Service rate optimization. Optimization of the repair service as a necessary condition for operational efficiency

In accordance with the typical structure of optimization problems, first of all, it is necessary to determine:

set of optimized parameters;

a system of restrictions on the required production result, working conditions and possible volumes of resources;

objective function corresponding to the criterion of minimum total costs for a given volume of output.

If the optimal structure of the resources of the production unit is established, the set of parameters whose value needs to be determined will be the number norms for employees of various professional and qualification groups, the number of pieces of equipment by technological groups and the volume of stocks of labor items:

Where M, N, Q - sets characterizing the structures of personnel, equipment and stocks, respectively.

Objective functions corresponding to the criterion of minimum total costs for a given production program can be represented as follows.

If the structure of production resources is determined, then

Where S m (X), S n (X), S q (X)- costs, respectively, for workers, equipment and stocks of labor items, calculated for the required volume of output.

If the number of pieces of equipment and the volume of stocks of objects of labor are fixed, then

where H,n - norms for the number of workers in the /-th group; Z, - costs per unit of time per worker of the /-th group.

Let us now consider the dependencies corresponding to the system of planning, organizational, technical and other restrictions. Since the cost structure is being optimized, first of all, a constraint must be set on the required production result - the volume of output (or the planned level of use production capacity). In addition, restrictions on the permissible employment of workers during a shift, which, ceteris paribus, the severity of work, as well as restrictions on the conditions for storing stocks, opportunities for attracting investments, etc., should be taken into account.

To formalize the restrictions on a given production program, the main thing is the fact that each unit technological equipment in the general case, it can be in the following states: operate (work) and stand idle during service by workers, waiting for service and waiting for work (blanks, raw materials). At the same time, the volume of production is proportional to the average number of operating units of equipment. Therefore, the limitation on the required volume of production can be expressed as follows:

Where A(X) - the average number of operating units of equipment depending on the structure of resources; A" - average number of operating machines required to complete production program ; R to- parts release program Who type; - the time of operation of the equipment in the manufacture of a unit of production of the A:-th type (corresponds to free machine time during multi-machine work and operational time when one worker serves one machine); F0- fund of time of use of a piece of equipment in the planning period.

Constraint (5.7.4) is equivalent to the following relation:

Where K a (X) - equipment operation time factor depending on x; TO en is the time factor of the equipment operation necessary for the execution of the program.

In addition to the volume of output, directly dependent on the number of workers is the degree of their employment during the shift, which largely determines the severity of labor. Ceteris paribus, with a decrease in the number of workers, the time that each of them is directly employed increases. labor activity. To provide normal conditions labor this time in all cases should not exceed a period equal to the difference between the duration of the shift and the standard time for rest and personal needs of workers per shift.

Restrictions on the allowable total employment of workers of each group during the shift should be expressed in terms of following form:

Where K3i- the coefficient of total employment of one employee of the /-th group during the shift, corresponding to x; K3Hi- normative coefficient of total employment of an employee of the /-th group during the shift.

One of the main aspects of the psychophysiological substantiation of labor standards should be the establishment normative coefficients employment of workers. They should be set for typical conditions for the performance of labor processes, taking into account all factors that determine the severity of labor. In practical calculations, these coefficients can be set on the basis of time standards for rest and personal needs:

where Goln is the standard time for rest and personal needs in minutes per shift; G cm - Time of change.

The remaining restrictions are determined by the characteristics of a particular production system.

In addition to restrictions (5.7.6) on the allowable total employment of workers, when optimizing service rates and headcount, restrictions on the allowable employment of workers performing the main functions should also be taken into account:

Where K 0 (X) - the coefficient of employment of workers of this group with the main functions, corresponding to a certain number of workers; TO it is the standard coefficient of employment of workers in this group with the main functions.

Value TO it is determined by a formula similar to (5.7.7):

where Where is the time required to perform additional functions by the workers of this group per shift.

Thus, the optimal number of personnel of the production system is such that the minimum costs for a given volume of output are achieved (objective functions (5.7.2) or (5.7.3)) and the following restrictions are observed:

according to the required production result (relation (5.7.4) or (5.7.5));

total employment of personnel during the shift (restriction (5.7.6));

employment of personnel by the main functions (restriction (5.7.8)).

The method of calculations for this model is considered in Sec. 5.9.

• In the general case, the values ​​of A(X) and An should be determined by technological groups that limit the volume of output.

In accordance with the typical structure of tasks for optimizing labor standards, when setting tasks for calculating optimal service and headcount rates, it is necessary to determine:

a set of optimized parameters of the labor process;

a system of restrictions on the required production result, working conditions and the volume of resources used;

objective function corresponding to the criterion of minimum total costs of living and materialized labor for a given output.

There are two main formulations of the problems of optimizing service rates and numbers. The first takes place mainly in the design and reconstruction of production units, when not only the norms of the number and service for workers of various groups are determined, but also the amount of equipment and the volume of stocks of objects of labor necessary to carry out the production program. In these cases, in essence, it is not the number of workers that is normalized, but the structure of production resources. The second is used in cases where the number of workers is determined with a fixed number of pieces of equipment and the volume of stocks of labor items.

If the optimal structure of the resources of the production unit is established, then the set of parameters, the value of which needs to be determined, will be the norms of the number and service for workers of various groups, the number of units

technological equipment and the volume of stocks of objects of labor. The second of these problem statements differs in that the number of pieces of equipment and the volume of stocks of objects of labor are fixed. The elements of the set of unknowns will then be variants of service norms and numbers.

Objective functions corresponding to the criterion of minimum total costs for a given production program can be represented as follows.

If the structure of production resources is determined, then

Si Y) \u003d SjX) -і5,sh S,. (X) -\u003e inin. (10.4.1)

where SJX), S„(X), Sa(X) are the costs of workers, equipment and stocks of labor items, respectively, calculated for the required volume of output.

If the number of pieces of equipment and the volume of stocks of objects of labor are fixed, then:

S(X) = Sj.X) = y //.,. W., -> nun, (10.4.2)

where - the norms of the number of workers /-and groups; 2| - costs per unit of time per worker / group.

Let us now consider the dependencies corresponding to the system of planning, organizational, technical and other restrictions. Restrictions on the required volume of output (or the planned level of use of production capacity) and the permissible employment of workers during a shift, which, ceteris paribus, determine the severity of work, are directly related to the norms of service and number of employees.

To formalize the restrictions on a given production program, the main thing is the fact that each piece of technological equipment in the general case can be in the following states: operate (work) and stand idle while being serviced by workers, waiting for maintenance and waiting for work (blanks, raw materials) . At the same time, the volume of production is proportional to the average number of operating machines. Therefore, the limitation on the required volume of production can be expressed as follows:

where A (X) - the average number of operating machines, depending on the standards of service and number; Аn - the average number of operating machines required to carry out the production program; Pk - a program for the production of parts of some kind; tak - time of operation of the equipment in the manufacture of a unit of production of a certain type (corresponds to free machine time during multi-machine work and operational time when one worker serves one machine); U - the fund of the time of using a piece of equipment in the planning period.

Constraint (10.4.3) is equivalent to the following relation:

KH(X) > K....=^-. (10.4.4)

where A, (A) is the coefficient of equipment operation time depending on the size of the service standards and the number; Kang is the equipment operation time coefficient necessary to complete the program.

In addition to the volume of output, the degree of their employment during the shift is directly dependent on the number of workers, which largely determines the severity of labor. Ceteris paribus, with a decrease in the number of workers, the time that each of them is directly engaged in labor activity increases. To ensure normal working conditions, this time in all cases should not exceed a period equal to the difference between the duration of the shift and the standard time for rest and personal needs of workers per shift.

Limitations on the allowable total employment of workers in each group during the shift should be expressed in the following form:

where is the coefficient of total employment of one worker of the /-th group during the shift, corresponding to a certain number of workers; Ksh is the normative coefficient of the total employment of the worker of the /-th group during the shift.

One of the main aspects of the psychophysiological substantiation of labor standards should be the establishment of standard employment rates for workers. They should be set for typical conditions for the performance of labor processes, taking into account all factors that determine the severity of labor. In practical calculations, these coefficients can be set on the basis of time standards for rest and personal needs:

L „. --f-, (10.4.6)

where G01L; - standard time for rest and personal needs in minutes per shift for workers i-th groups.

In addition to restrictions (10.4.5) on the allowable total employment of workers, when optimizing service standards and headcount, restrictions on the allowable employment of workers by performing the main functions should also be taken into account:

K0(X)<,Ко11) (10.4.7)

where K0(X) is the coefficient of employment of workers of a given group with the main functions, corresponding to a certain number of workers; A^n is the standard coefficient of employment of workers in this group with the main functions.

The value.Km is determined by a formula similar to (10.4.6):

En "/^m!:/-(10.4.8)

where is the time required to perform additional functions by the workers of this group per shift.

Thus, the optimal number of personnel in the production system is such that the minimum cost for a given volume of output is achieved (objective functions (10.4.1) or (10.4.2)) and the restrictions on are observed.

In accordance with the typical structure of tasks for optimizing labor standards, when setting tasks for calculating optimal service and headcount rates, it is necessary to determine:
- a set of optimized parameters of the labor process;
- a system of restrictions on the required production result, working conditions and the volume of resources used;
- target function corresponding to the criterion of minimum total costs of living and materialized labor for a given volume of output.
There are two main formulations of the problems of optimizing service rates and numbers.
The first takes place mainly in the design and reconstruction of production units, when not only the norms of the number and service for workers of various groups are determined, but also the amount of equipment and the volume of stocks of objects of labor necessary to carry out the production program.
The second is used in cases where the number of workers is determined with a fixed number of pieces of equipment and the volume of stocks of labor items.
If the optimal structure of the resources of the production unit is established, then the set of parameters, the value of which needs to be determined, will be the norms of the number and service for workers of various groups, the number of units of technological equipment and the volume of stocks of labor objects.
Restrictions on the required volume of output and the permissible employment of workers during a shift, which, ceteris paribus, determine the severity of work, are directly related to the norms of service and number of employees.
To formalize the restrictions on a given production program, the main thing is the fact that each piece of technological equipment in the general case can be in the following states: operate and stand idle during maintenance by workers, waiting
service and waiting for work. At the same time, the volume of production is proportional to the average number of operating machines.
In addition to the volume of output, the degree of their employment during the shift is directly dependent on the number of workers, which largely determines the severity of labor. Ceteris paribus, with a decrease in the number of workers, the time that each of them is directly engaged in labor activity increases.
To ensure normal working conditions, this time in all cases should not exceed a period equal to the difference between the duration of the shift and the standard time for rest and personal needs of workers per shift.
One of the main aspects of the psychophysiological substantiation of labor standards should be the establishment of standard employment rates for workers. They should be set for typical conditions for the performance of labor processes, taking into account all factors that determine the severity of labor. In addition to restrictions on the permissible total employment of workers, when optimizing service standards and numbers, restrictions on the permissible employment of workers in the performance of basic functions should also be taken into account, i.e. the coefficient of employment of workers in this group with the main functions, corresponding to a certain number of workers, should not be more than the standard coefficient of employment of workers in this group with the main functions.
The optimal number of personnel of the production system is such that the minimum costs for a given volume of output are achieved and the restrictions on:
- the required production result;
- total employment of personnel during the shift;
- employment of personnel with the main functions

The main problems include both economic (inefficient spending of funds) and production (increased equipment downtime). In turn, the reasons are either organizational (inefficient business processes) or methodological (lack of differentiated approaches to equipment) in nature.

The current situation in the field of maintenance and repair management

In conditions of high uncertainty, Russian enterprises are faced with the issue of increasing operational efficiency. Maintenance and repair (hereinafter referred to as MRO) is traditionally a "black hole" for the budget, while the current level of equipment wear in the industry in the Russian Federation exceeds 60%.

The Soviet system of maintenance and repair was aimed at ensuring the release of products in the required volumes without taking into account costs. In a market economy, this scheme does not ensure the competitiveness of products on world markets. The Soviet system was replaced by the tactic of minimal costs: the operation of equipment "for failure", the minimization of reserves and resources for maintenance and repair. The accelerating obsolescence of equipment in the industry does not allow continuing to reduce maintenance and repair costs in a similar way. The existing maintenance and repair management system leads to inefficient spending of allocated funds, namely, it does not allow transforming costs into production indicators for output.

During the implementation of projects to optimize the operational activities of international and Russian companies, the following problem areas were identified in the maintenance and repair management system and in the performance of individual works:

1. There is no standardized approach to prioritization of MRO on equipment.

Decisions on the performance of work on specific equipment are made by specialists upon failure/detection of a malfunction at meetings with the participation of a large number of specialists. This process is unformalized and time-consuming, while there are no guarantees of the validity of the decisions made. Allocation of funds is based only on the "expert" opinion, which can vary dramatically depending on the specialty of the expert (mechanic, electrician, power engineer).

2. The allocation of additional funds leads to an increase in the balance of spare parts and personnel costs without significant changes in the reliability of the equipment.

The allocation of additional funds leads to the following effect: specialists in the field of maintenance and repair purchase spare parts, guided not by the requirements of the current situation, but by the desire to protect themselves in case of a reduction in funding. The acquisition of expensive spare parts that may be useful in the future is underway. In relation to the company as a whole, this leads to an increase in the balance of expensive spare parts with a ghostly chance of using them in the near future.

For similar reasons, the number of repair service employees is increasing: an increase in own personnel reduces the risks of long-term equipment downtime due to the possibility of a significant concentration of labor resources to eliminate the causes of equipment failure. At the same time, the expediency of increasing staff for daily work is not calculated and is not taken into account.

3. The division of maintenance and repair costs into major repairs, current repairs and maintenance often does not make practical sense, but it makes it possible to hide costs.

At Russian enterprises, there has traditionally been a division of costs for overhaul, current repairs and maintenance. The analysis carried out revealed the absence of formal signs for the division of costs by the indicated types. At the same time, maintenance, contrary to the opinion of financial services, is the most non-transparent cost item. Redistribution of actual costs between the specified types of costs allows you to manipulate the values ​​of the actual costs for maintenance and repair. Moreover, this separation allows the overall actual budget to be underestimated by excluding maintenance from the repair budget.

4. The cost of maintaining own personnel is not included in the cost of maintenance and repair, which significantly affects the assessment of the cost part.

The performance of work by own forces is from 30% to 70% of the total scope of work, while the costs of maintaining our own personnel are regularly excluded from the MRO budget.

5. Comparative analysis of unit costs for maintenance and repair per unit of production does not allow a correct assessment of the efficiency of the repair service.

The share of maintenance and repair costs in the cost of a ton of products is affected by the following indicators: the number of redistributions in production, accounting for the cost of internal personnel, accounting for maintenance costs. When creating additional redistributions, the share of costs for maintenance and repair increases due to an increase in the number of pieces of equipment with a constant volume of output of finished products. Internal personnel are not always allocated in the cost of maintenance and repair, which means that the overall budget can be significantly underestimated. The cost of maintenance can be excluded from repair costs and charged to production costs. Despite the obvious purpose of this step, this allows you to hide up to 50% of the costs of maintenance and repair. At Russian enterprises, the main differences are related to the last two factors. At the same time, Western enterprises most often have a smaller number of redistributions and, due to this, significantly reduce the share of maintenance and repair costs in the cost price.

6. Estimated pricing is a source of opacity and results in accounting differences in relation to actual cost, scope and timing.

Estimates are the basis of pricing at most Russian enterprises. Despite the “obvious” transparency of such a system, there are a number of key problems: the cost estimate does not correspond to the real cost of work on the market, the possibility of supplying goods and materials as part of the construction and installation works, the impossibility of planning real downtime, long periods of preparing estimates for non-standard, including emergency, work. The result is a complete non-transparency of pricing: estimates lead to the formation of the cost that reflects the market situation and the required time frame for the work. This is a consequence of the inflexibility of the estimated pricing model in a market economy.

7. Detailed regulation of individual repairs does not increase overall efficiency.

A number of enterprises have taken the path of a detailed description of each operation in order to increase the efficiency of work and, in the future, reduce costs. This approach is due to the simple transfer of the lean manufacturing model to the field of repair and maintenance. At the same time, the key difference between maintenance and repair in relation to production is the lack of a standard set of works. The key problem of optimization is the choice of the list of works required to carry out the production program under budget and time constraints. Detailed regulation does not solve this problem. Detailed regulation is necessary when carrying out complex overhaul works, but it does not have significant value for a huge set of ongoing works.

8. Decisions are made centrally at the top levels of management with the involvement of a limited number of specialists directly servicing the equipment.

Knowledge about the state of the equipment and the need for its repair and maintenance is concentrated among employees at the level of foremen and site managers (line management), while all decisions are made by shop managers or their deputies. To make informed decisions, it is necessary to involve a significant number of employees, which is not always possible and reduces the efficiency and validity of decisions. Line management does not have an appropriate set of powers to ensure the achievement of targets.

9. Weaknesses in the field of communication and joint planning between specialists in the field of various disciplines (mechanics, electrical, energy, etc.) lead to an increase in equipment downtime.

Coordination of various types of work is carried out by the heads of workshops. This does not allow you to quickly and efficiently plan each stop of the equipment and conduct targeted work to reduce downtime. The interaction of services is based on the personal relationships of managers, which does not allow for targeted work to increase the efficiency of maintenance and repair.

The problem areas listed above are common to many industrial enterprises. At the same time, their identification can be difficult for senior managers due to the fact that middle managers prefer to work in the existing conditions, but not to change the system.

Much of the above is not the specifics of Russian companies, but is found at a wide variety of enterprises in Europe and the USA. To create an effective management scheme that will allow companies to manage maintenance and repair costs, taking into account the market situation and the needs for production, Deloitte has developed a maintenance and repair management system based on the world's leading practices.

Proposals for organizing a maintenance and repair management system

Based on the results of the analysis of problems in the field of maintenance and repair management, the key requirements for the target model of the control system:

1. The goal of the system is to fulfill the production plan within the allocated MRO budget.
2. Responsibility for the technical condition of the equipment should be transferred to the level of line management with the simultaneous formation of effective tools for monitoring the expenditure of funds.
3. A differentiated approach to equipment maintenance and repair should be used, taking into account its condition and impact on the company's financial results.
4. MRO costs should be identified and presented in such a way that the company's management can make management decisions based on them.
5. A differentiated approach should be applied to the purchase of spare parts and the formation of a policy in the field of stocks.
6. Effective interaction between specialists in the field of various disciplines should be organized.
7. Planning the timing and cost of work should be carried out using real and measurable indicators.
8. Work with contractors should be based both on the cost of their services, and on an assessment of the risks associated with their involvement.

An integrated maintenance and repair management system should cover various aspects of the company's activities. At the same time, innovative approaches to equipment differentiation and to the formation of the organizational structure of the repair service should serve as the basis for the formation of this system. An auxiliary part of the maintenance and repair management system are new budgeting, planning and execution processes, templates for budgets and accounting documents, as well as methodologies for managing spare parts and contractors.

Basic elements of the model

1. Equipment differentiation

The basic element of the maintenance and repair management system is the differentiation of equipment according to its technical condition and impact on the financial result. Differentiation of equipment is necessary for formalized prioritization of spending areas, development of various approaches to the repair and maintenance of equipment by equipment category. The prioritization system can only be effective if the pieces of equipment are correctly compared in terms of value to the company. When evaluating and classifying equipment, the problem is the formation of a general picture for the enterprise: equipment that is critical for a particular area may turn out to be non-critical for the plant as a whole.

To solve this problem, it is necessary to use the method of sequential comparison, having carried out a number of actions from the analysis of equipment at the level of individual sections to the analysis of the impact of production lines on the financial performance of the company. It is also necessary to take into account the risks and requirements in relation to industrial safety and environmental protection.

2. Organizational structure

The centralization of powers at the level of heads of workshops and above leads to the inability to make operational decisions, as well as to the active involvement of a significant circle of “experts” in the process. The maintenance and repair management system assumes the delegation of rights and responsibilities to the level of line managers (foremen/heads of sections).

Another problematic issue is the interaction of technological and maintenance personnel. This problem is especially acute when allocating repair shops, but one should not assume that a single shop for technological and repair personnel will solve this problem. In a single shop, problems are hushed up and solved individually by the head of the shop.

To solve these problems, a solution similar to that used in Western service companies is required: separation of employees responsible for interaction with technological departments - customers of repair work, and employees responsible for performing repairs. At the same time, the employee responsible for interaction with production must have the authority in the field of budget allocation and work planning. And the performer is responsible for the high-quality execution of the work order in accordance with the assignment received.

Auxiliary elements of the model

1. Regulation of processes in the field of MRO management

A common problem in MRO management is the lack of standardized processes. As part of the reorganization of the maintenance and repair management system, it is necessary to work out the following main processes: annual planning and budgeting for maintenance and repair, intra-annual and monthly work planning, distribution of work tasks and control over their implementation, purchase of spare parts and contractor services.

The processes are based on a new organizational structure and equipment differentiation (categorization). The purpose of the introduction of new processes is to optimize the activities of the repair service employees and work out the details when introducing a new work organization scheme.

2. Spare parts management

Inventory optimization is an important part of a company's working capital management and often has room for improvement. On the other hand, a no-stock policy carries significant risks of shutting down production for an extended period. To determine the optimal level of stocks by positions, it is necessary to introduce a differentiated approach to the management of spare parts. Spare parts must be differentiated based on their impact on the company's production process. This categorization is based on the equipment differentiation carried out as part of the introduction of the basic elements of the model.

For each spare part, depending on its criticality and delivery time, it is necessary to determine the appropriate strategy in the field of purchases and maintenance of stocks. For example, for critical spare parts for equipment that is critical to the production process and that is in poor condition, the warehouse should have a constant stock in the warehouse in the amount necessary to minimize unplanned production downtime.

3. Contractor management

The choice between outsourcing and maintaining in-house personnel is a decision that may predetermine the further development of the repair service for several years to come. When making a decision on the full or partial withdrawal of the repair service to outsourcing, one cannot proceed only from the results of financial analysis due to its limited use for assessing the risks of making this decision.

As part of the management of maintenance and repair, it is necessary to take into account both the differentiation of equipment and the comparative analysis of the advantages of the contractor and internal personnel. For key equipment, it is extremely important to maintain the competence of maintenance and repair within the company. Otherwise, the potential losses from improper repairs can far outweigh the benefits of outsourcing the repair function.

Conclusion

Maintenance and repair is a problem for most industries. In Russia, the situation is aggravated by a high degree of wear and tear of equipment and the inapplicability of the model of guaranteed production adopted in the USSR in the conditions of a mobilization economy in the current situation.

The brief analysis presented in the first part of this document demonstrates a set of problems in the field of maintenance and repair management. The complexity of the problems varies by company. To solve the problem of long-term increase in efficiency and reduce the cost of maintenance and repair, it is necessary to introduce an integrated solution at the enterprise. Limiting ourselves to individual “cosmetic” changes, in the medium term we will get an increase in maintenance and repair costs, including hidden ones, or a significant decrease in equipment reliability.

The proposed methodology defines three successive stages of changing the maintenance and repair management process: analysis of problems and deviations from the target model; adaptation of processes, tools, organizational structure and equipment categorization; as well as the introduction of a new MRO management system.

As part of the first stage, the current maintenance and repair management system is analyzed in terms of various parameters and the specific features of a particular enterprise are determined. This work is the basis for the adaptation of the target model, and also allows you to identify areas for rapid improvement. Adaptation of target processes and tools is carried out by a joint team, including employees of the enterprise. A detailed study of the features of a particular production allows you to create a workable management model that provides the possibility of successful implementation of the target model.

At the same time, the categorization of equipment is carried out. Carrying out categorization at the stage of adaptation reduces the overall implementation time. The implementation is carried out mainly by the employees of the enterprise on the basis of the developed model. The task of this stage is the transition to a new organizational structure, supported by well-developed processes, procedures and documents.

The key to successful completion of the project to change the management system is the joint work of consultants and employees of the enterprise. Employees with experience in the development and implementation of new processes, as well as knowledge in the field of the target model, are agents of change in the company. In the future, their task is to support changes.

The total duration of the project from the analysis to the transition to a new system for organizing the work of the enterprise is approximately one and a half years. The adjustment of this period depends on the ability of the organization to adapt to changes and the current situation in the organization of the repair service.

Prepared by Elena Lazko, Partner, Ekaterina Pavlushkina, Director, Nesterenko Alexey, Senior consultant

Classification of objects and research methods. Methods for studying the technical, organizational, economic, psycho-physiological and social aspects of the organization and regulation of labor. Tasks of studying the organization of labor and time consumption.

Classification of methods for analyzing labor processes and working time costs. Timing, its purpose and methodology. Photography of working time, its types and methods. Method of momentary observations. Photochronometry. Analysis of labor processes based on microelement standards.

Requirements for labor standards and the main stages of their development. Methods for establishing normative dependencies. Forms of submission of normative materials on labor.

SECTION 2. DESIGN PRINCIPLES AND METHODS

LABOR PROCESSES AND LABOR STANDARDS

Topic 2.1. Structure of norms of time. Design scheme

labor processes

Direct and indirect costs of time. Formulas for determining the duration and complexity of production operations. The sequence of designing labor processes. in tourism enterprises.

Topic 2.2. Optimization of service rates and headcount .

Dependence of methods for calculating service standards and numbers on the nature of the interaction of production elements. The need to choose the optimal variant of the number of workers when interacting according to the "with possible expectation" scheme. Substantiation of population norms from the standpoint of choosing the optimal structure of production resources. Restrictions on the required production result and working conditions. Criteria of optimality.

Topic 2.3. The general task of optimizing the division of labor and the number of

Personnel

The objective need to choose the best options for the division and cooperation of labor. The relationship between the tasks of optimizing the interaction of workers with the optimization of their number. Statement of tasks for choosing the optimal variant of the division and cooperation of labor. Quantitative characteristics of the boundaries of the division of labor.

Topic 2.4. Methods for optimizing the division of labor, norms

Services and numbers

Classification of methods and areas of their application. Graphic and analytical methods. Application of queuing theory, mathematical programming and simulation to optimize labor processes, service rates and headcount.

Topic 2.5. Organization of wages

The structure of the employee's income. Tariff system, its elements. Evaluation of the complexity of work. Unified tariff scale.

Methods for establishing additional payments for working conditions. Relationship between bonuses for efficiency growth and the quality of labor standards. Types of bonuses, indicators and conditions of bonuses. Forms and systems of remuneration. Tariffless approach.

Regulatory and incentive payroll funds. Methods for their justification. Labor intensity and wage intensity of production. Organization and motivation for the revision of the norms. Components of human activity and the structure of the incentive fund. Evaluation of the contribution of the enterprise division to the formation of profit. Methods of distribution of the incentive fund between the divisions of the enterprise.

SECTION 3. SYSTEMS OF ORGANIZATION, REGULATION

AND PAYMENT

Topic 3.1. Multi-site service

The essence of multi-objective work. terms of its organization. Prospects for the development of multi-object work. The procedure for calculating service standards and the number of employees engaged in multi-object service. Multi-object work schedules. Calculation of norms of duration and complexity of operations. Application of the theory of queuing and modeling of multi-object work processes on a computer to optimize its parameters. Features of remuneration of workers engaged in multi-object services.

Topic 3.2. 0jobs maintenance

Features of the organization and rationing of the work of maids, cleaners, floor polishers, electricians, drivers of excursion buses and other groups of service workers. Service technology development. Regulations for the maintenance of hotel premises. Methods for calculating the standard number of service workers. Features of the remuneration of workers for the maintenance of facilities.

Topic 3.3. Manufacturing control.

Features of the organization, regulation and remuneration of labor of managers, specialists, technical performers. Possibilities and limits of labor regulation of managerial personnel. The essence of enterprise management technology. Methods of rationing the work of employees involved in management at the enterprise. Conditions and methods for realizing the creative abilities of enterprise specialists.

Features of remuneration of labor of various categories of managerial personnel.

SECTION 4. WORK PROCESS MANAGEMENT

Topic 4.1. General characteristics of the control system

labor processes

Composition of services and divisions dealing with labor problems at the enterprise. The influence of industry specifics on the system of labor organization. The relationship of labor services with design, technological, planning and accounting services. Organization of the establishment and revision of labor standards.

Topic 4.2. Analysis of the state of the organization, rationing

And wages in the enterprise

Statistical reporting on labor. Indicators for analyzing the state of the organization, rationing and remuneration. The quality of labor standards and production efficiency.

Annex B

An example of the design of the first page of the title page of the control work

Federal Agency for Education

State educational institution

higher professional education

"St. Petersburg State

University of Engineering and Economics"

Department of Economics and Management in Tourism and

hotel industry

Control work on discipline

ORGANIZATION, REGULATION AND PAYMENT

Completed: ______________________________________

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Annex B

Checklist

discipline knowledge

1. The essence of the labor process.

2. Labor in the system of economic resources.

3. Components of human activity.

4. Types of organizational activity at the enterprise. Organization as an activity and as an economic system.

5. The essence of labor rationing. Norms of magnitude and norms of the rule. Functions of labor rationing.

6. Wages in the enterprise management system. Staff income and production efficiency. payroll features.

7. Types and boundaries of the division of labor.

8. Production, technological and labor processes.

9. Working conditions at the workplace. Modes of work and rest.

Labor discipline.

10. Workplace. The structure of the production operation.

11. Classification of the cost of working time.

12. The system of labor standards. General characteristics of the system of labor standards. Norms of costs and results of labor Norms of service and manageability, other norms.

13. Types of labor standards. Differences between regulations and norms.

14. The structure of the tasks of optimizing labor processes and labor standards.

15. Methods of labor rationing. Compliance rate.

16. General characteristics of methods for studying labor processes and the cost of working time.

17. Timing. Order of conduct. Evaluation of the pace of work during timing.

18. Photo of working time.

19. Analysis of the structure of working time by the method of momentary observations.

20. Normative materials on the organization of labor.

21. Requirements for time standards and the main stages of their development.

22. Methods for establishing normative dependencies.

23. Microelement standards.

24. Enlarged standards for normalizing the duration of production operations.

25. The structure of time standards and the sequence of designing labor processes and calculating labor standards.

26. Designing jobs.

27. Designing labor practices.

28. Determination of the terms of the norm of time.

29. Principal schemes for determining the number of personnel.

30. The structure of optimization problems for service standards and numbers.

31. Methods for optimizing the division of labor and numbers in production systems. Cyclic and non-cyclic multi-object service processes.

32. Establishment of production standards and standardized tasks.

33. Principles of income generation in a market economy.

34. The structure of the income of an employee of the enterprise.

35. Forms and systems of wages.

36. Calculation of wage funds. The structure of wage funds. Methods for calculating normative and incentive payment funds.

37. Organization, regulation and remuneration of labor in the conditions of multi-object service.

38. Organization, regulation and remuneration of workers engaged in servicing jobs (objects).

39. Features of the organization, regulation and remuneration in the services of enterprise management.

40. Organization and regulation of labor of employees of the planning and accounting departments of the enterprise.

41. Principles of organization and remuneration of managers.

42. Features of the organization, rationing and remuneration in teams.

43. Ethics of industrial activity.

44. Problems of deviant behavior in enterprises.

45. Organization of social partnership.

46. ​​Collective agreement.

47. General characteristics of management systems of labor processes and relations.

48. The system of establishing labor standards.

49. The dynamics of the development of work.

50. Organization of the revision of labor standards.

51. Dynamics of productivity, norms of resource costs and wages at the enterprise.

52. Analysis of the organization, regulation and remuneration.

53. Analysis of the capabilities and performance of the personnel of the enterprise.

Note. The tariff rates for wages given in

table are conditional.

The time norms were developed by the 5th year student Chernykh K.Yu. in the process of graduation design on the basis of the 5-star Astoria Hotel.