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Scheduling in unit production. Volumetric scheduling for single and small-scale custom production

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MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

educational institution

Brest State Technical University.

Institute for advanced training and retraining of personnel.

TEST

"Organization of production"

Brest 2012

Single type of production and its characteristics

Type of production - a comprehensive description of technical, organizational and economic features engineering production, due to its specialization, volume and constancy of the product range, as well as the form of movement of products in the workplace.

The range of products manufactured at the workplace can be constant and variable. The permanent nomenclature includes products, the manufacture of which continues for a relatively long time, i.e. a year or more. With a constant nomenclature, the manufacture and release of products can be continuous and periodic, repeating at certain intervals. With a variable nomenclature, the manufacture and release of products are repeated at indefinite intervals.

According to the degree of specialization, size and constancy of the range of products manufactured on them, all jobs are divided into the following groups: 1) jobs mass production, specialized to perform one continuous repetitive operation; 2) serial production workplaces, where several different operations are performed, repeated at certain intervals: time; 3) jobs single production, on which a large number of different operations are performed, repeated at indefinite intervals or not repeated at all.

The serial type of production is determined by the production of a limited range of products in batches (series) that are repeated at certain intervals at workplaces with a wide specialization. The serial type of production is also subdivided into large-scale, medium-scale and small-scale production, depending on the prevailing group of jobs.

A single type of production is characterized by the manufacture of a wide range of products in single quantities, repeated at indefinite intervals or not repeated at all, at workplaces that do not have a specific specialization.

The large-scale type of production approaches in its characteristics to mass production, and the small-scale type - to a single type of production.

Single production plants are characterized by the predominance of a single type of production. Serial, and sometimes even mass production, is found in the manufacture of standard, normalized and unified parts and assembly units. This is also facilitated by the typification of technological processes and the introduction of group processing methods.

As the degree of specialization of workplaces increases, the continuity and direct flow of the movement of products through workplaces, i.e., during the transition from single to serial and from serial to mass production types, the possibility of using special equipment and technological equipment, more productive technological processes, advanced methods of labor organization, mechanization and automation of production processes. All this leads to an increase in labor productivity and a reduction in the cost of production.

The main factors contributing to the transition to serial and mass production are the increase in the level of specialization and cooperation in mechanical engineering, the widespread introduction of standardization, normalization and unification of products, as well as the unification of technological processes.

The main features of unit production are as follows. The plant program usually consists of a large range of products for various purposes, the release of each product is planned in limited quantities. The range of products in the plant's program is unstable. The instability of the nomenclature, its heterogeneity, limited output lead to limited opportunities for using standardized design and technological solutions. In this case, great specific gravity original and very small proportion of unified parts.

Technological processes for processing parts and assembling machines are being developed on an integrated basis. This is explained by the fact that the orders being executed are usually not repeated, so the cost of detailed development of technological processes is not economically justified. Based on the same considerations, they usually seek to reduce the number of special equipment, using universal fixtures and universal cutting tools. In single-piece production, universal prefabricated devices (USP) are widely used, which are assembled from normalized elements, and after use they are divided into elementary parts. Multiple use of USP elements is cost-effective.

The lack of special tooling makes it impossible or economically unprofitable to ensure the required dimensional accuracy of some parts, which naturally increases the number of fitting work in the assembly process, often performed manually.

Technological processes are developed on an integrated basis for the entire operation as a whole. Detailing technological operations carried out directly in the workshops by craftsmen and skilled workers.

Since a very diverse and frequently changing range of machines is used in unit production, universal equipment is widely used in it, which allows processing a wide range of parts, and special machines, semi-automatic and automatic machines are used very rarely.

The use of universal equipment and tooling requires the use of highly skilled workers in a single labor production. They must have a wide range of different skills, be able to set up the machine.

To eliminate the diversity of work, a certain type of work is assigned to individual jobs. Restriction of types of work gives good results, as it allows to increase the productivity of workers and product quality.

Performing work on universal equipment without special equipment, a large proportion handmade(including finishing) cause a significant lengthening of the production cycle.

Due to the fact that technological processes are detailed and refined directly in the shops and centralized planning of a large range of products is difficult, a significant part of the technological and planning management is transferred from the plant management apparatus to the manufacturing shops.

The workshops of unit production plants usually consist of sections organized according to the technological principle.

Significant labor intensity of products; high qualification of the workers involved in the operations; the increased costs of materials associated with large tolerances determine the high cost of manufactured products. In the cost of production, wages have a significant share, often amounting to 20-25% of the total cost.

Table 1 Characteristics of production types

	single	Serial	Mass
Nomenclature	Unlimited	Limited by series	One or more products
Release repeatability	Doesn't repeat	Repeats periodically	Constantly repeating
Applied equipment	Universal	Universal, partially special	Mostly special
Equipment location	group	Group and chain
Development technological process	Aggregate method (per product, per unit)	Detailed	Detailed operation
Applied tool	Versatile, slightly special	Universal and special	Predominantly special
Fastening parts and operations to machines	Not specifically assigned	Certain parts and operations are assigned to machines	On the. Each machine performs the same operation on one part
Worker Qualification			Mostly low, but there are highly skilled workers (adjusters, toolmakers)
Interchangeability	Fit	incomplete
unit cost

Single production is characterized by a wide range of products and a small volume of production of identical products, often not repeated. The features of this type of production are that jobs do not have a deep specialization, universal equipment and technological equipment are used, most of the workers are highly qualified, a significant amount of manual assembly and finishing operations, there is a high labor intensity of products and a long production cycle for their manufacture, a significant volume of work in progress.

A diverse range of products makes unit production more mobile and adaptable to fluctuating demand for finished products.

Single production is typical for machine tool building, shipbuilding, the production of large hydraulic turbines, rolling mills and other unique equipment. A variation of unit production is individual production.

Single production (job shop production) is focused on the production of piece products of a diverse and non-permanent nomenclature for a specific purpose, when each unit of the final product is unique in design, tasks, location, or some other important features. This makes it impossible to permanently assign operations to individual jobs, . With this type of production, universal equipment is used and, in the main, a sequential type of movement of batches of parts through the operations of the technological process. Factories have a complex production structure, and workshops are specialized according to the technological principle.

At enterprises with a single type of production, the assignment of parts to sections and workshops is constantly changing, which greatly complicates both inter-shop and intra-shop planning, leads to uneven loading of equipment by type of work. Under these conditions, a sequential type of movement of parts is usually used, which causes their long periods between operations and between workshops. One of the main requirements for operational production planning in a unit production is the rational organization of the movement of objects of labor in the process of manufacturing a particular product.

In the conditions of unit production with high renewal of manufactured products, the coordination of the processes of preparation for production and the manufacture of products consists of the coordination of conflicting requirements: taking into account the dynamism of the real course of production; timely execution of orders; continuous and full loading of production sites; minimizing the level of complete work in progress.

In this regard, the order-based system of operational production planning most fully meets the requirements of unit production. The planning and accounting unit in this system for assembly shops is the product, and for procurement and machine assembly shops - a set of parts. At machine-building enterprises of this type of production, it is common practice to choose a group or batch of products as a planning and accounting unit, which makes it possible to reduce the number of nomenclature positions, improve planning and organization of production.

Operational and production planning in unit production

For any enterprise, rhythmic work is of great importance, during which at each workplace and production site, in each production unit, strictly a certain amount of products. Such work, as a rule, is very effective, rational and has a sign of a high production culture.

However, as production experience testifies, it is sometimes very difficult to achieve a strictly defined and pre-calculated rhythm of production. To do this, it is necessary to ensure complete coordination of actions of all structural divisions in time, ensure their production proportionality, constantly monitor possible failures of the agreed rhythm of production and introduce amendments into its course if somewhere in some area the established rhythm is violated.

Deviations from the planned rhythm can lead to huge economic losses at the enterprise: to downtime of shops and sites, to additional costs for restoring the normal course of production.

To prevent this from happening, each service must coordinate actions with all departments of the enterprise. Such consistency is achieved in the process of performing a special managerial function, which is called operational-production planning.

Operational and production planning is the final stage of intra-production planning. It is organically connected with technical and economic planning, being its continuation, carried out in the course of the implementation of the annual plan. operational planning It is designed to ensure the timely and high-quality fulfillment of annual targets provided for by the plans for the socio-economic development of an enterprise or firm.

Operational planning is understood as the implementation of the current activities of planning and economic services for a short period, for example, the development of an annual production program, the preparation of quarterly budgets for an enterprise, monitoring and adjusting the results, etc.

Operational planning of production consists in the development of the most important volumetric and calendar indicators of production economic activity enterprises. Any process of operational planning involves the implementation by economists-managers of such stages of activity as the choice of an enterprise development strategy, the justification of the form of organization of production, the determination of the logistics scheme for the movement of material flows, the development of basic calendar planning standards, the operational planning of the work of production units, the organizational preparation of production, the direct organization of operational work, current control and regulation of the production process.

The main task of operational production planning is to ensure the smooth and rhythmic course of all production processes at the enterprise, to organize the coordinated work of all departments of the enterprise (association) to ensure uniform, rhythmic output of products in the established volumes and nomenclature with the full and rational use of available economic and production resources in order to best meet the basic needs of the market, and maximize profits.

In the process of operational and production planning:

a production plan is developed by the enterprise for the months of the year;

volumetric calculations of equipment and space loading are performed;

selected calendar and planning standards;

operational-calendar production plans and schedules for the production of units, parts by workshops, sections are developed by months, weeks, days, shifts (and sometimes hourly schedules);

organized shift-daily planning.

Operational production planning plays a major role in ensuring the timely release and delivery of products to consumers based on the rational use of limited economic resources in the current period of time. Further development operational planning at domestic enterprises will contribute to the solution of the following organizational and economic tasks:

Achievement of coordinated work of all links of production on the basis of a single market goal, providing for the uniform production and sale of goods;

· improvement of the entire system of intra-company planning by increasing the reliability of scheduling calculations and reducing labor intensity;

· increasing the flexibility and efficiency of on-farm planning based on more full accounting customer requirements and subsequent adjustment annual plans;

· Ensuring continuity in the process of production planning and achieving closer interaction between strategic, tactical and operational plans;

· Creation at each enterprise of a system of operational planning of production that meets modern market requirements and the level of development of a particular enterprise.

For unit production, the use of two systems of operational production planning is typical - order-by-order and complete-node.

Planning for the production of standardized and standardized parts is carried out according to the so-called “to-stock” planning system.

The expediency of using one or another planning system is determined by the duration of the production cycle of assembling a product or order. With a relatively short assembly cycle, not exceeding about one month, an order-based planning system is used, the essence of which is that all the necessary parts for the assembly and assembly assembly of the product are supplied in advance and completed before the start of assembly work.

When assembling complex, multi-part products with a high degree of dissection and a long production cycle of assembly operations, it is advisable to use a complete-assembly planning system. Coordination of individual links production process production of products with this planning system is achieved by organizing the timely preparation and launch of the node kits of the product for processing on the basis of a cyclic order fulfillment plan in relation to a given release date.

For unified assemblies and parts, a “to-stock” planning system is used. Start-up control occurs from the state of the warehouse backlog in such a way as to ensure timely replenishment of the backlog for uninterrupted power supply to the assembly of the changing product range.

In a single production great importance has shift-daily planning. Shift-daily tasks are developed both for sections or shifts in general, and for individual workplaces. They specify tasks for a given shift or day according to the nomenclature, quantity, terms, jobs. The main task of developing shift-daily plans at production sites is to ensure timely start-up for processing and promotion of parts to workplaces over the coming day in accordance with production task for a month.

Single production is characterized by a wide range of manufactured products with single and small one-time production volumes.

Distinctive features of a single production are:

Almost complete non-repeatability of the output of products when they are manufactured by individual copies or a certain number of products of the original design - for example, experimental production of various branches of engineering.

A wide range of parts and operations performed at workplaces.

Complete instability of working conditions in the workplace due to the impact of the first two signs.

limited cast regulatory framework, which has an enlarged character.

Significant complexity of organizing and planning production due to a large, constantly changing range of parts, assembly units and products.

Lower technical and economic indicators compared to serial production.

These features make it difficult to organize normal conditions production and weaken the technical and organizational basis for planning a single type of production. This manifests itself in the following:

The use of simpler and less productive technological equipment.

This is explained by the fact that the insignificance of a series of items (2-5 pieces) of an order or the non-reproducibility of products (for example, pilot production) does not necessitate the design and manufacture of complex, expensive, with a significant manufacturing cycle of disposable tooling.

Consolidation of time standards used for production planning.

This is due to the frequent shift of operations, a small number of objects, and the inappropriateness of accurate time calculations. Usually, experimental-static norms are used.

Deterioration of indicators of use of fixed assets.

The variety of non-repeating products increases equipment downtime due to its frequent readjustments and the time it takes to master new technological operations.

Frequent deviations from the established specifications production.

This is manifested in the inconsistency of the materials used, their deviation from normal sizes due to the outdated material and technical supply and the difficulty of providing the most scarce positions.

The production of products in a single production is carried out according to orders, this predetermines the planning methodology - the so-called order-by-order method. The scope of work of the order includes not only the manufacture of the product itself, but also the entire technical preparation of production. The main task of operational scheduling in a single production is the simultaneous execution of many orders within the time frame stipulated by the contracts. At the same time, uniform loading of all production links and, as a result, rational use of equipment and labor should be ensured.

The execution of an order can be divided into a number of stages: placing an order, preparing for production, and actually manufacturing the product. An approximate technology for performing these works is as follows: having received an offer to fulfill an order, the order bureau finds out the possibility of its execution, if possible, informs the customer about this and proceeds to its execution. The registration process consists in setting deadlines, determining the cost of the order and some technical conditions. These data are then included in the draft contract submitted to the customer for signature. The definition of the above parameters of the draft contract is carried out on the basis of the request sheet. This sheet is drawn up by the order bureau after the issue of the possibility of fulfilling the order has been decided and sent to the design department. Here, the scope of work, the timing of their implementation, the list and consumption rates of materials and purchased semi-finished products are determined. Further, the request sheet goes through the technological, tool department and other services, each of which sets the order parameters in relation to its functions. When developing these preliminary data, aggregated standards are used. The main order data is recorded in a special journal, the so-called order book. The data is the input for production planning.

Operational scheduling systems (OCP) in unit production are the least typed and focused on the methods of organization of production, labor and management that have developed at enterprises. Nevertheless, with all the variety of tools and methods used in operational scheduling, they must solve three important tasks:

Development of calendar and planning standards that regulate the progress of the order;

Planning of technical, organizational, economic and material preparation of production;

Application of serial methods of organization of production and operational scheduling in certain areas of production, specialized parts and assemblies.

Features of intershop operational-calendar planning in unit production are as follows:

The annual output is distributed over periods within the year in accordance with the portfolio of orders, the order of receipt of orders and the conditions for loading production;

The lack of repeatability of orders does not allow the creation of reliable long-term scheduling standards. Only cycle schedules and calculations for similar orders can have a normative character;

The assignment of the nomenclature to workplaces, workshops and sections may vary from one order to another;

The nomenclature of workshop programs is built in a custom-made and less often in a complete-nodal section;

Calendar assignments for the fulfillment of orders are distributed on the basis of the established deadlines for the delivery (picking) of orders, taking into account calendar advances in the work of sections and shops.

Intra-shop OKP is characterized by the fact that tasks for production sites and workplaces for each order are formed by sampling from the operational shop plan of the corresponding nomenclature, taking into account technological manufacturing routes. In addition, the tasks for the month regulate the timing of the manufacture of leading and original parts and assemblies.

The terms of production of the rest of the nomenclature of the workshop are set in the order of the current distribution, depending on the workload.

Operational scheduling in unit production includes the following planned calculations:

Calculation of the production cycle of order fulfillment and construction of a volume-calendar schedule for the fulfillment of individual orders and a summary for all orders;

Calculation of calendar lead times in the work of shops;

Calculation of loading of equipment and production areas in the planning period;

Daily accounting of orders.

The schedule is built in reverse order of the technological process, starting from the test or assembly shop. According to the schedule, the general cycle of manufacturing an order is determined, which is compared with a given period. For orders with a short production cycle (less than a month) and a small number of executing shops (one or two), the volume-calendar schedule is not drawn up.

The calculation of calendar lead times in the work of workshops is necessary for their coordinated uninterrupted operation and for all the parts included in this product to arrive at the assembly by the specified date. Therefore, parts that have a longer production cycle are put into production earlier than other parts.

A consolidated volume-calendar schedule for the fulfillment of all orders (Fig. 2) is necessary for the mutual coordination of work on orders in time and for more full use equipment and space. When constructing a consolidated volume-calendar schedule, it may happen that the deadlines for completing the same work on different orders on the same equipment coincide, and it turns out to be overloaded, or the deadlines for completing work on one order and starting work on another on the same equipment do not coincide, and this equipment is underloaded. In both cases, it is necessary to adjust the deadlines for the execution of work provided for by the schedules for the implementation of individual orders. At the same time, it is necessary to determine measures to eliminate bottlenecks and reload underloaded equipment. In order for the consolidated volume-calendar schedule to meet the above requirements, PDO and PDB (planning and dispatching department and planning and dispatching bureau, respectively) of the main workshops calculate the equipment load and the use of production space, finding best option use of available capacities.

The consolidated volume-calendar schedule is adjusted monthly, taking into account data on the implementation of the monthly program by the main workshops, the state of work in progress on orders, and new orders accepted by the enterprise. At the same time, the nomenclature and scope of work for previously included orders are being specified. Taking into account these features, the consolidated volume-calendar schedule of orders is finally specified and, on the basis of it, the PDO issues a monthly production work program to each workshop, which indicates the scope of work for each order and the timing of their implementation.

The monthly workshop program contains the following details:

name and order code;

name and code of the part (assembly unit);

the number of parts (assembly units) planned for release;

launch-release dates;

the complexity of manufacturing a unit of production and the planned scope of work.

Workshop manufacturing program serves as the source document for the preparation of programs for production sites. To do this, the work envisaged by the program of the shop is distributed among the production sites, volumetric calculations are made for the correct use of capacities and the elimination of disproportions in the loading of the equipment of the sites. Sometimes, in addition to the monthly program, the PDB of the shop, before the start of the planning period, gives the foremen updated schedules for the distribution of work for shorter planning periods (decade, week). When determining the timing of the launch and implementation individual works are guided by the duration of cycles, current needs and the state of work in progress. The fulfillment of monthly tasks (schedules) must be fully provided with sets of working drawings and other technical documentation, materials, blanks, semi-finished products, parts, tools, production documentation, etc.

The basis of planned and distributive work for a shift is a shift-daily plan, in which tasks are specified for each day and shift for each worker. The reality of shift assignments must be ensured by advance and thorough operational preparation of production. Shift tasks include only such works for which technological documentation, tooling, materials and workpieces have been prepared.

single production inter-shop planning

Task#1

Develop an R & D plan (experimental design work) to create a new TV model in the form of a network diagram based on the list of works, the complexity of their implementation and the number of performers.

Calculate the duration of work, based on the given labor intensity and the number of performers, build a network schedule for this set of works, encode the constructed schedule, calculate the parameters of the network schedule, identify reserves, the critical path, build a schedule for the movement of workers and calculate the coefficient of unevenness.

Work code	Job Title	Duration of execution, weeks	Number of performers, people
	Development of technical specifications
	Patent search
	Selection and calculation of the skeletal scheme
	Development of a draft design
	Development circuit diagram
	Calculation of the circuit diagram and determination of tolerances for electronic parameters
	Block design of the layout of the new TV
	Development and calculation of design documentation for manufacturing
	Design of technology and special equipment
	Tool making
	Data processing of the skeletal diagram calculation and preparation for prototyping
	Making a mockup of a new TV
	Testing the layout of a new TV, studying the properties and parameters, adjusting circuits, documentation calculations
	Dummy job

Task #2

Determine the normative reserves on the line and build a standard schedule for the operation of a direct-flow line for the maintenance period. Machining of the torsion roller is carried out on discontinuous production line working in two shifts of 8 hours. The shift program for the production of parts is 428 pieces, the line cycle is 1.15 minutes, the norm of time, the load factors of machines, the number of work operators are given in the table.

Operation	Norm of time, twk, min/pcs	Number of machines, Ref, pcs.	Number of loading, Kz	Number of work operators
Mill-centered
Turning
Milling
Rolling
Turning and rolling

Each machine processes 1 piece at a time. The insurance reserve is 10% of the replacement parts load.

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OPERATIONAL-CALENDAR PLANNING IN SERIAL AND SINGLE PRODUCTION

S.A. Ovshinov

Held comparative analysis organization of operational scheduling at enterprises in industry and construction, characterized by a discrete production cycle with an accurate determination of the time parameters of the stages of the main production process.

Keywords: serial production, unit production, discrete production process, production cycle, production planning, operational scheduling, construction production.

IN modern conditions, characterized by an increase in the complexity of technological processes in production, it becomes relevant to improve the methods of operational scheduling (OCP), which provides a combination of development planned assignments with the organization of their implementation. The main goal of the OKP is to specify tactical tasks, bring them to the executors (structural divisions and jobs) and organize the rhythmic work of the enterprise.

To classify the main problems of scheduling in general, the following components can be distinguished: a) characteristics of machines; b) characteristics of the task; c) goal setting. In the characteristics of machines, the types, location and number of machines are distinguished as subfeatures. The characteristics of tasks contain the following features: the number of tasks, discontinuity, sequence relations, timing of the issuance of tasks, processing time, equipment changeover time depending on the sequence of tasks, additional limited resources, production times,

number of operations, restrictions on storage capacity.

The main time objectives of scheduling are such as minimizing travel time, cycle time, machine downtime, or delivery variances. The profit maximization target at the schedule level is reduced to the minimization of production costs. Often the primary goal of scheduling in Anglo-American manufacturing is to minimize cycle times by minimizing schedule variances.

To draw up a calendar plan (KP), you can use the static method, which involves the development of a solid task for the entire planning period (including changes based on data operational accounting and control), where it is planned to distribute work within a certain period of time on production equipment; as well as dynamic, in the application of which it is assumed that the volume of the task during the planning period is constantly expanding due to new tasks.

The goal of classical batch planning is to determine for any product or variety such a batch size that will be minimal in terms of the amount of equipment changeover costs (large

number of small series) and storage costs (with a small number of large series).

The period of detailing the production program, as the main object of operational planning of production and sales of products, is preceded by the stage strategic planning the production sphere of the enterprise, determining the type of production (single, serial, mass). The stage of preparatory production planning includes the planning of all necessary production factors on different levels acceptance planned decisions. On the basis of strategic decisions, the location of production within the enterprise is planned, as well as short-term measures for the distribution of capacities, for example, changing the time or intensity of the machines. Review of the production strategy should be repeated regularly to overcome problems and exploit the opportunities of the external and internal environment.

Employment planning is closely related to the planning of the production program, within which temporary measures for the problems of matching the capabilities of personnel are usually solved by overtime work, since it is impossible to arbitrarily change the amount of labor for a short period. The primary task of operational personnel planning should be the distribution of work, taking into account the available workforce.

The purpose of medium- and short-term planning for the preparation of materials (planning the need for materials) is to identify the quantity and types of materials needed for the upcoming planning period, and their timely preparation. When identifying secondary production needs (for raw materials, parts and assemblies), a distinction is made between identifying data on the needs for materials associated with the production of final products (according to the specification or recipe for its manufacture) and the needs associated with equipment wear and tear.

based on acceptance strategic decision on the scope of production further, within the framework of tactical planning of the production program, product assortments, volumes and terms of release, options

production technologies, the ratio of products and their components own production and produced on the side.

The concretization of tactical calculations takes place finally through the operational planning of the production program, which is a short-term detailed calculation of the volume and timing of production. various kinds products. The production and technical equipment available to the enterprise at this stage is a set value that cannot be changed in a short time, which indicates the need for careful preparation of production capacity at earlier stages.

Many domestic enterprises are moving to a foreign planning model - MRP II, adapted to Russian conditions. It combines strategic, tactical and operational scheduling and allows you to develop and control the production schedule in real time with each new order, taking into account the priority strategies of the enterprise. MRP II is based on the full automation of planned calculations and allows for more detailed real-time cost accounting, cost analysis by standard, planned and actual cost.

It is possible to single out the main elements of the operational plan for the production and sale of products used in foreign planning practice:

1. The Master Production Schedule (MPS) is drawn up on the basis of the production plan, usually for three, six months or a year, depending on the nature of the production processes. MPS is expressed in volume terms of actually manufactured products and is developed in accordance with the marketing plan.

2. As a rule, at the same time, a preliminary assessment of production capacities (RCCP - Rought Cut Capacity Planning) is carried out to determine the possibility of meeting the specified production indicators using the available

standing time of equipment and labor resources. To calculate the production capacity, it is necessary to know the planned fund of working time of one machine, the number of machines, the productivity of the equipment, the labor intensity of the production program, the achieved percentage of the production rate. First, the power of individual units and groups is calculated technological equipment, then the production site, workshop (building, production) for the established planning period. In discrete manufacturing processes, power is calculated from the labor intensity of the equipment.

3. Along with quantity data final product the operational production program contains data on the quantity of the intermediate product. Identification of the need for raw materials and intermediate products refers to the operational management of materials. The material requirements planning procedure converts the schedule for the production of end products into a schedule of purchase orders for components and materials and orders for the production of components, taking into account the requirements for the timing and technology for the production of end products.

4. Sales planning is closely related to all sections of the planning of the production program, which should reveal which products by type and quantity can be sold on the market for a certain planned period of time. The production program may not match the sales program if finished products remain in stock due to problems with consumers, component suppliers, etc.

Sales planning by content depends to a large extent on the direction of sales. In the case of production to order (discrete production), production and marketing programs are oriented directly to the incoming order of the buyer. If we are talking about a product for an anonymous market, which usually takes place with standardized products, in which case the program is created on the basis of forecasts based on the experience of past planning periods. When making

In order to order, manufactured products are made on the basis of a customer order, planning the need for materials and components, as well as design and technological features of production are determined by custom specifications and custom technology. The sales plan is formed on the basis of a portfolio of orders. If assembly to order takes place, then the manufactured products are made to order mainly from standard components, the differences of products of the same type from each other form as a result a certain “model range”. The sales plan is mainly formed on the basis of a portfolio of orders and can be supplemented with forecast data.

From the standpoint of this approach, considering the OKP in serial and single industrial production and in construction, one can note a similar basis for the development of production programs, despite the distinctive features due to the specifics of each type of economic activity.

If in serial production planning is based on the calculation of the volume of the batch and the time parameters of their movement, then in unit production, the elements can be the volume of work and intermediate products. Construction can be considered as an example of a single production.

Operational-calendar planning in a single industrial production really has many similarities with planning in construction. In unit production, for each order (one product or batch), as well as separately for each construction project, technical documentation is developed, production is prepared, a production schedule is calculated, the cost is determined, control and accounting are maintained.

Operational and calendar plans in a single production are typified to the least extent, however, it uses serial methods of organizing production and OKP in separate areas.

In unit production, annual output is distributed over periods within a year.

in accordance with the portfolio of orders, their sequence and capacity utilization conditions.

The structure of the OKP in a single production includes a number of elements developed in a certain sequence. First, the production cycle is calculated, which includes the distribution of the labor intensity of the order by type of work and the calculation of jobs. Based on this, volume-calendar schedules for the implementation of the plan are built. A consolidated volume-calendar schedule is needed to coordinate work on deadlines. Based on it, the shops are given a monthly production program indicating the name and code of the order, details, their quantity, launch-release dates, labor intensity. Next, programs of production sites and shift-daily plans are drawn up.

Elements of the OKP in the industry are reflected in the building KP. Such a sphere of production as construction has its own characteristics of scheduling. It is characterized by a complex set of interrelated construction and installation processes performed in a certain technological sequence. Analyze All possible options and choose those that require the shortest construction time with the high quality of the technology used, you can use the calendar plan, which is a technological, organizational model construction of an object in which all construction and installation work performed in a certain sequence and at exactly the appointed time. Being the main document of the project for the production of works, the CP covers the entire range of works on the construction of the facility, from preparatory to commissioning, testing and testing of communication systems, improvement of the territory adjacent to the facility.

To draw up a commercial plan for the construction of an object, you need: working drawings of a building or structure, a summary estimate, a construction organization project, information on the timing and procedure for the supply of structures, materials, equipment, information on the types and

the number of machines and mechanisms planned for use, information about the workforce for the main professions, technological maps on complex work and work performed by new methods, and standard technological maps tied to the object and local conditions construction for all other works. The latter are similar to technical specifications in industry.

After a thorough study of the source materials, a nomenclature of works (the nomenclature of output in the industry) is drawn up, of which the construction of the object will consist. This takes into account the following: methods of production of works provided for in technological maps; compliance with the correct technological sequence for the implementation of all construction and installation processes; the possibility of their consolidation (dismemberment) into component parts; allocation of work performed specialized organizations; their compliance with the nomenclature of normative reference books.

The next stage in the development of the CP is the choice of methods for the production of work in relation to specific local conditions. The main task here is the selection of a set of machines with a focus on the leader, which may also include vehicles(dump trucks, panel carriers, etc.).

After that, the labor intensity of work and the need for mechanization are calculated, which is determined on the basis of current standards, taking into account the planned percentage increase in labor productivity according to certain types works in relation to real conditions construction.

Then the duration of each type of work is determined. Depending on the accepted methods of performing work, the chosen means of mechanization and the number of performers, it can vary considerably. To calculate the maximum and minimum values of the duration of the work, their labor intensity, the general and working front of the performance of this work are calculated.

When compiling the KP for the production of work at the facility from the general list of construction

but-assembly work, they choose the leading process, on which the total construction time of the object largely depends (orientation when planning the production cycle in the industry to the most labor-intensive operation). Usually this is the most complex process, requiring a lot of machine time and labor. Such a process during the construction, for example, of a large-panel building will be the installation of prefabricated structures, the duration of which is determined based on the performance of the installation crane. An analogy can be drawn with industry, where productive capacity the enterprise is determined by the leading shop (in mechanical engineering and metalworking - by the assembly shop).

Having determined the methods and technological sequence of the production of works and outlining the duration of their implementation, one should proceed to the mutual coordination of all construction and installation and special works according to the dates of their beginnings and ends, taking into account the possibility of their combined implementation (consecutive

load capacity of equipment in industry, parallel processing) (see figure).

As shown in the figure, the sequence of work determined by the calendar schedule is similar to the calculation of batches by time in mass production. Here you can also actively apply the principle of combination, which determines the possibility of simultaneous execution of several processes on different areas object.

The principle of maximum combination of processes is inextricably linked with the principle of threading, which also underlies the construction of the object's CP. Having chosen the flow scheme, it is necessary to organize the leading process according to it with full use of the scope of work. At the same time, the rhythm and step of the flow are set for it. In construction (and in industry), cost-cutting principles such as straight-running and continuity of work are in effect.

Name

Labor intensity

Responsible manufacturer of ______works_____

Monolithic kernel device

Including: installation of monolithic reinforced concrete slabs installation of monolithic reinforced concrete columns with formwork

formwork for beams and floor slabs

reinforcement and concreting of monolithic

reinforced concrete slabs_______

arrangement of flights of stairs _________

LLC PSU "RusSpetsStroy", JSC "Vympel"

OOO PSU "RusSpetsStroy"

OJSC "Vympel"

Rice. Fragment of the construction and installation work schedule *

It is also necessary to note the use of standards in operational scheduling when comparing serial and unit production. In serial production, the calendar and planning standards are: the size of the production batch of the product; batch launch frequency - production cycle; advancing the launch - release of batches of parts, assemblies and products; a normal level of backlogs and total work in progress. Accordingly, the standards in construction are: the volume of construction and installation works; type of construction object; completion of some works and the beginning of subsequent ones in the technological chain of construction; the level of completion of construction and installation work on the main backlog, etc.

Thus, the procedure for developing operational plans in serial and unit production (for example, in construction) has much in common: the use of the principles of directness, proportionality of the organization of the production process, time standards and output volumes, etc. At the same time, the methods of operational-calendar planning in serial and unit production have distinctive features associated with a particular type of activity of an enterprise.

BIBLIOGRAPHY

1. Glinnikov, M. Production planning: approaches, solutions, experience / M. Glinnikov // Director. - 2004. - N ° 6. - Electron. text data. - Access mode: http://www.osp.ru/cio/2004/06/173372/.

2. Krylovich, A. Planning as a basis for management / A. Krylovich // Heavy Engineering. - 2001. - N ° 2. - Electron. text data. - Access mode: http://www.topsbi.ru/default.asp?artID=151.

3. Lobov, F. M. Operational management of production / F. M. Lobov. - Rostov n/a: Phoenix,

4. Makarenya, T. A. Organization and planning of production: textbook. allowance / T. A. Makar-nya. - Taganrog: TTI SFU, 2007. - Electron. text data. - Access mode: http://planovik.ru /management/m234/.

5. Organization, planning and management construction industry/ ed. prof. I. G. Galkina. - M.: Higher. school, 1978. - 365 p.

6. Tit, L. M. Organization of production / L. M. Sinitsa. - Minsk: UE "IVTS of the Ministry of Finance",

7. Stefan, A. Scheduling in batch production / A. Stefan. - Hamburg: Deutscher Universitet Publishing House - Verlag, 2001. - 504 p.

8. Economy construction company: studies. allowance / V. V. Buzyrev, T. A. Ivashentseva, A. G. Kuzminsky, A. I. Shcherbakov. - Novosibirsk: NGASU 1998. - 275 p.

OPERATIONS SCHEDULE PLANNING IN REPETITION WORK AND INDIVIDUAL PRODUCTION

The author carries out a comparison of operational schedule planning at enterprises in manufacturing and building industries since they are characterized by discrete process of production, namely the exact time parameters at every stage of production process.

Key words: repetition work, individual production, discrete process of production, production cycle, production planning, operational scheduling, building industry.

Single production is characterized by a large number of orders for the manufacture of a variety of products in units and less often in small, non-repeating batches. At the same time, casting works predominate in some products, blacksmithing in others, mechanical work in others, etc. Therefore, operational planning / should group orders for launch in such a way as to ensure the best combination of order production times with uniform loading of the main workshops.

This most important condition must be taken into account when compiling the calendar production program for unit production for each month of the planning period. In order to meet this condition, at many enterprises, when accepting an order from a customer and concluding an agreement with him, before specifying the deadline for completing the order, they make a preliminary calculation of the production cycle for manufacturing the order. The next distinctive feature of unit production planning is the inclusion in the order manufacturing cycle of all stages of preparation for production and manufacture of the product, namely: development of the product design (if the product does not have ready technical documentation from the customer), development of the manufacturing technology of the product, standardization of labor costs, design and manufacture necessary equipment, manufacturing, testing and fine-tuning of the product. In unit production, operational management is carried out according to a custom system (Table 37), in which the planned unit is an order for a product, and for complex multi-part products, an assembly connection.

Operational planning in unit production includes: calculation of the production cycle of order fulfillment and construction of a volume-calendar schedule for the fulfillment of individual orders and a summary for all orders; calculation of calendar deadlines for advances in the work of shops; calculation of loading of equipment and production areas in the planning period; daily account of the fulfillment of orders.

The calculation of the production cycle for each order begins with the distribution of the labor intensity of the order by type of work and the calculation of the required number of jobs CPM (equipment)

where m, - the complexity of this type of work on order;

Fdo - the actual fund of the operating time of the equipment.

On the basis of such calculations and taking into account the possible interoperational aging of parts, a volume-calendar schedule for order fulfillment is formed for each order (Fig.).

The schedule is built in the reverse order of the technological process, starting from the test or assembly shop. According to the schedule, the general cycle of manufacturing an order is determined, which is compared with a given period. For orders with a short production cycle (less than a month) and a small number of executing shops (one, two), the volume schedule is not drawn up.

Rice. 1 Volume-calendar schedule order fulfillment

Rice. 2 Consolidated volume-calendar schedule of order fulfillment

A consolidated volume-calendar schedule for the fulfillment of all orders is necessary for the mutual coordination of work on orders in time and for a more complete use of equipment and space (Fig. 2). When constructing a consolidated volume-calendar schedule, it may happen that the deadlines for completing the same work on different orders on the same equipment coincide, and it turns out to be overloaded, or the deadlines for completing work on one order and starting work on another on the same equipment do not coincide, and this equipment is underloaded. In both cases, it is necessary to adjust the deadlines for the execution of work provided for by the schedules for the implementation of individual orders. At the same time, it is necessary to determine measures to eliminate bottlenecks and reload underloaded equipment. In order for the consolidated volume-calendar schedule to meet the above requirements, the PDO and PDB of the main workshops calculate the load of equipment and the use of production space, finding the best option for using the available capacities.

The consolidated volume-calendar schedule is adjusted monthly, taking into account data on the implementation of the monthly program by the main workshops, on the state of work in progress on orders, on new assignments from the ministry and orders accepted by the enterprise. At the same time, the nomenclature and scope of work for previously included orders are being specified. Taking into account these features, the consolidated volume-calendar schedule of orders is finally specified and, on the basis of it, the PDO issues a monthly production work program to each workshop, which indicates the scope of work for each order and the timing of their implementation (form 8).

The planning and dispatching office of the main workshop, having received a monthly production program from the PDO, distributes the work provided for in it among the production sites, makes volumetric calculations for the correct use of capacities and eliminates disproportions in loading the equipment of the sites. Sometimes, in addition to the monthly program, the PDB of the shop, before the start of the planning period, gives the foremen updated schedules for the distribution of work for shorter planning periods (decade, week). When determining the timing of the launch and execution of individual works, they are guided by the duration of cycles, current needs and the state of work in progress. The fulfillment of monthly tasks (schedules) must be fully supported by sets of working drawings and other technical documentation, materials, blanks, semi-finished products, parts, tools, production documentation, etc. for every day and shift for each worker. The reality of shift assignments must be ensured by advance and thorough operational preparation of production. Shift tasks include only such works for which technological documentation, tooling, materials and workpieces have been prepared.

Rice. 3 Schedule of operational loading of machines

For each job specified in the shift task, the worker receives either an order or a mock-up punched card (depending on the degree of mechanization of accounting work). Upon completion of the work and acceptance by the controller of the BCC, the worker's outfit is closed, and in the shift task the foreman makes a mark on the acceptance of the work.

There are various kinds of devices for the distribution of work. So, a distribution card file is used, in the cells of which working documentation. By the location of the latter, one can judge the state of this work: whether it is assigned for execution, whether it is prepared for execution, or the worker has already received the task for its execution. Operational accounting of the implementation of the program by the main workshops in a single production is carried out according to the data on the implementation of the shift-daily task by each section. The objects of operational accounting are the production of workers, the movement of parts for operations, the receipt of blanks, downtime of workers, marriage, delivery finished products. Accounting is based on primary documentation; the development of workers - according to work orders, the movement of parts in production according to route maps, the receipt of blanks and the delivery of finished products - according to invoices, etc. Based on the data on the completion of shift-daily tasks and invoices for the delivered products, the foreman makes a mark in the schedule of the site about the progress implementation of the monthly program for each delivery item.

Single production is characterized by a large number of orders for the manufacture of various products in units and small, non-repetitive batches. At the same time, mechanical work predominates in some products, assembly work, etc. in others.

Therefore, operational planning should group orders for launch in such a way as to ensure the best combination of production dates with a uniform load on the main shops.

In order to withstand such a condition at the enterprise, before concluding contracts with the customer, a preliminary calculation of the production cycle for manufacturing an order is made. Another distinctive feature of unit production planning is the inclusion in the order production cycle of all stages of production preparation and product manufacturing, i.e. development of design, technology, rationing of labor costs, design and manufacture of tooling, manufacture, testing and fine-tuning of products.

In unit production, operational management is carried out according to a custom system, in which the planned unit is an order for a product or an assembly connection.

The system is based on the development and observance of end-to-end cycle schedules for the technical preparation of each order and the production and phased implementation, in conjunction with the cycle schedule for other orders.

Operational planning in unit production includes:

calculation of the production cycle for each order and calculation of the required number of jobs using the formula

, (9.1)

The complexity of this type of work on order;

- the actual fund of the operating time of the equipment.

On the basis of such calculations and taking into account the possible interoperational aging of parts, a volume-calendar schedule for order fulfillment is formed for each order (Fig. 9.2):

Rice. 9.2. Volumetric scheduling order fulfillment

The graph is built in the reverse order of the technological process. According to the schedule, the overall order production cycle is determined, which is compared with a given deadline.

Parts with a longer production cycle are put into production earlier than other parts in order to coordinate their uninterrupted flow to the assembly.

For mutual coordination in time and a more complete use of equipment and space for all orders, a consolidated volume-calendar schedule is compiled.

To avoid the overlap of work on the same equipment for several orders, it is necessary to adjust the lead times for the work provided by the schedule for the implementation of individual orders. It is necessary to determine measures to eliminate bottlenecks and reload underloaded equipment.

The consolidated volume-calendar schedule is adjusted on a monthly basis, taking into account data on the implementation of the production program by the main workshops, the state of work in progress and the order for new tasks.

At the same time, the nomenclature and scope of work are being specified. Taking into account these features, the consolidated volume-calendar schedule of orders is finally specified and, on the basis of it, the PDO issues a monthly production program of work to each workshop in the form presented in Table 9.1.

Table 9.1

Monthly production program of the workshop

The PDB of the main workshop, having received a monthly production program from the PDO, distributes the work provided for in it among the production sites, makes volumetric calculations for the correct use of capacities and eliminates disproportions in the load of the equipment of the sites, and a schedule for the operational loading of machines is drawn up.

The basis of planned and distributive work for a shift is a shift-daily plan, in which the task is specified for each day and shift for each worker.

There are various kinds of devices for the distribution of work. This is how a distributive card is used, in the cells of which working documentation is laid. By the location of the latter, one can judge the state of this work: whether it is assigned for execution, whether it is prepared for execution, or whether the worker has already received the task for its execution. In addition, there is a control card with cells for the number of days per month.

Operational accounting of the implementation of the program by the main workshops in a unit production is carried out according to the replenishment of the shift-daily task by each section. The accounting objects are: the development of workers, the movement of parts for operations, the receipt of blanks, marriage, downtime, the delivery of finished products. Accounting is carried out on the basis of special primary documentation - according to orders, special route maps for the movement of products, according to invoices, etc.

In unit production, one product or a number of products of the original design is manufactured. Therefore, for each order, constituting one product or a small batch of products, technical documentation is developed, production is prepared, a production schedule is calculated, the cost is determined, production progress is monitored and recorded. Since individual parts and assembly units can be used in different orders, and some can be manufactured as original ones, the main task of operational scheduling under these conditions is the rational combination of fulfilling various orders within the time limits set for each of them. At the same time, uniform loading of all production sites and workplaces should be achieved.

OKP systems in unit production are least typed and focused on the methods of organization of production, labor and management that have developed at enterprises. Nevertheless, with all the variety of tools and methods used in operational scheduling, they must solve three important tasks:

Development of calendar and planning standards that regulate the progress of the order;

Planning of technical, organizational, economic and material preparation of production;

Application of serial methods of organization of production and operational scheduling in certain areas of production, specialized parts and assemblies.

Peculiarities intershop operational scheduling in unit production are as follows:

The annual output is distributed over periods within the year in accordance with the portfolio of orders, the order of receipt of orders and the conditions for loading production;

The lack of repeatability of orders does not allow the creation of reliable long-term scheduling standards.

Intrashop The OKP is characterized by the fact that the tasks for production sites and workplaces for each order are formed by sampling from the operational shop plan of the corresponding nomenclature, taking into account technological manufacturing routes. In addition, the tasks for the month regulate the timing of the production of leading and original parts and assemblies.

The terms of production of the rest of the nomenclature of the workshop are set in the order of the current distribution, depending on the workload.

Operational scheduling in unit production includes the following planned calculations (Fig. 3.6): calculation of the production cycle of order fulfillment and construction of a volume-calendar schedule for the fulfillment of individual orders and a summary for all orders; calculation of calendar deadlines for advances in the work of shops; calculation of loading of equipment and production areas in the planning period; daily account of the fulfillment of orders.

Figure 3.6 - Algorithm for operational scheduling of unit production

Calculation production cycle for each order ) begins with the distribution of the complexity of the order by type of work and the calculation of the required number of jobs
(equipment):

Where - the complexity of this type of work on order;

- the actual fund of the operating time of the equipment.

On the basis of such calculations and taking into account the possible interoperational aging of parts for each order, a volume-calendar chart order fulfillment.

Calculation of calendar lead times in the operation of workshops is necessary for their coordinated uninterrupted operation and for all the parts included in this product to arrive for assembly by the specified date. Therefore, parts that have a longer production cycle are put into production earlier than other parts.

Consolidated volume-calendar chart the fulfillment of all orders is necessary for the mutual coordination of work on orders in time and for a more complete use of equipment and space. When constructing a consolidated volume-calendar schedule, it may happen that the deadlines for completing the same work on different orders on the same equipment coincide, and it turns out to be overloaded, or the deadlines for completing work on one order and starting work on another on the same equipment do not coincide, and this equipment is underloaded. In both cases, it is necessary to adjust the deadlines for the execution of work provided for by the schedules for the implementation of individual orders. At the same time, it is necessary to determine measures to eliminate bottlenecks and reload underloaded equipment. In order for the consolidated volume-calendar schedule to meet the above requirements, the PDO and PDB of the main workshops calculate the load of equipment and the use of production space, finding the best option for using the available capacities.

The consolidated volume-calendar schedule is adjusted monthly, taking into account data on the implementation of the monthly program by the main workshops, the state of work in progress on orders, and new orders accepted by the enterprise. At the same time, the nomenclature and scope of work for previously included orders are being specified. Taking into account these features, the consolidated volume-calendar schedule of orders is finally specified and, on the basis of it, the PDO issues to each workshop monthly production program works, which indicates the scope of work for each order and the timing of their implementation.

The monthly workshop program contains the following details:

Name and order code;

Name and code of the part (assembly unit);

The number of parts (assembly units) planned for release;

Launch-release dates;

The labor intensity of manufacturing a unit of production and the planned scope of work.

The workshop production program serves as the source document for compiling production site programs. To do this, the work envisaged by the program of the shop is distributed among the production sites, volumetric calculations are made for the correct use of capacities and the elimination of disproportions in the loading of the equipment of the sites. Sometimes, in addition to the monthly program, the PDB of the shop, before the start of the planning period, gives the foremen updated schedules for the distribution of work for shorter planning periods (decade, week). When determining the timing of the launch and execution of individual works, they are guided by the duration of cycles, current needs and the state of work in progress. The fulfillment of monthly tasks (schedules) must be fully provided with sets of working drawings and other technical documentation, materials, blanks, semi-finished products, parts, tools, production documentation, etc.

The basis of planning and distribution work for a shift is shift plan, in which tasks are specified for each day and shift for each worker. The reality of shift assignments must be ensured by advance and thorough operational preparation of production. Shift tasks include only such works for which technological documentation, tooling, materials and workpieces have been prepared.

Operational accounting of the implementation of the program by the main workshops in a unit production is carried out according to the data on the implementation of the shift-daily task by each section. The objects of operational accounting are the development of workers, the movement of parts for operations, the receipt of workpieces, downtime of workers, marriage, the delivery of finished products. Accounting is carried out on the basis of primary documentation processed on a computer using machine-readable documents.

Scheduling in unit production. Volumetric scheduling for single and small-scale custom production

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