A workplace is an organizationally indivisible link in the production process, served by one or more workers, designed to perform a specific production operation, equipped with appropriate equipment and organizational and technical means.
The workplace can be:
Simple: 1 worker - 1 workplace
Multi-machine: 1 worker - group of machines
Collective: a group of workers - servicing one unit.
A site is a production unit that unites a number of workplaces, grouped according to certain characteristics, and carries out part of the overall production process for the manufacture of products.
A workshop is an organizationally separate subdivision of an enterprise, consisting of a number of sections, performing certain limited tasks. production functions.
At most industrial enterprises, the workshop is their main structural unit.
Some small and medium-sized enterprises are built according to a non-shop structure (divided directly into production areas)
All workshops of the enterprise are divided into workshops of main production, auxiliary workshops and service facilities.
Auxiliary workshops include workshops that contribute to the production of main products, creating conditions for normal operation main workshops: equip them with tools and devices, provide them with spare parts for equipment repairs and carry out scheduled repairs, and provide them with energy resources. The most important of these shops are tool shops, mechanical repair shops, power repair shops, repair and construction shops, model shops, stamp shops, etc. The number of auxiliary shops and their sizes depend on the scale of production and the composition of the main shops.
Secondary workshops are those in which products are made from waste from the main and auxiliary production, or used auxiliary materials are recovered for production needs, for example, a workshop for the production of consumer goods, a workshop for the regeneration of molding sand, oils, and cleaning materials.
Ancillary workshops prepare basic materials for the main workshops, and also produce containers for packaging products.
Service farms for industrial purposes include:
Warehousing, including various factory warehouses and storerooms;
Transport facilities, which include a depot, a garage, repair shops and the necessary transport and loading and unloading facilities;
Sanitary facilities, combining water supply, sewerage, ventilation and heating devices;
Central factory laboratory, consisting of mechanical, metallographic, chemical, pyrometric, X-ray, etc. laboratories.
All of them perform work to maintain the main, auxiliary and secondary workshops.
Along with the production structure, the general structure of the enterprise is distinguished. The latter, in addition to production shops and service facilities, includes various general plant services, as well as facilities associated with serving workers (clinics, housing and communal services, canteens, auxiliary services).
The main factors influencing the formation of the production structure of the enterprise:
Nature of products and methods of their manufacture;
Specialization of the enterprise and its cooperation with other enterprises;
The scale of production, determined by the quantitative size of production and its labor intensity;
Manageability of production structure objects, which means the need to take into account the size of units and their number from the standpoint of the effectiveness of their management.
Organizational types of constructing the production structure of an enterprise.
The production structure should be:
Firstly, flexible, dynamic and constantly meet the changing private goals of the enterprise;
Secondly, adapt quickly to unexpected changes in external conditions;
Thirdly, have the ability to effectively self-organize production units as the tasks facing the enterprise change.
Depending on the form of specialization, the production divisions of the enterprise are organized according to the following types of production structure: technological, subject and mixed (subject-technological).
Each type of production structure is characterized by the following features:
The nature of the construction of workshops and sections, that is, their specialization;
The nature of the arrangement of equipment (in groups, along the technological process);
The nature of transport flows and small-scale production with a large range of parts.
The first type of production structure construction is technological.
The creation of workshops at such enterprises is based on a technological principle, when workshops perform a set of homogeneous technological operations for the manufacture or processing of a wide variety of parts for all products of the plant.
The technological structure predetermines clear technological isolation. Consequently, the equipment is located not along the technological process, but in groups. For example, spinning, weaving, and finishing shops are organized at textile enterprises; in metallurgical - blast furnace, steelmaking, rolling. Sections are created within the workshops based on the principle of technological homogeneity. With this structure, workshops and sections perform certain operations on equipment arranged in similar groups.
This type of production structure simplifies the management of a workshop or area: a foreman in charge of a group of similar machines can study them comprehensively; If one machine is overloaded, work can be transferred to any free machine. The technological structure allows you to maneuver the placement of people, facilitates the restructuring of production from one range of products to another, which is especially important in a market economy. But, despite this, this type of production structure is considered the most ineffective, which is associated with the inevitability of frequent equipment changeovers, since each of them processes different types of products, thereby limiting the possibility of using special machines, tools, and devices.
This leads to parts sitting around waiting for processing, lengthening the production cycle, reducing capital productivity, equipment utilization over time, and labor productivity. In addition, with a technological production structure, there is no responsibility for the quality of the final product, since each workshop or section performs part of the technological process. Transport transportation and oncoming cargo flows are increasing, since the equipment is not placed along the flow of the technological process.
Despite the ineffectiveness of such a construction of a production structure, its use is inevitable in single-unit conditions. The disadvantages of this type are that the workshop management is responsible only for a certain part of the production process, without being responsible for the quality of the part, assembly, or product as a whole. It is difficult to position the equipment along the technological process, because in a workshop producing a wide variety of products. Technological specialization of workshops increases the duration of the production cycle. The organization of main workshops on a technological basis is typical for enterprises of single and small-scale production that produce a diverse and unstable range of products.
The second type of constructing the production structure of an enterprise is subject-based.
The creation of workshops of such enterprises is based on a subject-matter feature, when workshops specialize in the manufacture of a certain limited range of products, using the most technologically diverse processes and operations, using a wide variety of equipment.
The subject type of constructing the production structure of an enterprise is the most progressive because subject specialization allows you to organize subject-closed areas in mass production and production lines in mass production.
The subject type of production structure is the most progressive. But its application in pure form possible only in large-scale and mass production. All workshops and areas are specialized according to the subject principle, which makes it possible to arrange equipment along the technological process and use high-performance machines, tools, stamps, and fixtures. But, first of all, when using the objective principle, equipment in workshops is arranged in the order of sequential execution of technological operations.
It is heterogeneous here and is intended for the manufacture of individual parts or components of products. Shops are divided into separate subject areas, for example, areas for the production of gear shafts and pistons. The equipment is installed so as to provide rectilinear movement parts assigned to the site. Parts are processed in batches, and the operation time on individual machines is not consistent with the operation time on others. Parts are stored near the machines during operation and then transported as a whole batch. Subject areas strive, whenever possible, to implement a complete (closed) cycle of product production. Such areas (shops) are called subject-closed.
As a rule, they are equipped with the full range of equipment necessary for the manufacture of products. A closed production cycle is achieved by combining various technological processes in the same workshop. For a variety of reasons, this is not always possible. In mechanical engineering, the processing and assembly stages of the production process are most often combined in one subject workshop. Scientific and technological progress, manifested in the use of new resource-saving technologies and integrated mechanization and automation of production, leads to territorial convergence of individual stages of the production process and to the refusal to isolate them in separate workshops.
When organizing workshops and areas according to subject matter, favorable conditions are created for the application of advanced methods of organizing production and labor. The placement of equipment during technological operations dramatically reduces the path of movement of the processed parts and the time spent on their transportation.
Favorable prerequisites arise for the organization of production and automatic lines, equipment is used more fully, workers specialize in performing a narrow range of operations, as a result of which their qualifications increase, labor organization improves, and responsibility for the quality of manufactured products increases. In this case, the master is fully responsible for the entire production cycle of the product. All this leads to an increase in labor productivity and a reduction in production costs. The disadvantages inherent in subject shops and areas include incomplete loading of equipment in individual operations due to the small volume of work.
As the scale of production increases, technological specialization deepens, taking into account the dimensions of the equipment or product, the metal used or other characteristics. In mechanical engineering, the subject-technological, or mixed, type of constructing the production structure of an enterprise has become widespread. The creation of workshops at such enterprises is based on the subject-technological principle, when technologically specialized workshops at the same time have a limited range of subject-specific items. Thus, in machine tool factories, mechanical shops can specialize as shops for large, medium and small parts, and foundry shops can specialize as gray shops, malleable cast iron shops, steel or non-ferrous casting shops.
A mixed structure is characterized by the presence at the same enterprise of main workshops, organized both according to subject and technological principles. Typically, procurement workshops are organized according to a technological principle. This is due to the fact that the procurement shops have powerful equipment on which blanks for any type of product are produced, since otherwise it will be underutilized.
Processing and assembly shops are created on a subject or mixed basis, depending on the mass production of products. This type of production structure is practically applicable in any type of production. It is more common and is used in most engineering enterprises, light industry (footwear, clothing), furniture and some other industries. The advantages and disadvantages of the type of production structure under consideration correspond to the principle of constructing each workshop: subject or technological.
When choosing the type of organization of the production structure, it should be remembered that it is predetermined by production conditions. The main ones here are, first of all, the type of production (mass, serial, individual), the specialization of the enterprise (subject, technological or subject-technological), the nature and range of products.
With the traditional approach to determining the structure and organization of work in workshops, the total volume of work is divided into separate operations for the manufacture of parts or assembly of products. These works concentrated on areas built according to technological principles.
The structural diagram of the organization of the production process is that if sections are formed from machines of the same technological purpose, then with such a structure numerous direct and reverse connections arise between technologically specialized sections for the manufacture of many parts.
When using a subject-closed structure, the workshop has areas built on the principle of detailed specialization at the intersection of external and internal connections. Here are the final goals production system consist of the goals of separate sections that produce finished parts.
The focus of sites on the final result reduces production connections and simplifies the procedure for planning and managing the progress of work. This method of organizing production is called program-targeted.
The essence of the program-target approach is the formation of goals and their achievements with the help of special programs and resources.
The program-target method provides for the construction of organizational structures of planning and management systems for workshops and areas, which is accompanied by:
Target (part-by-part or subject-specific) specialization of sections, carried out using a design and technological classifier of parts, taking into account their relative labor intensity when forming the load of each section;
Unification and typification of technological routes or processes due to the concentration in each department of such homogeneous parts or products that would ensure the unidirectionality of their movement during the production process;
Restructuring the production structure of sections and workshops to suit their target specialization in accordance with the optimal organizational and technological route for the production of parts assigned to each section.
The formation of production areas in a workshop is based on the classification of items manufactured in the workshop and their assignment to certain groups of jobs. In this case, parts or products are grouped according to structural and technological characteristics, taking into account a parameter characterizing the degree of proximity of structural and technological groups of parts.
Criterion economic efficiency and the feasibility of choosing one or another type of production structure is expressed in a system of technical and economic indicators.
These indicators include:
The composition of production workshops and service facilities, their specialization;
Sizes of production workshops and service farms according to the number of production staff;
Equipment capacity, cost of fixed assets;
The share of different types of specialization of workshops, areas (subject, technological, subject-technological);
The ratio between the main, auxiliary and service departments in terms of the amount of equipment and occupied space in each of them;
Labor productivity and labor intensity of production;
Duration of the production cycle for the manufacture of main types of products;
Cost of main types of products;
Length of transport routes;
The enterprise's freight turnover is general and by type of transport;
A number of other indicators that take into account the specifics of the industry.
The production structure of an enterprise is a spatial form of organization of the production process, which includes the composition and size of the production divisions of the enterprise, the forms of their relationships with each other, the ratio of divisions in terms of capacity (equipment throughput), number of employees, as well as the location of divisions on the territory of the enterprise.
The production structure of the enterprise reflects the nature of the division of labor between individual departments, as well as their cooperative connections in a single production process for creating products. It has a significant impact on the efficiency and competitiveness of the enterprise.
The production structure of an enterprise is understood as the composition of workshops, services of the enterprise and the nature of the connections between them.
The production structure of the enterprise is determined by:
- · the nature of the products;
- · complexity;
- · type of production, primarily product range and output volume;
- · forms of relationships with other enterprises.
Depending on the stage coverage life cycle products distinguish between complex and specialized enterprise structures.
- · The complex structure focuses on a relatively large part of the “idea - production - consumption” cycle. This structure is typical for scientific and production associations (NPOs). It includes research and development units, workshops or production units of main, auxiliary and service production. Organizations of this type often bear full responsibility for the development, production and operational maintenance of equipment.
- · A specialized structure focuses on a specific stage of the product life cycle, usually product release, and includes all the departments necessary for this.
Enterprises can be specialized in the production of finished products (subject specialization), parts or assemblies (nodal or detailed specialization), and performing certain operations (technological specialization).
Depending on the forms of administrative and economic separation of the enterprise’s divisions, the production structure can be various types. The most common workshop structure. In addition to the workshop, other types of production structure are being formed in industry: non-shop, hull (block), and plant.
A non-shop production structure is formed in small and some medium-sized enterprises, where instead of workshops, workshops or production areas are created, usually closed. The shopless structure makes it possible to simplify the management apparatus of an enterprise (production unit), bring management closer to the workplace, and increase the role of the foreman.
With a corps (block) structure, groups of workshops, both main and auxiliary, are combined into blocks. Each block of workshops is located in a separate building. With a corps structure, the need for territory is reduced and the costs of its improvement are reduced, transport routes and the length of all communications are shortened. It is especially effective to unite workshops that are related in the technological process or have close and stable production ties.
The plant structure is used in those industries where multiple, or complex, processing of mineral or organic raw materials is carried out on a large scale, i.e. where the predominant type of production enterprise is a plant. At the same time, production units are organized on the basis of rigid technological connections, representing continuous technological flows.
The main elements of the workshop production structure of an enterprise are workplaces, sections and workshops.
The primary link in the spatial organization of production is the workplace.
A workplace is an organizationally indivisible (in given specific conditions) link of the production process, served by one or more workers, designed to perform a specific production or service operation (or group of them), equipped with appropriate equipment and organizational and technical means.
The workplace can be simple or complex. A simple workplace is typical for production discrete type, where one worker is busy using specific equipment. A simple workplace can be single- or multi-machine. In the case of the use of complex equipment and in industries using hardware processes, the workplace becomes complex, since it is served by a group of people (team) with a certain delimitation of functions when performing the process.
The workplace can be stationary and mobile. A stationary workplace is located on a fixed production area equipped with appropriate equipment, and objects of labor are supplied to the workplace. The mobile workplace moves with the appropriate equipment as objects of labor are processed.
Depending on the characteristics of the work performed, workplaces are divided into specialized and universal.
The level of organization of workplaces, the reasonable determination of their number and specialization, the coordination of their work over time, and the rationality of location on the production area significantly depend final results work of the enterprise.
Plot - a production unit that combines a number of jobs, grouped according to certain characteristics, carrying out part of the overall production process for the manufacture of products or servicing the production process. At the production site, in addition to the main and auxiliary workers, there is a manager - the site foreman . Production areas specialize in detail and technology. In the first case, jobs are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - to perform identical operations.
Areas connected to each other by permanent technological connections are united into workshops.
Shop - the most complex system included in the production structure, which includes production areas and a number of functional organs as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships.
The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is an organizationally, technically and administratively separate production unit and performs the production functions assigned to it. Each workshop receives from the plant management a single planned task that regulates the volume of work performed, quality indicators and maximum costs for the planned volume of work.
To service the main and auxiliary workshops, production facilities are created:
- - storage facilities;
- - energy management (power grids, transistor);
- - transport facilities (depots, garages, tracks);
- - sanitary facilities;
- - central factory laboratory.
There are subject, technological and mixed (subject-technological) production structures.
With the technological principle of specialization, areas include workplaces and equipment designed to perform individual technological operations.
The advantage of this structure is: ease of management of the production link, the ability to quickly switch from one product range to another, the ability high load equipment, the use of rational progressive technological methods for the production of products.
With the subject principle of specialization, equipment is selected according to the principle of direct flow according to the technological process. The advantages of the objective feature of constructing a production structure include the use of continuous production methods, high-performance equipment, the possibility of comprehensive mechanization and automation of production processes, and adherence to the principle of direct flow.
A mixed option is also possible - subject-technological specialization (for example, procurement shops are organized according to the technological principle, and assembly shops - according to the subject principle).
INTRODUCTION
A modern industrial enterprise is a complex economic system, in which lies the interaction of material, labor and financial resources. The production and technical unity of the enterprise is determined by the common purpose of the manufactured products and is the most important feature of the enterprise. An enterprise is an integral economic system, consisting of separate structural divisions that ensure the development of this system. The composition of the structural divisions of the enterprise, their number, size and the ratio between them in terms of the size of production space, number of personnel, and throughput characterizes the overall production structure of the enterprise.
The production structure of an enterprise during the creation, construction or reconstruction of an enterprise, as a rule, does not meet new requirements. This happens because during this period the range of products, the serial production of them changes, some production facilities expand, technology and, consequently, the arrangement of equipment changes. Therefore, in order to improve the production structure and determine ways to improve it, it is necessary to periodically analyze it, compare it with advanced similar enterprises, and also need to meet the requirements of the scientific and technical process. Issues of the fundamentals of forming and improving the production structure of an enterprise are subject to disclosure in this work.
The relevance of this topic is that regardless of the industry to which the enterprise belongs, the issue of production structure is one of the key ones in the management system. The results of the enterprise’s economic activities, as well as the efficiency of all ongoing processes, depend on a correctly and clearly developed structure.
The subject of this course work is the process of creating a production structure, and the object is a set of elements of the production structure.
Essence, types and types of production structures
The concept of the production structure of an enterprise
The concept of the production structure of an enterprise is very general and almost all sources provide similar definitions. Below I will give examples of several of them.
The most complete concept is given to us by the free encyclopedia Wikipedia. She says that: “The production structure is part of the overall structure of the enterprise, representing the composition and relationships of the main and auxiliary production units. The primary structural unit of an enterprise is the workplace. Groups of workplaces are combined into a production area. The production structure of an enterprise is its division into divisions (production, workshops, sections, farms, services, etc.), carried out according to certain principles of their construction, interconnection and placement. The most important principle of forming the production structure of an enterprise is the division of labor between its individual elements, manifested in intra-factory specialization and cooperation of production. In accordance with this and depending on the scale of the enterprise and the complexity of the manufacturing process of manufactured products, each industrial enterprise is divided into large divisions (first level): workshops, production, farms, and into smaller divisions (second level): sections, departments, jobs" Internet resource: http://www.economists.com.ua/economics-24, www.wikipedia.ru.
This definition covers absolutely all the nuances of the concept of the production structure of an enterprise. What is said here is that the structure is very complex and begins with the smallest parts that exist in the enterprise, such as workplaces, and with each step these structural units are grouped and enlarged.
Also an important part of the definition is the division of labor into elements that specialize strictly in the manufacture of their part of the product.
“The production structure of an enterprise is a set of production units of the enterprise (shops, services) included in its composition and the forms of connections between them. The production structure depends on the type of product and its nomenclature, the type of production and forms of its specialization, and on the characteristics of technological processes. Moreover, the latter are the most important factor determining the production structure of the enterprise” V.Ya. Gorfinkel, V.A. Shwander “Enterprise Economics”, Moscow, 2004. This formulation of the definition again states that the production structure is the interconnection of all parts of the enterprise, but clarifies the point that this structure depends on the type and forms of production, as well as on the features of product manufacturing technology.
“The production structure of an enterprise is a spatial form of organization of the production process, which includes the composition and size of the production divisions of the enterprise, the forms of their relationships with each other, the ratio of divisions by power (equipment throughput), number of employees, as well as the location of divisions on the territory of the enterprise” L .N. Chechevitsyn “Enterprise Economics”, Rostov-on-Don, ed. "Phoenix", 2008;. This definition states that the production structure is a very large organizational form that unites all divisions and entities of the enterprise.
1.1.1 a brief description of each of the structural divisions of the enterprise
Let us briefly describe the structural divisions of the enterprise and highlight their functions and goals.
Firstly, the main workshops, which play the most important role in the enterprise and form the main production. They are intended to carry out technological production processes in which this enterprise specializes. Technological processes are basically the modification and processing of raw materials for their further transformation into finished products.
Secondly, auxiliary workshops that help the main production operate efficiently. The auxiliary workshops supply the main workshops with electricity, gas, steam and other types of energy, are also responsible for the serviceability of the equipment and buildings of the main workshops, and manufacture spare parts and non-standard equipment.
Thirdly, this is an important service economy that provides transport services: road, rail, etc. It also carries out storage of both raw materials and finished products and semi-finished products, and provides various additional laboratory testing services.
The service department also includes:
1. Ancillary production responsible for the production of containers required for packaging. Extraction and processing of various auxiliary materials (refractory products, scrap metal)
2. Ancillary workshops that manufacture products from generated production waste. Side units can also operate to reuse auxiliary materials in the main production.
3. Experimental production is supported where the production of high-tech products is mainly carried out, which are constantly being improved and updated.
Fig.1
In the production structure, three levels of its elements can be distinguished:
1. Workplaces
2. Workshops, farms
3. Departments, areas
The workplace is a part of the area that is equipped with equipment, tools, various instruments and other material and technical means with the help of which operations for the manufacture of products or their maintenance are performed.
1.1.2 Types of industrial structure
Specialization is the performance of homogeneous labor operations by a production worker within the framework of his technological organization. The basis for the organization of workshops can be three forms of specialization: technological, subject, mixed, from which the remaining types of the production structure of the enterprise are further distinguished.
Enterprises with a predominantly technological structure create areas based on the principle of their homogeneity for processing and manufacturing a wide variety of parts for the enterprise’s products. Most of these are procurement workshops, which differ from each other depending on the specialization of the enterprise. This includes: spinning, weaving and finishing shops at textile enterprises, and, for example, at mechanical engineering - thermal, mechanical and forging shops.
Rice. 2. Production structure of an enterprise with technological specialization (fragment)
But this structure has disadvantages associated with the complexity of the location of technological equipment during production. Those. It is very unprofitable to change machines every time a company needs to produce a new product. That is why most often such a production structure is used in single-unit or small-scale production enterprises.
The subject structure is characterized by distribution into similar sections, which are built on the basis of each person’s production of a specific product, part of a product, or group of parts. Often such a structure is used in mechanical assembly shops, for example, at an automobile plant these are workshops for the production of chassis and engines, and at a machine tool manufacturing plant these are workshops for the production of body parts, frames and shafts. This structure carries a lot of advantages for the enterprise, such as: it reduces the activity of the production cycle, it allows you to arrange equipment along the technological process. In this structure, subject-closed areas of serial production are also organized, for example, processing and assembly stages of production, combined together. Production lines also appear in mass production.
A mixed, or otherwise subject-technological, production structure combines workshops in an enterprise according to both principles of organization.
For example, procurement and mechanical assembly shops, which are located in a machine-building company with mass production of finished products, are organized differently. So foundries, forges and presses, that is, procurement shops, are organized according to the technological principle, and mechanical assembly shops - according to the subject matter.
1. 1.3 Factors determining the production structure of the enterprise
Without taking into account the factors and conditions of their formation, it is impossible to analyze, evaluate and justify directions for improving the structures of the enterprise. Factors influencing the formation of the production structure of an enterprise are divided into several groups.
The completeness and complexity of the structure is determined by general structural or otherwise national economic factors, for example: the composition of economic sectors, the relationships between them, their degree of differentiation, the expected growth rate of labor productivity.
There are also industry factors, which include:
1. how broad is the industry’s specialization,
2. level of development of industrial science,
3. features of the organization of various supplies and sales of products,
4. provision of services to other industries.
Regional factors, in turn, determine how well the enterprise is provided with various communications, these are: gas and water supply, communications, highways along which transport runs, etc.
To production factors, i.e. Everything without which it is impossible to organize production includes resource supply factors. These are structures, equipment, raw materials and materials, fuel and vehicles.
Factors that organize labor and production, as well as improve skills and introduce innovations, are called enabling factors. They strive to establish the desired level of economic and technological development.
All these factors together form the external environment for the functioning of the enterprise and taking them into account is very important when forming the structure.
If the company decides to move to market conditions, then the importance of the factors that ensured the commercial efficiency of the enterprise, the rhythm of its production and cost reduction increases.
But there are also factors that hinder the improvement of the enterprise structure:
1. Low level personnel qualifications
2. Low potential of service and support units
3. Lack of production flexibility
4. Low level of management, organization, etc.
After all of the above, the question of the rational formation of the production structure, which largely determines the efficiency of activity, arises. It is necessary to choose the correct relationship between the main production and various secondary and auxiliary workshops, and this is explained by the fact that the final process of manufacturing the enterprise's products is carried out in the main workshops, which should include more workers. In addition, the main workshops should occupy large area and prevail in the value of fixed production assets.
There are many factors at an enterprise that at some points hold it back, and at others improve it. Above we have listed many of these and other factors and revealed their essence.
1.1.4 Indicators characterizing the structure of the enterprise
Wide range of indicators is used for quantitative analysis production structure of the enterprise. The relationship between production: main, auxiliary and service, which are characterized by the number of workers, equipment in the enterprise, as well as the size of the production area.
The amount of output, the number and cost of production assets, the energy capacity of installations. All this characterizes the size of production units.
The degree of centralization of individual production is the ratio of specialized work to the total volume of work.
The proportionality of the links that make up the enterprise, which is determined by the ratio of interconnected sections responsible for the production process, production capacity and labor intensity.
Spatial placement and its effectiveness. So one of the coefficients is the ratio of the area occupied by buildings and structures to the area of the entire site of the enterprise.
The relationships between production departments, which are determined by recalculating the number of redistributions of an object of labor before it becomes a finished product, as well as the length of transport routes for the transportation of semi-finished products and cargo turnover between redistributions.
Specialization of individual units, which is determined by the number of detail operations performed at one workplace, which, in turn, characterizes the specific gravity of the units.
In the first paragraph of the first chapter of the theoretical section, we defined the production structure of the enterprise itself and all the elements that make it up. We also briefly described some structural divisions of the enterprise in the second paragraph and identified the types of production structures of various enterprises in the third paragraph. In the subsequent paragraphs, we talked about the factors that determine it and the indicators that characterize it. All this gives us the opportunity to look at the enterprise from the inside and explain its complex mechanism.
