Indicators of the state of industrial aesthetics and production culture. Aesthetics and production culture as a factor in improving product quality

Agreed:
I approve: Chairman of the trade union committee
______________ P.P. Ivanov
"___"__________ G.

APPROVE
CEO
JSC "Company"
____________ P.P. Petrov

"___"___________ G.

POSITION
summarizing the state of production culture
in workshops, on sites and measures of liability
labor collectives with unsatisfactory results

This regulation establishes a unified procedure for assessing the state of the production culture at the enterprise, summing up and the impact of these results on the amount of material remuneration for the main monthly results of the work of shops, sections, teams and individual workers.

Goal of the work

1. Raise the activity and responsibility of the employees of the enterprise in terms of improving the culture of production, putting things in order at workplaces, sites and assigned territories, and improving technological discipline.
2. Organize systematic control over the culture of work and life.

The procedure for monitoring the state of production culture in the divisions of the enterprise

I. Control of the state of production culture is carried out by a commission consisting of:
Chairman P.P. - chairman of the commission;
Deputy Z.Z. - Deputy Chairman of the Commission;

1st group - exercises control over the main production
Ivanov I.I. - head of the group;
Petrov P.P. - a member of the group;
Sidorov S.S. - a member of the group;

2nd group - for the control of cleanliness and culture of production of auxiliary services
Ivanchenko I.I. - head of the group;
Petrovchenko P.P. - a member of the group;
Sidorchenko S.S. - a member of the group.

II. The commissions determine the level of compliance with technological discipline, cleanliness and culture of production on the following points:

1. Organization and maintenance of jobs; compliance with process requirements;

Cleanliness and order in the workplace;
Availability of free and safe passages to workplaces;
Condition of workbenches, cabinets, racks, their painting;
Warehousing of blanks and finished products.
2. Equipment content:

The state of painting and coloring of equipment;
Equipment cleanliness
3. Content of equipment, fixtures, tools and containers:

The state of the color of the container;
The condition of the overalls;
Tool storage status.
4. Natural and artificial lighting:

Compliance with the requirements of the rules for illumination of the territory, workplaces, spans, sections, warehouses, service and amenity premises, driveways, passages to buildings, individual premises;
Availability of unreplaced burned-out general lighting lamps and signal lamps, their timely disposal;
Maintenance, cleanliness of electrical distribution starting devices and cabinets.
5. Office and amenity premises:

Testing of production sites, individual workplaces throughout production cycle produced according to the indicators in accordance with table No. 1, with the exception of sites and workplaces of mechanical repair services, which are tested according to the indicators according to the table, and energy repair services are evaluated according to the indicators set out in the table.

The results of weekly assessments of purity and culture of production by senior groups from the commission on culture of production are transferred to the lead engineer for quality in the form of tables (see annexes).
Based on these results, the lead quality engineer prepares weekly general information director of technology and quality for a report to the company's management.

Based on the results of weekly inspections of purity and culture of production, the average monthly coefficient (Cf.av) is calculated for each site using the formula:
Cf.avg. = Cch.1.+ Cch2 + Cch.3 + Cch.4 / 4

The results are the basis for calculating the bonus based on the results of work for the month in accordance with the table (see attachments) for each site, workplace.

For a workshop (service), the average monthly coefficient of cleanliness and culture of production is determined as the arithmetic mean coefficient of all sections that make up the workshop and is the basis for calculating the monthly bonus for the heads of workshops (services), their deputies, and section heads.

IV. At the end of the month, the leading quality engineer draws up a summary table of the average monthly coefficient for all sections and shops (appendix) and, signed by the chairman of the commission, is transferred to the planning and economic department.
The information is used to calculate the bonus based on the main results of work for the month in accordance with the table (see Appendix).

V. Individual workers of the workshops, who were not included in the sections provided for by the structure of the workshop, are rewarded based on the results (Cf.average) for the workshop as a whole.

VI. In the notes of the summary tables, personal comments are indicated in relation to the culture of production of the heads of workshops, services and independent sections. Ignoring the work of the commission by managers of any level entitles the commission to a personal reduction in the amount of remuneration of the head of production culture.

Applications. tables

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General L^i^kt

APPROVE

N.A. Levichev, Director of JSC Ammophos

"__" October 2001

STP 113-00203648-131-2001

ENTERPRISE STANDARD

Comprehensive product quality management system and effective use resources ASSESSMENT OF THE STATE OF PRODUCTION CULTURE

Replaces STP 113-0020364S-13I-94 Introduction date £G. // I OO/r

This standard establishes the procedure for a comprehensive check and assessment of the state of the culture of production at the enterprise.

The standard applies to all departments of the enterprise.

STP PZ-00203648-131-2001

GENERAL PROVISIONS

1. 1. The culture of production consists of;

High level of maintenance of the territory, buildings and structures

Cleanliness of workplaces, sanitary culture, compliance with industrial sanitation and hygiene standards

Absence of emergency emissions and effluents

High organization of work, application modern technology And effective methods work

1 2. This standard defines the procedure for checking and assessing the state of production culture at the enterprise, and also establishes the procedure for organizing work on production culture.

1.3. Assessment of the state of production culture is one of the performance indicators structural divisions OJSC Ammofos.

2. ORGANIZATION OF WORK ON THE CULTURE OF PRODUCTION

2.1. The organization of work to maintain order in the territory assigned to structural subdivisions is carried out personally by the heads of structural subdivisions.

2.2. The organization of work on the maintenance of the territory assigned to the plant management is carried out by the head economic department. The head of the economic department determines the time for these works, the sequence of participation of each department in the work on the maintenance of the territory assigned to the plant management, and representation from each department in these works.

2.2. Work on the culture of production is carried out every Wednesday by workshops and productions from 12:00 to 15:00, and departments and laboratories from 13:00 to 16:00. Heads of structural divisions can organize additional work on the culture of production at any other working time.

2.3. To carry out planning of work on the culture of production on a scale of the entire enterprise, coordination of actions of services and individual workshops, as well as assessment of the state

STP 113-00203648-131-2001

culture of production in the structural divisions, a central commission on culture of production is created under the chairmanship of the first deputy CEO and two subcommittees formed from specialists of the OHS&OH, PLO and the transport department, chaired by the Deputy Head of the OHS&OH and the Chief OHS Specialist of the OHS. The composition of the central commission and subcommittees is determined by the order for the enterprise. In the same order, all units are assigned to the corresponding subcommittee. The procedure for the work of the central commission is determined by its chairman. The rules of procedure for subcommittees are determined by their chairmen.

2.4. No later than the 25th day of each previous month, the heads of departments provide the chairman of the relevant subcommittees with a work plan on the culture of production for the coming month, broken down by weeks. The work plan for the maintenance of the territory assigned to the plant management is drawn up by the head of the economic department.

2.5. The chairman of the subcommittee, if necessary, makes additions and changes to the submitted plans and, no later than the 28th day of each month, submit for approval to the chairman of the central commission a plant-wide plan for the culture of production.

2.6. If it is necessary to carry out additional, previously unplanned work, the heads of departments, no later than 15:00 every Tuesday, provide the chairman of the relevant subcommittee with a plan for holding a production culture day, taking into account additional work arising due to the production situation,

2.7. The subcommittees every Wednesday check the completeness and quality of the work performed by the subdivisions.

2.8. The Central Commission every Wednesday checks the state of production culture in one or several subdivisions and plans additional measures based on the results of the check, or corrects previously planned ones. The above inspections are carried out according to the schedule developed for the year. At the end of the period, the schedule is re-created.

3. ASSESSMENT OF THE STATE OF THE CULTURE OF PRODUCTION OF THE ENTERPRISE

3.1. Evaluation of activities in terms of production culture of divisions and subcommittees is carried out according to a four-point system: "excellent", "good", "satisfactory".

STO 113-00203648-131-2001

"unsatisfactory". Estimates for the culture of production are drawn up by the protocol of the central commission (subcommittee).

3.2. Taking into account the assessment of the culture of production, the labor quality coefficient of the heads of structural divisions and chairmen of subcommittees increases or decreases. In the case of an “excellent” rating, the CCP increases by 10% of the base one. In the case of a “good” rating, the CCP remains at the base level. In the case of a “satisfactory” rating, the CCP is reduced by 10%. When assessing “unsatisfactory”, the CCP is reduced by 25%.

3.3. Sub-committees and the central commission carry out verification and assessment of the state of production culture in the subdivisions.

The Central Commission also evaluates the activities of the sub-committees.

3.5, The subcommittee evaluates the subcommittee based on the results of each day of production culture. And the final mark for the month is set either on the basis of the average results for the month, or on the state of the culture of production at the end of the month, subject to the full completion of all planned work. The head of the economic department submits to the central commission proposals for evaluating the work of the plant management departments in maintaining the assigned territory.

3.5. The heads of structural divisions, no later than the 5th day of each month following the reporting month, submit to the subcommittee a report on the implementation of planned measures for the culture of production, as well as all additional unscheduled work.

3.6. The subcommittees check the conformity of the report with the actual state of affairs and make a submission to the central commission on the final assessment of each division no later than the 10th day of each month following the reporting month. The head of the economic department makes a submission to the central commission for evaluating the activities of the plant management departments on the culture of production over the past month.

3.7. Not later than the 15th day of each month following the reporting month, the Central Commission approves the assessments submitted by the subcommittees or changes them.

3.8. The procedure for summing up the culture of production within the divisions and the degree of influence of the final indicators for the culture of production on the CCP or KTU of the employees of the divisions is completely determined by the heads of the divisions by making appropriate changes to the bonus provisions in force for their employees with the coordination of these changes with the department of organization, motivation and remuneration or using existing system wages.

STP 113-00203648-131-2001

4. HOLDING A MONTHLY CULTURE OF PRODUCTION

4L.Annually, one month before professional holiday"Chemist's Day", a plant-wide event "Month of production culture" is organized, aimed at improving the sanitary and aesthetic culture of production and raising the level of maintenance of buildings and the territory of the plant.

4.2. The organization of the month is carried out by the central commission for the culture of production.

4.3. When summing up the results of the month, the divisions that took 1st place by groups of divisions are determined:

Main production

Energy shops

Repair shops

Transport shops

workshops information technologies, laboratories, plant management and all other departments

4.4. The divisions that take first place according to the results of the month are rewarded. The order of bonuses is determined by the order of the plant on holding a month.

5. Terms of the month *, then the provision and size of the premium form is determined by the order of the plant.

4.6. The results of summing up the results of the month are determined by the protocol of the central commission.

5. RESPONSIBILITY FOR THE IMPLEMENTATION AND CONTROL OF COMPLIANCE WITH THE REQUIREMENTS OF THE STANDARD

5.1. Responsibility for the implementation of this standard rests with the heads of structural divisions.

cm 113 "00203648-131-2001

5.2. Control of compliance with the requirements of the standard is carried out by the chairman of the central commission for the culture of production.

S.V. Isaev

I.V. Borovkov A.V. Shepel A.A. Troshina A.N. Mityushkin

First Deputy General Director Acting Deputy General Director - Chief Engineer of S-L /

Deputy Chief Engineer for Industrial Safety Head of OOP&OT Head of OOMiOT

Head of CLAC v - / m

Head of legal department

At a superficial glance - flowers in the workshop, evenly laid out parts, workers in clean overalls. In fact, this concept is much deeper and more multifaceted. We are talking about this with the Deputy General Director of JSC "Plant" Krasnoye Sormovo "for quality, the head of the quality department Yuri Nikolaevich GRACHEV.

Components of production culture

Components production culture at the enterprise are: technological and executive discipline, professional and educational level personnel, technological preparation of production. And worthy wage: a hungry, poorly dressed worker does not care about the culture of production - he has other problems in his head.

One of the main parameters of production culture is technological discipline. The executor - the employee - is obliged to do everything in strict accordance with the requirements: exactly those tools, on that equipment, those techniques that are recorded in the technological process.

Another component is the technological preparation of production, its equipment. Technological process provides for equipment, tooling, tools, requirements for the workplace. But that's not all. This has become especially evident now, when several subcontracting firms work at the enterprise. For example, a section of a dry-cargo ship is being assembled: a sheet is laid out, a set is installed, they need to be set up, tightened, assembled, put on tacks. What do we use for this? Sledgehammer, wedge, load. And they have a jack, a small winch. So compare: what to swing with a sledgehammer, and what to tighten with a jack. Or another: we make all the markings with chalk. Or you can use a regular marker. Chalk, unlike a marker, must be washed off, as paint does not fall on it.

The General Director of Krasnoye Sormovo Plant JSC instructed the technological services to take over everything of value from firms that work for enough high level culture of production, and to introduce into our technological documents the equipment of production with advanced shipbuilding technologies.

Professionalism, salary, training

Now about professionalism. These are qualifications and work experience. A person must be trained and be able to practice what he has been trained to do. In Soviet times, each young worker, young specialist was assigned a mentor who passed on his rich production experience to him. Today, due to financial difficulties, the traditions of mentoring and succession have been so weakened that there are fears of losing them. An alternative to the mentoring system today is that "golden reserve", those personnel workers of enterprises that work on serious delivery orders. Unfortunately, young people are in no hurry to replace them. Even in our quality department, more than 15 percent are people of retirement age; over the past 7-8 years, newly hired young specialists can be counted on the fingers.

And about the salary. It should be such that the employee can be asked. In the 70s, the movement for the titles "Excellent Quality Worker", "Excellent Quality Brigade", "Excellent Quality Team", a movement for the right to work with a personal brand by proxy of the Quality Control Department was born. The Regulations spelled out the requirements for both the appearance of the worker and his workplace. This was financially motivated.

And today, if the shop manager understands the importance of the issue and finds an opportunity to somehow stimulate this movement, he uses this lever and the level of production culture increases, and the quality of labor and the plant's products improve.

Good technological preparation of production, equipping with modern equipment, Newest technologies staff training is always money. The plant has been certified to the requirements international standards according to the latest version, this also required certain investments and costs. One of the main requirements international system quality - maintaining the culture of production at the proper level in all divisions of the joint-stock company.

The personal internal culture of a person directly affects the culture of production. Such a person simply cannot work badly. Even if they put pressure on him, force him to do a "run-run", he says: I will do as required by the documentation, my qualifications, my professionalism, my work conscience.

And there are many such people at the plant.

In matters related to the culture of production, a model in Krasnoye Sormovo Plant OJSC today can be the Special Equipment division (workshop MS-1), where 7 locksmiths and 12 machine operators work with the right of personal branding. According to the Regulations, these employees are financially encouraged (10 percent of wages).

Margarita Finyukova

Under production culture understand the totality of regulatory requirements for the technical, economic, organizational and aesthetic level of production. This is a set of material, organizational and spiritual values ​​that determine the level of development of the enterprise.

Achieving a modern level of production culture involves the introduction of advanced technology and technology, the scientific organization of labor at each workplace and at the enterprise as a whole, the systematic improvement of working conditions, the provision of personnel with proper living conditions, the improvement of the professional skills of workers, compliance with the requirements of ergonomics, technical aesthetics, ecology, cleanliness and order in production, the creation of a healthy socio-psychological climate that ensures high organization, discipline, labor and creative activity of workers.

Production culture is a set of material, organizational and spiritual values ​​that determine the level of development of an enterprise. A high production culture is an important element of effective management.

The culture of production consists of several levels:

External - specific visible elements: the condition and cleanliness of buildings, premises, tools of production; applied technologies, technological discipline; qualification of employees; appearance employees; styles, logo, symbols of the enterprise; the level of communication links; used technical means etc.

Internal: stereotypes of behavior; decision-making methods; management style; team building and more

Deep (core): value judgments, beliefs of the majority of employees of the enterprise; awareness by employees of a sense of belonging, devotion to a common cause.

8.2.3. Principles of organization of production

Under the system of principles of organization of production is understood their totality, taking into account the relationships and mutual influence between them, creating the necessary conditions for the most efficient functioning of the production system in order to achieve a given productivity with the appropriate product quality.

The purpose of the system of principles is that, in addition to a clear understanding of the nature of the relationships and interdependence of individual principles, it should already at the stage of designing production systems provide the necessary prerequisites for its effective functioning.

The main principles are:

Continuity

Proportionality

Rhythm

Continuity principle reflects the state of all aspects of the production process and follows from the joint action of a number of other principles. The continuity of the production process can be assessed by the coefficient of continuity, determined by the ratio of the total duration of technological operations to the total duration of the production process.

There is also another point of view, when the concept of continuity extends not only to objects, but also to the means of labor. At the same time, continuity is understood as the non-stop or with minimal interruptions the movement of objects of labor with a full load of means of labor. In this case, the movement of objects of labor is proposed to be characterized by the coefficient of continuity of the movement of objects of labor, and the use of means of labor - by the load factor of equipment.

The principle of proportionality. Among intra-production proportions, the following varieties can be distinguished: proportions between the main and auxiliary equipment in the context of enterprise divisions; proportions between the main industries (workshops, units); proportions between the main industries and support services.

The proportions of the first type for a given volume of production make it possible to determine the required composition and capacity of the main and auxiliary equipment that meet the requirements of the chosen optimality criterion. The task of determining the necessary proportions of the first type, both at the design stage and in relation to the conditions of an operating enterprise, should be solved together with the task of determining the proportions of the second type (that is, the proportions between the main industries). This is due to the fact that some auxiliary and service equipment operates at the junction of two main industries and affects the results of the work of both industries (for example, cast-iron ladles of a blast-furnace shop, steel-pouring compositions of a steel-smelting shop, locomotives, etc.).

Intra-production proportions of the third type (that is, the proportions between the main industries and auxiliary industries and services) are largely determined by the level of specialization and cooperation in the context of the industry. So, for example, the capacity of repair services at a metallurgical enterprise largely depends on the capacity of specialized repair organizations. The same applies to the capacities for the manufacture of spare parts, replacement equipment.

The principle of rhythm. Rhythm is generally understood as a systematic repetition at certain intervals, called the rhythm or cycle of the process, of the production process at all its stages, as a result of which a given result is achieved at a given time. This result (i.e. productivity) of the partial process at the i-th stage is determined by the formula:

Pi = (Tif Kzi mi /τ ti) qi,

Where Pi– performance of the partial process at the i-th stage;

Tip- actual time work i-th steps;

Kzi– optimal equipment load factor at the i-th stage;

mi is the number of service channels at the i-th stage;

τ ti - the time of technological operations at the i-th stage for the processing of one object of labor;

qi- the mass of products produced by the i-th stage in one cycle.

With regard to rhythm, there are the concepts of "rhythm of production", "rhythm of work", "rhythm of output". Some scientists identify them, while others believe that the "rhythm of production" combines two concepts - "rhythm of work" and "rhythm of output".

Rhythmic work should be understood as the alternation in a certain rhythm of each operation (technological, transport, control) at each workplace, on each piece of equipment; under the rhythmic release of products - the release by an enterprise or its division at regular intervals of a certain amount of finished products.

The formulation of rhythm as the release of an equal amount of products in equal periods of time is quite widespread, but it is suitable only for single-product production systems. In multi-product systems, where they produce different kinds products (steel grades in steel-smelting shops, profile dimensions of rolled products), the same equipment in the production of different types of products has different productivity, and therefore, it is objectively not capable of producing equal quantities of products for the same periods of time.

At first glance, it seems that the relationship between employees and the quality of products are in no way connected, but in reality it turns out that these are two sides of the same coin. It is the culture of production that determines whether a business has long-term prospects. Therefore, the costs of organizing the work and leisure of staff in the end always pay off, creating conditions for professional implementation each individual worker.

The concept of corporate culture

The first works in which the concepts of organizational and corporate culture began to be mentioned appeared in the middle of the last century. However, studies of the impact of friendly relations between workers on production were carried out only in the 70s of the XX century. J. Peter and R. Waterman in their scientific work demonstrated the advantages of companies that have developed a strong ideology based on broad values. L. Pondy in 1983 published the first systematic analysis of the problems of symbolic control and showed the prospects for its use in the enterprise.

On the initiative of R. Reagan and M. Baldridge, evaluation criteria were developed that made it possible to prove that the culture of production in an organization clearly affects profitability. J. Kotter and J. Hesketh considered the main indicators to be attention to consumers and employees, delegation of obligations, continuous improvement of the labor process.

Culture of production organization

Any organization is first and foremost people. The main task of management is to unite them with a common goal and provide them with the means to achieve it. But how do you get employees to take their jobs seriously, rather than shirk their work trying to get their paycheck at the lowest possible labor cost?

For this, there is a culture of work and production. B. Fegan includes in it all the ideas, interests and values ​​that are shared by a group of people. Naturally, if it is customary in a company to postpone all matters for later and not linger even a minute after the end of the working day, then new employees, no matter how disciplined and result-oriented they may seem at the interview, will adopt the behavior of the majority. As a result, hiring them will not bring any practical benefit to the company.

Structure of corporate culture

The positive atmosphere at the enterprise consists of a number of components, starting with the personal qualities of the hired workforce and ending with the motivation system provided by the management. F. Harris and R. Moran believed that the culture of production includes 10 main components.

Corporate Atmosphere Criteria

• Awareness of their place in the organization by each of the employees.
• The adopted system of communication and language, including ways of non-verbal communication.
• Appearance (hairstyle, cosmetics, neatness) and style of dress (business, special).
• Organization of meals for employees at the enterprise or in cafeterias outside it.
• Attitude to time and traditions of its use (observance of the time schedule, encouragement for accuracy in meeting deadlines).
• Relationships between employees (degree of formalization of relations, accepted methods of resolving conflicts and emotional support provided to each other).
• A set of value orientations, behavioral stereotypes and features of increasing personal status.
• Belief in the correctness of the actions of the leadership, in one's own strength, a successful result, mutual assistance and justice.
• The process of training and informing employees.
• Motivating incentives and work ethic (prevailing attitude to work, features of remuneration and promotion, traditions of organizing production activities).

Structural interpretation of organizational culture

If we talk about the specific internal content of the concept under consideration, then E. Shane believed that the culture of production manifests itself at three levels: superficial (symbolic), subsurface and deep. The first includes visible external manifestations(technology, architecture, behavior, communication) that are easy to detect but not always easy to interpret. At a subsurface level, scientists examine the beliefs and values ​​that are shared by the majority of employees. Organizational norms are enshrined in the form of an informal code of conduct that defines the desired course of action for employees, quality and service standards, ceremonies and rituals. Research that analyzes the production culture of an enterprise often ends at this level. After all, the deep assumptions that govern the behavior of people in the enterprise are sometimes difficult to comprehend even by the participants in the production process themselves.

Increasing the culture of production

Improving the atmosphere in an organization is associated with understanding each of its structural components. It is from their critical analysis that depends on whether the goals set for employees will be fulfilled. The technological culture of production is being improved in three stages:

• The study of values, habits, rituals and rules of conduct in the team.
• Assessment of compliance of existing standards with the goals and objectives of the company, as well as its development strategy.
• Formation of a new organizational atmosphere based on the consolidation of new values.

Identification of existing corporate rules

Effective research involves step-by-step planning. Therefore, it is first necessary to determine the main managerial tasks and select the constituent components by which the culture of work and production at the enterprise will be analyzed. Then a direct study is carried out, and on the basis of the data obtained, a decision is made regarding future activities to introduce new corporate values ​​and beliefs.

Strategies for studying corporate culture

Traditionally, there are three ways in which the culture of production in an enterprise is studied: the introduction of an agent or manager, analysis of documentation, and questioning. The first (holic) strategy is considered the most effective. However, one must keep in mind that the information obtained in this way has already been passed through the prism of the values ​​and views of the agent himself. The results of the study depend on its objectivity. The same problem exists when using a quantitative strategy, when the culture of production is determined through interviews, questionnaires and all kinds of surveys. As for the analysis of documentation, it is important to pay attention not only to official regulations, but also to informal communication within the team (jokes and anecdotes).

The purpose of improving the corporate culture is always to increase the efficiency of the company. To improve the current situation, the introduction of norms of behavior, the regulation of a single style of clothing, the conduct of special trainings and the organization joint holidays, as well as other activities that help build trust between people and create confidence among employees in the correctness of their production goals. The right production culture at the enterprise, in turn, brings additional dividends in the form of increased productivity of each individual employee and the profitability of the organization as a whole.