Rationing of labor on production and automatic lines. in-line production

Page
4

Taking into account the high intensity of labor during multi-machine maintenance, the time for rest and personal needs is calculated according to the standards for mass production.

The calculation of the norm of piece time for multi-machine maintenance is carried out according to the formula

for conditions of large-scale and mass production:

Tsht = .

for the conditions of serial and small-scale production:

Tsht = .

Rationing of labor in the conditions of automated production

With the help of labor rationing in the conditions of automatic lines, the following tasks are solved:

Calculation of labor standards and the required number of workers serving the line: adjusters, operators, mechanics, controllers;

Establishing a service plan.

Due to the fact that those working for automatic lines most often united in complex brigades, the issues of labor rationing are solved simultaneously with the choice of forms of division and cooperation of labor and the service system.

As the norms, the productivity norms of the automatic line can be used, which at the same time are the production norms for the workers serving it, the norms of time and the norms of service. Equipment performance standards are set according to the limiting equipment that is part of the line. In this case, it is necessary to choose the most rational mode of operation of the limiting equipment. The operating mode of the rest of the equipment is set based on the time spent on the manufacture of products on the limiting equipment. This achieves synchronization of the automatic line, similar to the synchronization of production lines.

Line performance rate (Np.l) is determined by the formula

Np.l \u003d A x Kp.v x Kn,

where A is the hourly theoretical productivity of the limiting equipment of the automatic line;

Kp.v - coefficient of useful time of the machine;

Kn - coefficient taking into account the incomplete use of the line for technical reasons independent of workers and production (determined experimentally).

As a rule, when designing a line, equipment of equal productivity is selected. However, there may be cases where there is equipment of different capacity, which limits (limits) the performance of the entire line. Sometimes the equipment may be limiting due to the high (compared to others) coefficient of underutilization of the machine (Kn) for reasons beyond the control of production. In this case, the number of limiting equipment is determined taking into account the coefficient Kn.

The theoretical capacity of the line (A) is calculated by the following formula

where Nц - the volume of products produced in one cycle of work;

TC - the duration of one cycle of the line, min;

Tr - time for which the norm is set (hourly shift), min.

Line useful time coefficient (Kp.v.) is determined by the formula

where Tts.s - time of cyclic operation of the line during the shift;

m is the number of cycles in a shift.

The cycle time is set according to the limiting equipment that is part of the line, with the most rational mode of its operation according to the formula

Tc \u003d Tcm - Ttech - Tp,

where Ttech is the tool replacement time and Maintenance section of the line during the shift;

Tp - breaks for organizational maintenance of the workplace, rest and personal needs.

The rate of time of the automatic line (Nvr.l) per unit of production is calculated by the formula

where Np.l is the productivity rate of the automatic line.

To determine the number of adjusters serving the line, service rates are calculated using the formula

where Tz is the time the service technician is busy during the shift for servicing one automatic line, including active monitoring. It is determined according to the data on the basis of which a schedule (regulation) of maintenance is drawn up

Tz \u003d Tn.p. x Kd,

where Tn.p - the time of adjustment and adjustment work performed during one shift, set according to the standards or with the help of chronometric observations for this automatic line;

Kd is a coefficient that takes into account the rest of the work performed by the adjuster during the shift, including active supervision. It is determined from photographs of the adjuster's working time as the ratio of the total time of his employment to the time for performing adjustment and adjustment work, Kd > 1.

If the calculated service rate is less than one, then one adjuster will not have time to service the automatic line. Then the number of adjusters serving one line (N) will be equal to

The same formulas are used to determine the service standards for operators and supervisors. The only difference is that for these categories of workers, the time of employment is determined according to the relevant standards.

After calculating the personnel necessary for servicing the automatic line, this calculation is refined by taking a photograph of working time, according to which a rational redistribution of work on servicing the line between workers is carried out in order to better load and reduce their number. For example, if the adjuster is underloaded with the main work, he may be charged with partial or complete care of the line, elimination minor faults equipment, tooling, loading blanks, unloading parts, etc. The operator, in order to ensure the most complete load, in addition to his main functions, can change oil, coolant, etc.

Labor rationing during the period of mastering the production of new products

Under conditions of strict regulation of the production process with high level its mechanization and automation, high demands are placed on the quality of the labor standards operating throughout the production of products. The level of their compliance with existing organizational and technical conditions has a great influence on accelerating the development of the production of new products. At the stage of preparing production for the release of new products, technically sound standards are established by the analytical and calculation method for design conditions, taking into account the rational organization of workplaces, systems for their maintenance, the use of designed equipment, tooling, fixtures and tools. The development of new products is a difficult and crucial moment for each enterprise, since during this period there are significant changes in the organizational and technical conditions of production while improving the methods and techniques of performing work, developing specialized production skills among workers. As a result, there is a continuous, very significant reduction in the time spent on manufacturing a new product or performing operations. The reduction in labor costs during this period occurs under the influence of two groups of factors:

Cabinets for cigarettes in the store to buy cigarette cabinets.

COURSE PROJECT

Discipline: Organization of production at the enterprise of the industry

Topic: "Production line design"

Is done by a student:

Head: Bakhotsky V.V.

Introduction. 3

1. TECHNICAL REGULATION OF LABOR.. 4

1.1 Calculation of the main parameters of production lines. 4

1.2. Determining the type of production line. 7

1.3 Organization of multi-machine service. 9

1.4 Organization of parallel maintenance of machines from different operations 12

1.5 Building a schedule of the line. 14

1.6 Calculation of line staff. 16

1.7 Determination of the value of intralinear backlogs. 17

2. PLANNING THE PRODUCTION COST OF THE PART 19

2.1. Determining the need for equipment. 19

2.2 Determining the need for basic materials. 20

2.3. Determining the need for production space. 21

2.4. Determining the need for electricity. 22

2.5. Definition capital investments to the organization of production. 23

2.6. Determination of annual production costs………..24

Conclusion. 26

Applications……………………………………………………………………..27

Bibliography…………………………………………………………….29

Introduction

In this course work, a production line is designed.

The course work aims to consolidate the theoretical foundations of the organization of production, practical use acquired skills, the choice of the most rational methods of organizing production.

The main task of the project is to choose the form of organization of the production of hulls according to the given program and operational time, to determine economic efficiency project - calculate the main production costs, build schedules for multi-machine maintenance, schedules for reducing the staff of the projected line.

Theoretical and teaching aids on the subject of the course, as well as lecture material.

When performing a course project, the calculations are accompanied by explanations, analysis and justification of the chosen solution. Many data are presented for clarity and convenience in tables. There are applications in the form of a schedule and schedules of multi-machine maintenance.

TECHNICAL REGULATION OF LABOR

Calculation of the main parameters of production lines

When designing a production line, its main parameters are calculated: the cycle of the production line, the number of jobs on the production line, the load factors of jobs and the production line as a whole. The following data is required for calculations:

Table 1.1

Operation time

operation number	t op	t about	t in	t then	t oo	t from	t p	t mr	t ma	t pcs
	6,0	4,8	1,2	0,2	0,1	0,1		0,2	4,8	6,4
	6,2		1,2	0,2	0,1	0,1		0,2		6,6
	5,2	4,2		0,2	0,1	0,1	0,8	0,2	4,2	5,6
	9,8	7,8		0,2	0,1	0,1		7,8		10,2
	7,6	6,1	1,5	0,2	0,1	0,1	1,2	0,3	6,1
	6,0	4,8	1,2	0,2	0,1	0,1		0,2	4,8	6,4
	6,8	5,4	1,4	0,2	0,1	0,1	5,4			7,2

F g \u003d F n (1-k n) \u003d 240000 * (1-0.06) \u003d 225600 min.

F n \u003d 60 * D r * t cm * k cm \u003d 60 * 250 * 8 * 2 \u003d 240000 min.

where k p \u003d 6% - loss factor

F n - nominal annual fund of time, hour.

D p \u003d 250 days. - the number of jobs in the period

t cm \u003d 8 h. - duration of the shift

k c \u003d 2 - number of shifts

F g is the actual annual fund of equipment operation time, hour.

The production line cycle is the average estimated time interval between the start (start cycle) or release (release cycle) of two adjacent parts on the production line. Production line cycles are consistent with production program for the planned period and are calculated by the formulas:

Release stroke:

r in \u003d F g / N in \u003d 225600 / 180000 \u003d 1.25;

Start stroke:

r c \u003d F g / N c \u003d 225600 / 183600 \u003d 1.23;

N s \u003d N in * K s \u003d 180000 * 1.02 \u003d 183600 pcs.

F g is the actual fund of the production line operation time in the planning period;

N in \u003d 180000pcs / year - the volume of output of products in the planning period;

N s - launch volume for the same period of time.

The calculation of the number of jobs (machines) on the production line is based on the need for a time equal to a tact to process one part at each operation. The estimated number of jobs (machines) on the i-th operation of the production line is determined by the formula:

C p i \u003d t pcs / r s;

Where C p is the estimated number of jobs (machines) at the i-th operation,

t pcs - piece-calculation time for the operation.

С р1 = 6.4/1.23=5.2

С р2 = 6.6/1.23=5.4

С р3 = 5.6/1.23=4.6

С р4 = 10.2/1.23=8.3

С р5 = 8/1.23=6.5

С р6 = 6.4/1.23=5.2

С р7 = 7.2/1.23=5.9

The number of jobs can only be an integer, so the accepted number of jobs - C pr - is obtained by rounding the estimated number of machines to the nearest larger integer.

h i \u003d C p i / C pr i,

The accepted number of jobs as a whole is determined by summing the number of jobs by operations:

With pr \u003d ΣSp. \u003d 6 + 6 + 5 + 9 + 7 + 6 + 6 \u003d 45 work. places.

We summarize the calculations in table 1.2:

Table 1.2

Calculation of the number of jobs

ηmean=ΣMean / ΣComp.=41.1/45=0.91

Determining the type of production line

The type of production line by the number of fixed objects of labor is determined by the value of the average load factor. If the average load factor of the production line is at least 0.75, then the line is single-subject. Otherwise, the creation of a single-subject line is considered inappropriate and it is loaded with items of a different name, turning into a multi-subject production line.

Conclusion: based on the calculations given in table 1.2, we conclude that this production line is single-subject, since h I \u003d 0.91\u003e 0.75.

The type of production line according to the nature of the movement of the object of labor is determined by the value of the coefficient of non-synchronization, which characterizes the degree of violation of the synchronization condition. The coefficient of non-synchronization is calculated for each operation according to the formula:

We summarize the calculations in table 1.3:

Table 1.3

Calculation of the coefficient of non-synchronism.

operation number, i	r	C pr, i	C pr, I * r 3	t pcs	D i , %
	1,23		7,38	6,4	13,28
	1,23		7,38	6,6	10,57
	1,23		6,15	5,6	8,94
	1,23		11,07	10,2	7,86
	1,23		8,61		7,08
	1,23		7,38	6,4	13,28
	1,23		7,38	7,2	2,44

When designing a flow line, the deviation from synchronism is no more than 10%, so if, at least for one operation, the value of the non-synchronism coefficient exceeds 10%, then the flow line is considered discontinuous.

Conclusion: this production line is discontinuous, because the coefficient of asynchrony for the first operation was 13.28%, for the second - 10.57%, for the sixth - 13.28%, which exceeds 10%.

The development of industrial technologies in recent decades has led to the widespread introduction of various mechanisms, devices, automatic machines in all industries. This made it possible to significantly increase the volume of output of consumer goods without reducing their quality, and to increase labor productivity tenfold. As a result, the role of the worker has often become limited to just starting the equipment and controlling the operation of the machines. In such a situation, it would seem that the need for rationing disappears. However, this is not entirely true, and even new ways of organizing labor provide some opportunities for rationalization, optimization, and improvement of production results.

Main characteristics of automated (hardware) processes

The main difference between instrumental processes is that the subject of labor in them goes through all stages of processing with little or no human participation. The role of the employee in them is reduced to active monitoring of the operation of the machines, their adjustment if necessary, maintaining the specified mode of operation. Release finished products takes place on automated lines capable of performing all stages production cycle on one's own.

This type of work organization is called automated flow production. It has its own principles of construction:

1. Direct flow - means that the equipment and workplaces are located in a clear sequence with the technological process. Thus, the shortest path of movement of the object of labor and a constant pace are achieved.

2. Specialization - there are no automatic lines producing several products that are significantly different from each other. Each type of equipment is designed for the production of one, strictly defined type of finished products.

3. Continuity - means the movement of the object of labor without delays in the individual operations of the cycle.

4. Rhythm - systematic release of products and the rhythm of repetition of operations.

The result of the work of automated lines is the fulfillment of production standards, the release of a given quantity of products of the proper quality. For clarity, we will depict the stages of performing operations in automated flow production in the form of a diagram:

Features of technological processes of automated lines

Most lines consist of individual machines that perform a specific operation as part of a production cycle. Despite the apparent differences in technologies, it is possible to single out sequentially separate sections characteristic of any production:

1. Raw material preparation and mixing area - meat can be processed on it, barrels with concentrate can be opened, water prepared, bags of cereals unpacked, raw materials are checked for compliance with recipes (grade, weight, content of any substances and trace elements). As a rule, it consists of tanks with pumps, mixers, cutters (chopper or meat grinder), bathrooms. Here mixing and primary accumulation of the product prepared for processing takes place. A very high degree of automation is used, although the unpacking and loading phase is quite often used manual labor. Also in this section, preliminary filtration of liquid raw materials can be carried out.

2. Processing of raw materials - direct preparation in practice final product. This can be blending (then it takes place at the mixing site), heating, boiling, grinding, evaporation, cooling. One of the standard operations is the treatment of water used in cooking. Various devices for heat treatment, aging, fermentation, etc. can be used here.

3. Pre-storage area directly in front of the packaging machine. As a rule, it consists of large tanks with heating or cooling, depending on the type of product. It is from such containers (tanks) that products are sent for bottling, packaging, capping, packaging. As a rule, all this equipment is collected in one area.

4. Filling, packaging, pouring, packing machine - allows you to fill a predefined type of packaging with a product. These can be trays glass jars or bottles, carton packaging, plastic bottles. Here, materials are supplied for the formation of packaging or containers directly. In addition, labeling equipment can be used for sticking labels and labels.

5. Group packaging equipment - forms cardboard boxes with a certain amount packages of the finished product, covers them with thermal film.

Separately, it is worth mentioning that the product before bottling most often moves through the pipeline, and in the finished package along special conveyor belts that pass through all the equipment of the line. In addition to the above equipment, capping machines (for glass containers) or applicators (for sticking straws on juice bags or installing plastic caps) can be used.

Before starting to study the production process, it is necessary to collect the following information:

· Models of equipment used;

· The performance of each machine and the line as a whole;

· Operating modes;

· General characteristics of the raw materials used;

· Job organization.

A typical sequence of machines in an automated production line is shown in the figure below.

Methodology for studying the cost of working time and labor organization

For automated production you can use standard methods - photography and timing. However, it is preferable to obtain the most complete picture using such a type of photo accounting as photograph of the production process . Its advantage is that it allows you to study both the working time of employees and the duration of the equipment, compliance with all technological regimes. With the help of a similar procedure, the sequence and duration of individual stages of hardware processes are revealed. In the course of observation, it is possible to calculate the coefficient of active observation time, the time for performing manual operations (if any), and to record the performance of the equipment.

The main elements that make up the study of working time:

· Preliminary study of the technological process;

· Preparation and adjustment of data collection methodology;

· Observation;

· Processing of results.

In the process of preparation, the technological process, the composition of the equipment are studied in detail; the main factors influencing productivity, the composition of employees and their qualifications; the procedure for supplying raw materials and materials; leading edge in the industry. An example form of a photograph of a manufacturing process might look like this:

OrganizationWorkshop

Photo of the process No. 20

List of inspected equipment: Service personnel:

1. Blending capacity, volume 6000 l. Position:

2. Cooking ovenName:

Work experience:

No. p / p	Name of working hours	current time	Duration	Index	Equipment						Comments and tech. data
					№ 1			№2
					current time	Duration	Index	current time	Duration	Index
	Checking temperature sensors	8:00	0:10	PZ	8:00	0:10	THAT	8:00	0:10	ETC
	Start mixing, heating the oven	8:10	0:30	OP	8:10	1:55	OP	8:10	0:40	THAT
	Active monitoring of the mixing process	8:50	1:05				op	8:50
	Mix off, mix check	9:55					op
	Starting the transfer of the mixture to the furnace	10:05	0:03		10:05
	Total

This option is just a possible format, if desired, you can add data on temperature, humidity, illumination, noise level and equipment of the workplace. During the survey, all the actions of the worker are recorded, the photograph may contain one worker for one piece of equipment, and not, as in the example, one for two machines. The actual time of using the equipment, downtime for various reasons, indicators of the technological regime, the quantity and time of loading raw materials are determined , the volume of products produced and the amount of waste. At the end of the photo, a summary of the costs of the same name is compiled (time balance):

No. p / p

Index

Worker number

Equipment number

1

2

3

1

2

3

minutes

% to total time

minutes

% to total time

minutes

% to total time

minutes

% to total time

minutes

% to total time

minutes

% to total time

It is recommended to carry out such a survey within 2-3 days, by several employees, so as to cover three or four shifts. Based on the calculation results, conclusions are drawn about equipment loading, compliance with technological regimes, line productivity, use of shift time by workers, and comparisons are made with passport parameters. If necessary, calculated balances of working time and equipment use time can be created.

The working automated lines are characterized by a large proportion of operational time, since only the time not covered by the machine time is included in the preparatory and final time, the same applies to the time for auxiliary actions. Operating time consists of:

· Computer time (most of it the employee is engaged in active observation);

· Auxiliary time for starting, stopping equipment not blocked by machine.

Here is an example: On the latest models of Tetra Pack filling machines, rolls with packaging material are loaded in pairs. That is, while one roll is consumed, the operator, without stopping production, can supply the second, which will begin to be used immediately as soon as the first one ends. Accordingly, there is no auxiliary time for the installation of consumables.

In some sources, attempts are made to apply microelement standards to study processes in mass production and determine the time spent on microelement standards. This direction, of course, is promising. However, due to different approaches to the construction of initial movement tables, it is still difficult to talk about the uniformity of the methods used. Each consulting firm in this area considers the most acceptable method “promoted” by it, be it MTM, MOST, BSM, etc. In addition, it is rather difficult to obtain a microelement base “just like that”, and mastering the BSM technique with more than a dozen different tables of movements seems to be quite difficult. If a company has the opportunity to use this approach, of course, they should use it.

At the same time, automated processes are characterized by a brigade form of labor organization, in connection with which, the output is determined not for a separate section, but for the brigade as a whole. For normalization, it is advisable to conduct a preliminary study using the method of photographing working time, selective timing, or by photographing the production process described above.

A few words should be said about the passport performance of the equipment. Each line is made up of individual nodes. In practice, the enterprise - the installer immediately synchronizes all elements of the equipment under the same speed, performance. At the same time, sometimes elements of different brands, with different performance, are bought to complete the lines. In this situation, the performance of the “slowest” section should be taken for calculation. Oddly enough, the bottleneck in this regard may be the last section of the installation of finished products on pallets.

Unforeseen stops periodically occur, especially at the stage of commissioning a new production complex, which do not depend on employees, in this case a special correction factor is introduced, which is derived statistically, for example:

Ts / tsm where

Тс – failure time;

Tsm - shift time.

Most often, the need to stop equipment is due to the need for washing and sanitizing. For example, TBA juice filling lines must be flushed every time a product name is changed or after 20 hours of continuous operation. The duration of the wash is 4 hours, it is also carried out automatically.

Example: Passport capacity of the line is 3600 bags per hour, the duration of the shift is 12 hours, while 2 hours per shift are spent on washing, 30 minutes on preparation for launch. Then the rate of production per shift will be:

3600 X (12-2-0.5) \u003d 3600 x 10.5 \u003d 37800 packages per shift, with a weight of each package of 200 g, we get

37800 X 200 / 1000 = 7560 kg of product per shift.

Number rationing takes place on the basis of a comprehensive study of the work of all members of the team and the types of equipment entrusted to them. When analyzing the time spent by employees of automated lines, special attention should be paid to the elements of line maintenance (control and adjustment of processes, active surveillance) and their frequency and duration. The time is determined both for servicing an individual device and the entire line. Having determined the total time for maintenance and active observation, you can calculate the planned headcount using the formula:

Total time spent on line maintenance for the period / Operational time of one employee for the same period

To determine the operational time, the estimated (ideal) balance of working hours, made on the basis of photographs, is used. Based on the above formula, the planned number of the brigade is determined. In the event that the periods of time for servicing individual units of an employee do not coincide, he can be involved in several areas. A similar approach is used if the worker can move from site to site and work sequentially with different units. However, in practice, for automated lines, such a situation does not occur so often and only in some areas (example: primary guidance and preparation of raw materials). Example: Within one day, you need to make 8 blends for nectars of 15,000 tons, each of them takes 112 minutes or 112/60 = 1.87 hours. The operational time of an employee per shift is 10.6 hours; in total, an employee works 15 shifts per month. We first consider the total time per month (365/12=30.4 days):

8 x 30.4 x1.87 = 454.8 hours.

Employee hours per month:

15 x 10.6 = 159 hours.

Then the planned number: 454.8 / 159 = 2.86 people, rounded up to 3.

As already noted, the use of such a calculation is possible only in some areas. Most of the lines require simultaneous launch and constant active surveillance, in this case, the distribution of the brigade is carried out according to the principle: one section - one workplace. Sometimes the situation develops in such a way that even if the workload is not 100%, an employee will be able to serve only one area with equipment. But, unfortunately, the simultaneous operation of all nodes of the automated line requires just such an approach. Equipment manufacturers, by the way, when transferring technical documentation, indicate in it how many people are required to control sections of the line. When commissioning new equipment, it is from these data that the relevant production services proceed. Checking the correctness of the arrangement and searching for ways to optimize it begins only after the start of stable, uninterrupted operation of the lines. For clarity, let's try to schematically show what a typical arrangement looks like:

Service standards are defined in a situation where the equipment can be started sequentially and the operator can be involved in work on several of its units. It is also advisable to determine them for shift adjusters or locksmiths involved in daily adjustment and minor repairs of machines, as well as their adjustment, for example, under new format packaging (0.1 kg instead of 0.2, this is also periodically required). Nn , Np - the average number of adjustments and adjustments per shift per piece of equipment;

Tn ,Tp - labor intensity in man-hours of one adjustment and sub-adjustment.

The data for the calculations are obtained by one of the named methods of studying working time. Example: The operational time of an employee is 85% of the duration of the shift, which lasts 12 hours. Each piece of equipment requires adjustment (adjustment) on average 1 time per shift for 25 minutes or 25/60 = 0.42 h-hours. In addition, once a week you have to go through scheduled service activities lasting 3.5 hours, that is, 0.14 times per shift (1 time per week / 7 days). We get that the service rate is equal to:

(12 x 0.85) / (0.42+ 0.14 x 3.5) = 10.2 / 1.31 = 7.78 or round 8 units. equipment per shift.

The calculation method is quite simple and is based on the usual logical constructions. However, in order to obtain data for calculations, rather extensive studies in time are needed. production processes and their comprehensive analysis.

Possible ways to rationalize processes on automatic production lines

There are not so many ways to optimize the process that occurs with minimal human participation. Most of them are associated with strict adherence to the technological process and the prevention of unjustified stops as a result of untimely or poor-quality maintenance, reducing the percentage of defects, eliminating losses of working time due to the negligent attitude of workers. In addition, it is possible to take reorganization measures in the workplace.

Let's give an example organizational change leading to a positive effect. Initially, in agreement with the manufacturer, each filling machine had one operator. At the same time, the machines were located at a distance of 2 meters from each other. The location of the employees' workplaces looked like this:

1.4 - filling machine, 2.3 control panel, 5.6 - operator's workplaces, each machine has a conveyor belt. The function of the employees was to start the equipment, fill them with paper, and control the filling process. In addition, it was necessary to constantly monitor the progress of the movement of finished packages along the conveyor. In the event of a fall of one of them, a “congestion” could occur, a failure and a large amount of marriage could form. In this situation, the operator stops the machine, returns the package to its place and starts the machine again. As can be seen from the first figure, the observation areas of both employees overlap, and the control panels are at arm's length.

After analyzing the working time (in the second figure), the features of the organization of jobs, it was decided to leave one employee for two machines, setting him some extra pay for the increased work intensity. As a result, there was a decrease in the number of employed personnel without reducing the quality and speed of production. As it turned out, the frequency of packet drops is small and one person can easily control two sections of the conveyor.

Such opportunities for improvement can only be identified on the basis of a comprehensive study of the technological process, the features of production and the costs of the working hours of employees. As already mentioned, there is less scope for the activity of a rate-setter on automated lines than on manual operations, but even here a rigorous analysis of procedures can bring certain results.

In the conditions of in-line production, the norms of time and output should not be set for each workplace separately, but for the line as a whole. This is due to the fact that when setting individual time standards, the output of workers is not tied to the cycle of the flow, and thus an imbalance is introduced into the work of the line. At the same time, as the experience of enterprises shows, the workload of workers varies significantly - from 45 to 96%. Therefore, work on the calculation of norms and the placement of workers should be combined with a complex of organizational and technical measures aimed at increasing the degree of technological and organizational synchronization of the line, ensuring the best use of working time and equipment and the maximum possible output.

For such purposes, first of all, it is calculated flow line cycle. Then the execution time of technological operations on each machine included in the production line is determined. At the same time, the values ​​​​of all factors affecting the time of operational work are indicated, the time for technical and organizational maintenance, rest and personal needs and the time of employment of the worker are calculated. All this is necessary for further work on line synchronization.

After that, the optimal loading of each worker and their placement on the production line are determined with necessary activities line synchronization.

Technological synchronization measures are aimed at coordinating the processing time of a part on each machine with a given line operation cycle. They are provided mainly by carrying out technical measures to increase output on limiting equipment through the use of more productive cutting tools, increasing the number of simultaneously working tools, using multi-place fixtures and high-speed clamping devices, improving the quality of workpieces, automating the control process, optimizing cutting conditions, etc. d.

An increase in the degree of organizational synchronization is ensured by the establishment, on the basis of calculation according to the standards, of such an arrangement of workers on the basis of the organization of multi-machine workplaces, in which their uniform and complete loading is achieved. To carry out organizational synchronization and placement of workers on the production line, a summary sheet is compiled (Table 4.5).

At the first stage, the operational time is calculated (section 1 of the map) for each of the operations performed on the line. At the same time, the task is to ensure technological synchronization of operations. The operating modes of the equipment are selected in such a way that the calculated value of the operational time is as close as possible to the tact time of the production line.

Further calculation is performed in the following sequence.

The reduced operational time for manufacturing the part for the operation is determined (Table 4.5, group 11) according to the formula:

where T op max - the maximum operational time for processing parts on one of the machines;

K to - the number of parts processed on machines for the maximum operational time.

If the operation is performed on several machines with the same operational time, the formula becomes:

where T op i operational time of processing the part on one machine;

n is the number of machines on which this operation is performed.

The number of parts processed on machines where this operation is performed, for the maximum operational time, is found by the formula:

If the operation is performed on one machine (n = 1 and T op max = T op i), then the number of parts processed for the maximum operational time is equal to one.

In cases where parts of two or more names with different programs are processed at the workplace, the conditionally reduced operational time for processing the main part is calculated:

where N i is the program of the minor part;

N max - main part production program (parts with the longest program).

Job number:

Year added:

Workload:

Introduction 3
Chapter 1. Theoretical basis regulation and organization of labor 5
1.1 The essence of regulation and organization of labor 5
1.2 The concept of work and rest 10
Chapter 2. Analysis of the organization and regulation of labor at the GAZ enterprise 14
2.1 Organizational and economic characteristics of the enterprise 14
2.2 Calculation of a one-piece continuous production line 14
Chapter 3. Improving labor rationing in the company "Gas" 22
Conclusion 28
References 30
Appendix 1…………………………………………,,……………….31

Excerpt from work:

Some abstracts from the work on the topic Organization and rationing of labor on production lines
Introduction

The relevance of the topic of this work is due to the fact that the reform of the Russian economy requires a radical restructuring of the entire economic mechanism, the creation of new socio-economic relations, an effective system of production management and labor organization at enterprises. The success of economic reforms largely depends on improving the performance of workers.
One of the measures to improve the performance of employees is to increase the level of labor organization at sites, divisions, and enterprises as a whole. Practice shows that an imperfect organization of labor will inevitably lead to a decrease in end results enterprise activities.
Improving the organization of labor at OOO Gaz is topical issue V modern conditions management. Since the organization of labor of enterprises is an extremely complex and costly process, it has great importance for the effectiveness of activities, and therefore needs systemic support, clear regulation and constant monitoring by management.
............
Chapter 1. Theoretical foundations of rationing and organization of labor

1.1 The essence of rationing and labor organization

The most important element of the organization of labor, including wages, is rationing - the establishment of reasonable costs and results of labor of individual workers or groups of workers in the manufacture of products or the performance of work in certain organizational and technical conditions.
Labor standards are necessary when developing various plans and programs, determining the need for equipment and labor, calculating production capacity, improvement technological processes, rationalization organizational structure enterprises, payroll organizations.
The theory and practice of foreign and domestic enterprises have developed a unified approach to determining the method of labor rationing, which is usually understood as a set of means, techniques, methods, measures and calculations by which the process of establishing labor standards is carried out. The methods of labor rationing mainly include: analysis of the labor process, design of rational technology and organization of labor, direct calculation of norms.
.......

submitted educational material(by structure - Practical coursework) was developed by our expert as an example - 06/30/2014 according to the specified requirements. To download and view the short version term paper you need to follow the link "download demo...", fill out the form and wait for the demo version, which will be sent to your E-MAIL.

If you have a "LONG TIME" - fill out the form, then dial us by phone hotline, or send an SMS to tel: +7-917-721-06-55 with a request to urgently consider your application.

If you are interested in help in writing your work, according to individual requirements - it is possible to order assistance in the development of the presented topic - Organization and rationing of labor on production lines ... or similar. Our services will already be covered by free revisions and support until defense at the university. And it goes without saying that your work in without fail will be checked for plagiarism and guaranteed not to be published earlier. For order or cost estimate individual work go through