List of literature on the economics of production organization. List of recommended literature on the academic discipline "Organization of production and enterprise management" legislative and regulatory acts. List of literature on economics of organization

Bibliography

1. Goremykin V.A. Planning at an enterprise: textbook. allowance / V.A. Goremykin. – M.: Yurayt, 2012. – 704 p.

2. Zologorov V.G. Organization of production and enterprise management: textbook. allowance / V.G. Zolotogorov. – Mn.: Book House, 2005. – 448 p.

3. Eliseeva, T.P. Economic analysis economic activity/ T.P. Eliseeva. – Minsk: We’ll lie. school, 2007. – 944 p.

4. Ermolovich, L.L. Analysis of the economic activity of an enterprise: textbook. allowance / L.L. Ermolovich. – Minsk: We’ll lie. school, 2006. – 736 p.

5. Zhudko M.K. Economics of enterprise: textbook. allowance / M.K. Zhudko. – Minsk: BSEU, 2009. – 367 p.

6. Ivanov I.N. Organization of production at industrial enterprises: textbook / I.N. Ivanov. – M.: Infra-M, 2007. – 352 p.

7. Ilyin A.I. Planning at an enterprise: textbook. allowance /A.I. Ilyin. – M.: New knowledge, 2011. – 672 p.

9. Odintsova L.A. Planning at an enterprise: textbook. allowance / L.A. Odintsova. – M.: Academy, 2012. – 272 p.

10. Organization and planning of mechanical engineering production ( production management): textbook for universities / Yu.V. Skvortsov, L.A. Nekrasov, V.V. Stepanov [and others]; edited by Yu.V. Skvortsova, L.A. Nekrasova, – M.: Graduate School, 2005. – 470 p.

12. Recommendations for developing business development plans commercial organizations for a year: Decree of the Ministry of Economy of the Republic of Belarus dated October 30, 2006 No. 186. [ Electronic resource]. - Access mode: . - Access date: 09/10/2012.

13. Recommendations for developing forecasts for the development of commercial organizations for five years: Resolution of the Ministry of Economy of the Republic of Belarus dated October 30, 2006 No. 186. [Electronic resource]. - Access mode: . - Access date: 09/10/2012.

14. Savkina R.V. Planning at an enterprise: textbook. allowance / R.V. Savkina; edited by R.V. Savkina. – M.: Dashkov and Co., 2012. – 324 p.

15. Sinitsa L.M. Organization of production: textbook. allowance / L.M. Tit – 3rd ed. – Mn.: ICTs of the Ministry of Finance, 2006. – 521 p.: ill.

16. Sklyarenko V.K. Economics of enterprise: textbook. allowance / V.K. Sklyarenko, V.M. Prudnikov; edited by VC. Sklyarenko. – M.: Infra-M, 2005. – 528 p.

17. Standard methodology for developing a technical industrial financial plan for a production association (plant) of an enterprise. State Planning Committee of the USSR. Approved by Resolution of the Council of Ministers of the USSR No. 125 of October 19, 1977. – M.: Economics, 1977. – 448 p.

18. Shepelenko G.I. Economics, organization and planning of production at an enterprise: textbook. allowance / G.I. Shepelenko; edited by G.I. Shepelenko. – M.: Phoenix, 2010. – 608 p.

19. Enterprise economics: textbook. manual / L.N. Nekhorosheva [etc.]; edited by L.N. Not good. – Minsk: BSEU, 2008. – 719 p.

This page presents ready list literature on disciplines (can be downloaded): economics, enterprise economics, organizational economics, world economy, labor economics.

Help with the list

List of literature on economics:

1. Grodskikh V.S. Economic theory. – St. Petersburg: Peter, 2013. – 208 p.
2. Microeconomics / Ed. M.I. Nozdrin-Plotnitsky. – Minsk: Modern school, 2011. – 384 p.
3. Nikolaeva I.P. Economic theory. – M.: Dashkov and Co., 2012. – 328 p.
4. Nosova S.S. Economic theory. – M.: Knorus, 2011. – 792 p.
5. Taranukha Yu.V. Microeconomics. – M.: Business and Service, 2009. – 608 p.
6. Economic theory / Ed. V.D. Kamaeva. – M.: Vlados, 2010. – 592 p.

List of literature on enterprise economics:

1. Arzumanova T.I., Machabeli M.Sh. Economics of the organization. - M.: Dashkov and Co., 2013. - 240 p.
2. Samoilovich V.G., Telushkina E.K. Enterprise economy. – M.: Academy, 2009. – 224 p.
3. Sergeev I.V., Veretennikova I.I. Economics of an organization (enterprise). - M.: Yurayt, 2013. - 672 p.
4. Chechevitsyna L.N., Chechevitsyna E.V. Enterprise economy. – Rostov-on-Don: Phoenix, 2012. – 384 p.

List of literature on economics of organization:

1. Aliev I.M., Gorelov N.A., Ilyina L.O. Labor Economics. – M.: Yurayt, 2011. – 672 p.
2. Pashuto V.P. Organization, regulation and remuneration of labor at the enterprise. – M.: Knorus, 2009. – 320 p.
3. Samoilovich V.G., Telushkina E.K. Enterprise economy. – M.: Academy, 2009. – 224 p.
4. Chechevitsyna L.N., Chechevitsyna E.V. Enterprise economy. – Rostov-on-Don: Phoenix, 2010. – 384 p.
5. Enterprise Economics / Ed. A.E. Karlika, M.L. Schuhgalter. – St. Petersburg: Peter, 2009. – 464 p.
6. Labor Economics / Ed. ON THE. Gorelova. – St. Petersburg: Peter, 2007. – 704 p.

References: world economics:

1. Kochergina T.E. World economy. – Rostov-on-Don: Phoenix, 2009. – 272 p.
2. Maksakovsky V.P. Classification and typology of countries of the world // Geography at school. – 2007 - No. 1. – P. 4 – 9.
3. Tsypin I.S., Vesnin V.R. World economy. – M.: Prospekt, 2012. – 248 p.
4. Economical geography Russia / Under general. ed. IN AND. Vidyapina. – M.: Infra-M, 2009. – 568 p.

Labor economics bibliography:

1. Vladimirova L.P. Organization, regulation and remuneration of labor at industry enterprises. – M.: Dashkov and K, 2009. – 348 p.
2. Genkin B.M. Economics and sociology of labor. – M.: Norma, 2009. – 416 p.
3. Pashuto V.P. Organization, regulation and remuneration of labor at the enterprise. – M.: Knorus, 2009. – 320 p.
4. Labor Economics / Ed. M.A. Vinokurova, N.A. Gorelova. – St. Petersburg: Peter, 2008. – 656 p.
5. Labor economics: social and labor relations/ Ed. ON THE. Volgina, Yu.G. Odegova. – M.: Exam, 2010. – 736 p.

List of references on economics, list of used literature on economics, list of references on economics of enterprise, list of references on world economics, list of references on economics of organization, labor economics list of references

1. Alekseicheva, E.Yu. Economics of an organization (enterprise): Textbook for bachelors / E.Yu. Alekseicheva, M.D. Magomedov, I.B. Kostin. - M.: Dashkov and K, 2013. - 292 p.
2. Alekseicheva, E.Yu. Economics of organization (enterprise): Textbook for bachelors, 2nd ed., trans. and additional / E.Yu. Alekseicheva, M. Magomedov. - M.: Dashkov and K, 2016. - 292 p.
3. Alekseicheva, E.Yu. Economics of an organization (enterprise): Textbook for bachelors, 2nd ed., revised. and additional (edition: 2) / E.Yu. Alekseicheva, M.D. Magomedov. - M.: ITK Dashkov and K, 2016. - 292 p.
4. Alekseicheva, E.Yu. Economics of an organization (enterprise): Textbook for bachelors, 2nd ed., revised. and additional (edition: 2) / E.Yu. Alekseicheva, M.D. Magomedov. - M.: ITK Dashkov and K, 2014. - 292 p.
5. Arzumanova, T.I. Economics of organization: Textbook / T.I. Arzumanova, M.Sh. Machabeli. - M.: Dashkov and K, 2016. - 240 p.
6. Arzumanova, T.I. Economics of Organization: Textbook for Bachelors / T.I. Arzumanova, M.Sh. Machabeli. - M.: ITK Dashkov and K, 2014. - 240 p.
7. Arzumanova, T.I. Economics of Organization: Textbook for Bachelors / T.I. Arzumanova, M.Sh. Machabeli. - M.: ITK Dashkov and K, 2016. - 240 p.
8. Arsenova, E.V. Economics of an organization (enterprise): Textbook / E.V. Arsenova, I.V. Korneeva; Ed. ON THE. Safronov. - M.: Master, 2011. - 687 p.
9. Baryshnikova, N.A. Economics of Organization 2nd ed., trans. and additional tutorial for SPO / N.A. Baryshnikova, T.A. Mateusz, M.G. Mironov. - Lyubertsy: Yurayt, 2016. - 191 p.
10. Baskakova, O.V. Economics of an enterprise (organization): Textbook / O.V. Baskakova, L.F. Seiko... - M.: Dashkov and K, 2013. - 372 p.
11. Baskakova, O.V. Economics of an enterprise (organization): Textbook / O.V. Baskakova, L.F. Seiko. - M.: Dashkov and K, 2015. - 372 p.
12. Baskakova, O.V. Economics of enterprise (organization): Textbook for bachelors / O.V. Baskakova, L.F. Seiko. - M.: ITK Dashkov and K, 2013. - 372 p.
13. Baskakova, O.V. Economics of enterprise (organization): Textbook for bachelors / O.V. Baskakova, L.F. Seiko. - M.: ITK Dashkov and K, 2015. - 372 p.
14. Veretennikova, I.I. Economics of an organization (enterprise): Textbook for bachelors / I.V. Sergeev, I.I. Veretennikova; Ed. I.V. Sergeev. - M.: Yurayt, 2013. - 671 p.
15. Geleta, I.V. Economics of an organization (enterprise): Textbook / I.V. Geleta, E.S. Kalinskaya, A.A. Kofanov. - M.: Master, 2011. - 303 p.
16. Gribov, V.D. Economics of an organization (enterprise): Textbook / V.D. Gribov, V.P. Gruzinov, V.A. Kuzmenko. - M.: KnoRus, 2010. - 416 p.
17. Ivanov, G.G. Economics of organization (trade): Textbook / G.G. Ivanov. - M.: ID FORUM, INFRA-M, 2012. - 352 p.
18. Klochkova, E.N. Economics of the organization. textbook for vocational education / E.N. Klochkova, V.I. Kuznetsov, T.E. Platonov. - Lyubertsy: Yurait, 2016. - 447 p.
19. Knyshova, E.N. Economics of organization: Textbook / E.N. Knyshova, E.E. Panfilova. - M.: ID FORUM, SIC INFRA-M, 2013. - 336 p.
20. Korobkin, A.Z. Economics of industry organization: textbook / A.Z. Korobkin. - Minsk: Grevtsov Publishing House, 2013. - 288 p.
21. Korobko, V.I. Occupational safety: A textbook for university students studying in the specialties “Economics and Enterprise Management”, “Organization Management”, “Public and municipal government" / IN AND. Box... - M.: UNITY-DANA, 2013. - 239 p.
22. Korshunov, V.V. Economics of organization (enterprise) 3rd ed., trans. and additional textbook and workshop for applied bachelor's degree / V.V. Korshunov. - Lyubertsy: Yurayt, 2016. - 407 p.
23. Korshunov, V.V. Economics of an organization (enterprise): Textbook and workshop. 3rd ed., trans. and additional / V.V. Korshunov. - Lyubertsy: Yurayt, 2016. - 407 p.
24. Korshunov, V.V. Economics of Organization 3rd ed., trans. and additional textbook and workshop for vocational education / V.V. Korshunov. - Lyubertsy: Yurayt, 2016. - 407 p.
25. Korshunov, V.V. Economics of an organization (enterprise): Textbook for bachelors / V.V. Korshunov. - M.: Yurayt, 2013. - 433 p.
26. Lopareva, A.M. Economics of an organization (enterprise): Educational and methodological complex / A.M. Lopareva. - M.: Forum, SIC INFRA-M, 2013. - 400 p.
27. Lyubushin, N.P. Economics of organization: Textbook / N.P. Lyubushin. - M.: KnoRus, 2011. - 304 p.
28. Mokiy, M.S. Economics of an organization (enterprise). Lecture course. 3rd ed., stereotype / M.S. Mokiy. - M.: Exam, 2008. - 254 p.
29. Mokiy, M.S. Economics of organization: Textbook and workshop. 2nd ed., trans. and additional / M.S. Mokiy. - Lyubertsy: Yurayt, 2016. - 334 p.
30. Razdorozhny, A.A. Economics of an organization (enterprise): Textbook / A.A. Razdorozhny. - M.: IC RIOR, INFRA-M, 2010. - 95 p.
31. Rastova, Yu.I. Economics of an organization (enterprise): Textbook / Yu.I. Rastova, S.A. Firsova. - M.: KnoRus, 2013. - 280 p.
32. Rubtsov, I.V. Economics of organization (enterprise) / I.V. Rubtsov. - M.: Elit-2000, 2007. - 332 p.
33. Safronov, N.A. Economics of an organization (enterprise): Textbook for Wed. specialist. educational institutions/ ON THE. Safronov. - M.: Master, SIC INFRA-M, 2013. - 256 p.
34. Sergeev, I.V. economics of organization (enterprise) 6th ed., trans. and additional textbook and workshop for applied bachelor's degree / I.V. Sergeev, I.I. Veretennikova. - Lyubertsy: Yurayt, 2015. - 511 p.
35. Sergeev, I.V. Economics of an organization (enterprise). 3rd ed., trans. and additional / I.V. Sergeev. - M.: Finance and Statistics, 2007. - 576 p.
36. Tretyak, L.A. Economics of an agricultural organization: Textbook, 2nd ed. (ed.: 2) / L.A. Tretyak, N.S. Belkina. - M.: ITK Dashkov and K, 2015. - 396 p.
37. Chaldaeva, L.A. Economics of Organization 5th ed., trans. and additional textbook and workshop for vocational education / L.A. Chaldaeva. - Lyubertsy: Yurayt, 2016. - 435 p.
38. Chechevitsyna, L.N. Economics of organization: Textbook / L.N. Chechevitsyna, E.V. Chechevitsyna... - Rn/D: Phoenix, 2013. - 382 p.
39. Sharkova, A.V. Economics of organization: Workshop for bachelors / A.V. Sharkova, L.G. Akhmetshina. - M.: ITK Dashkov i K, 2016. - 120 p.

References 1. Vasilkov V. G. Organization of production: Head. pos_b. / V. G. Vasilkov. – K.: KNEU, 2005. – 524 p. 2. Organization of production: Head. pos_b. / V. O. Onishchenko, O. V. Redkin, A. S. Starovirets, V. Ya. Chevganova. – K. Libra, 2005. – 336 p. 3. Kozhekin G. Ya., Sinitsa L. M. Organization of production: Textbook. allowance. - Mn. : IP “Ekoperspekiva”, 2002. – 334 p. 4. Kurochkin A. S. Organization of production: Textbook. allowance/A. S. Kurochkin. – K.: MAUP, 2001. – 216 p. 5. Novitsky N.I. Organization and planning of production: Textbook. -method. allowance / N. I. Novitsky. – M.: Finance and Statistics, 2002. – 392 p. 6. Fatkhutdinov R. A. Organization of production: Textbook. /R. A. Fatkhutdinov. – M.: INFRA-M, 2002. – 672 p.

The purpose of the review lecture is to systematize theoretical knowledge and practical skills in solving problems in the discipline “organization of production”, to establish interdisciplinary connections between the disciplines included in the comprehensive state exam in the specialty “Enterprise Economics”

Organ. prod. Cost management Innovats. active Plan. and control Enterprise Economics Decision making. and risks

Tasks to be solved: Give a comprehensive idea of the discipline “organization of production” Consider the main theoretical aspects disciplines Consider the main types of problems and methods for solving them

Organization of production is the coordination and optimization in space and time of all economic elements of an enterprise in order to achieve the greatest results at the lowest cost within a certain time frame. The organization of production determines the methods and conditions for the creation and rational functioning of the production system (labor, money, material resources, tools and objects of labor, and other elements necessary to create products and (or) services of appropriate quality, volume and range).

Production organization (OP) as a science studies methods of rationally combining production factors to achieve maximum results. The object of study of the science “Organization of production” is an industrial enterprise, considered as production system; subject of study - methods and means of the most rational organization production. OP functions – determination of specific parameter values technological process based on an analysis of possible options and selection of the most effective.

Life cycle product is the period of time between the start of product development and its removal from service. Life cycle = SONT+ Production + Operation SONT R&D R&D TP Production Osv. Ave. Life Center Operation

Unstable and varied nomenclature; Low repeatability of product manufacturing; Lack of specific specialization; Universal equipment; Highly qualified workers; The level of production automation is not high; Production cycle duration Tc max

Serial type of production: Manufacture of products in series (batches); Recurring operations and product range; Specialized equipment; Average qualification of workers; The labor intensity and cost of manufacturing a unit of production is average. Depending on the number of products in a batch and the frequency of production repetition, the following are distinguished: v Small-scale production; v Medium series; v Large-scale.

Mass type of production: Narrow range of products (single type); Constantly repeating production; High level of specialization; Special equipment (in-line production); High level of production automation; The workers' qualifications are low; Production cycle duration Tc min

The connection between the technological and production process A natural process is a change in the properties of objects of labor under the influence of natural forces without human participation. The technological process is part of the software and contains targeted actions to change and (or) determine the state of the subject of work. Non-technological processes - do not affect the shape of the object of labor, its properties (quality control; loading and unloading operations; transport, warehouse and other operations).

Classification of PP by purpose Name of process Main processes Auxiliary processes Servicing processes Essence of the process Processes of direct manufacturing of the main products, the production of which is main goal activities of the enterprise. Characterize production profile and specialization of the enterprise. They do not directly affect objects of labor, but are designed to ensure the normal flow of basic processes. The set of auxiliary processes forms the auxiliary production of the enterprise. Promote the flow of the main and auxiliary processes, have production services these processes without directly creating products. The set of servicing processes forms service farms enterprises.

An operation is a part of the production process performed at one workplace (machine, unit, etc.), consisting of a series of actions on an object of labor (a group of objects). A technological operation is a completed part of a technological process performed at one workplace. Manufacturing technology - consists of a number of operations performed in a certain sequence.

Operations of the main software, depending on the means of labor used, are divided into: Manual - performed manually and using simple or mechanized tools. Machine-manual - performed using machines or mechanized tools with the direct and continuous participation of the worker. Machine - performed using machines. The worker's participation is limited; the worker's performance consists of carrying out auxiliary elements of the operation. Automatic - carried out by automatic machines without the direct participation of the worker, only under his supervision. Instrumental - occur in special devices, are widely used in the chemical and metallurgical industries, and are a type of machine and automatic operations.

A production cycle is an interval of calendar time during which a material, workpiece or other processed item goes through all the operations of the production process or a certain part and is transformed into finished products. A technological cycle is a period of execution time technological operations in the production cycle. An operating cycle is the time it takes to complete one operation, during which one part, a batch of identical or several different parts are manufactured.

The duration of the production cycle includes time costs of various purposes, which are divided into two groups: Working period (technological, non-technological, natural, control operations); Time of breaks in the production process (inter-cycle, inter-operational, routine, scheduled).

Factors influencing the duration of the production cycle: labor intensity of the facility; release batch size; duration of non-technological operations; duration of breaks in the production process; accepted type of movement of the processed object during the production process

The duration of the production cycle (Tc) is calculated: Tc = Tt + Ttr + Tk + Tmo + Te + Tp, T t – time for performing technological operations; Тtr – product transportation time; Tk – time of control operations; TMO – interoperative time; Te - time natural processes; Тп – duration of breaks in the production process associated with the labor regime.

Structure of the production process Production cycle Time to complete main procurement operations Time of natural processes auxiliary assembly processing piece calculation time control transport warehouse time of non-technological operations Time of breaks in work time during non-working hours organizational breaks inter-shift breaks regulated breaks non-working days

1. Sequential type of movement of objects of labor n – number of products in the batch; t – number of operations; ti – time standard for one product.

Example Let the number of parts in a batch n=4 pcs, processing time for operations t 1= 2 min; t 2= 1 min; t 3= 2 min; number of operations m=3. Determine cycle duration graphically and analytically.

2. Parallel type of movement of objects of labor - cycle duration for piecemeal transfer of products through operations. tgl – the main, longest operation. When moving parts through operations in transport batches (ρ), the cycle time is:

Cycle duration for parallel type of movement of products: for piecemeal transfer of products by operation: Tpar = (2+1+2)+(4 -1) · 2 = 11 min. ; In this example, the main operation is t ch = 2 min. When transferring products to operations in transport batches, the cycle time may vary. If p = 2 pieces, then Tpar = 2 · (2+1+2)+(4 -2) · 2 = 14 min. The break time for the i-th operation is determined as follows: t per i = (t ch – t i).

3. Parallel-sequential (mixed) type of movement of objects of labor ρ – the number of products in a transport batch (for piece transfer ρ = 1); tcor i – time standard for an operation with a shorter cycle from each adjacent pair of operations. Or, using a graph: - the time of parallelism (simultaneity) of the process between two adjacent operations.

Rules for transferring products from one operation to another with a mixed type of movement (calculation of displacement time): 1. If ti – 1 ti , transfer of products to an operation with duration ti occurs immediately after completion of processing at operation i – 1. Shift time for piece transfer: Shift time when transmitting in batches: ti– 1 – duration of the previous operation (i-1); ti – duration of subsequent operation i.

2. If ti – 1 ti , the shift between operations will be determined: When transferring by piece When transferring products according to operations in transport batches

EXAMPLE: Number of parts in a batch n=4 pcs, processing time for operations t 1= 2 min; t 2= 1 min; t 3= 2 min; number of operations m=3. Calculation of displacement time: t 1 > t 2; t 2

Cycle duration for a mixed type of movement based on the simultaneous time of the process (t") between two adjacent operations: From the graph: t"1, 2 =3 min. ; t"2, 3 =3 min. Then based on: Tpp = 4 (2+1+2) – (3+3) = 14 min. CONCLUSION: Values of cycle duration, as well as other indicators of types of movement of objects of labor, found graphically and the analytical method coincide.

Graphs of types of movement of parts for operations n = 10 pcs., ρ = 5 pcs. , t 1 = 2 min. ; t 2 = 1 min. ; t 3 = 4 min. ; t 4 = 3 min. operations 1 2 3 Тsel 4 t, min 0 operations 10 20 30 40 50 60 70 80 90 1 St 1, 2 2 3 St 2, 3 4 St 3, 4 Tpp 0 10 20 30 40 50 60 70 80 90 100 t, min 100

Flow production is an economically feasible form of organizing the process of manufacturing products, in which the predominantly direct-flow movement of the processed (assembled) object in space is combined with its precisely regulated movement in time. Flow production is a progressive form of production organization based on the rhythmic repetition of time-coordinated main and auxiliary operations performed on specialized equipment and workplaces located in the sequence of technological process operations.

The main features of flow production are the assignment of one or more (limited number) operations to a specific workplace (group); rhythmic repeatability of time-coordinated operations of technological and auxiliary processes; specialization of jobs; arrangement of equipment along the technological process; transfer of products from operation to operation, individually or in small transport batches; absence of spatial discontinuities (minimization); use of special Vehicle.

Conditions for continuous production Concentration in one production unit of production of homogeneous (structurally and technologically similar) products; Compliance with special operating modes; Strict adherence to the technological process Execution established order production line maintenance; Performance repair work at a regulated time; Creation of a stock of tools and equipment; Flow maintenance by support staff; Strict adherence to labor discipline.

A production line is a group of workstations designed to perform assigned operations located along the technological process, with products (parts) being transferred individually or in small (transport) batches. The main organizational properties of production lines (PL): Continuity; Rhythm; Repeatability; Straightness, etc.

Factors influencing the type of submarine Production volumes; Characteristics of manufactured products; Features of technology; Forms of labor organization; Degree of process continuity.

CLASSIFICATION OF PRODUCTION LINES By the degree of specialization By the degree of continuity By the method of maintaining the rhythm PRODUCTION LINES Single-subject Continuous-flow With By the nature of the movement regulated by the conveyor rhythm By the method of performing the operation Continuous On the conveyor (working conveyor) Multi-subject Direct-flow (intermittent-flow) With a freely adjustable rhythm Pulsating On the working location (distribution conveyor)

Structure of the submarine The structure of the submarine is the composition of the jobs, vehicles, devices included in it and the relationship between them.

The assessment of the rational structure and layout of the submarine is carried out according to various technical and economic indicators: The share of the area occupied directly by technological equipment; Product output per 1 m 2 area; The length of the path traveled by a worker per shift when servicing equipment; Other. The arrangement of equipment on a vehicle can be: Two-row; Single row; Chess.

Vehicles on the stream The main types of vehicles on the stream are driven, non-driven roller conveyors; lifting and transport mechanisms of slides (gutters); trolley conveyors and other ramp conveyors; according to the nature of the movement according to the design features of continuous action of pulsating (intermittent) action: belt chain plate scraper suspended, etc.

1. A production line cycle is the period of time that elapses from the moment one manufactured item is released from the line until the next item is released. – production line cycle, min. ; – actual shift fund of time, (hours, minutes); – replacement production, pcs. ; k – technically inevitable downtime of the conveyor, (% or 2 10 min.). Fsm = 8 hours. · 60 min. – k = 480 min. - 2 10 min = 460 min.

2. The rhythm of the submarine is the time during which each transport batch of products leaves the submarine. where p is the number of products in the transport batch. 3. Production rate - the number of products rhythmically produced from the production line (or workplace) per unit of time. - in case of piece transfer, the hourly productivity of the submarine. - when transferred by transport batches.

4. Synchronization level Synchronization is the process of coordinating the duration of operations with the production line cycle so that the duration of all operations is equal to or a multiple of an integer number of cycles. Synchronization condition: Ci – number of parallel workstations on i-th operation. 5. The number of jobs (equipment) at the i-th operation is determined as follows: ,

6. Coefficient i-th synchronization operations: kсi = 7. The number of jobs on the flow is determined by the placement method (by the number of jobs) taking into account the work shift (Ksm) and the planned loss of working time (Plab = 10... 12%):

8. Total length of the flow or conveyor: – number of jobs on the production line; – the distance between the centers of two adjacent products on the stream. 9. Speed of a conveyor of a given length:

Backlog is work in progress (unfinished items of labor) in physical terms. Backlog is a production stock of blanks or component parts of products to ensure the uninterrupted flow of production processes on submarines. Linear backlog is a backlog located on the production site (line).

Linear backlog is divided into three types: 1) technological; 2) transport; 3) insurance (reserve). The general intraline reserve Ztot includes: Ztot = Zt + Ztr + Zstr, Zt – technological reserve; Ztr – transport reserve; Zstr – insurance (reserve) reserve.

Technological backlog is objects of labor (parts, assembly units, products) that are in the process of processing, assembly, testing and other technological operations, that is, at the workplace. when transferring parts piece by piece from operation to operation: Zt = C, C – total jobs on submarines. when transferred by transport (transfer) parties (r): Zt = C · r.

The transport backlog is the objects of labor located between workplaces, at the stage of movement and located in transport devices. When transferring parts individually to the submarine: Ztr = C - 1, when transferring objects of labor in batches: Ztr = (C - 1) · p, Knowing the technical characteristics of production, the transport reserve in general case defined:

The insurance reserve is created in case of unforeseen circumstances and disruptions in the production process. Enlarged: Zstr is determined by 3... 5% of the shift output at each operation. Based on the time of possible interruption in the supply of products (Tper) from a given operation to an operation subject to insurance: k is the number of operations before which an insurance reserve is created.

Interoperational working reserves Zm. O. – these are objects of labor (parts, assembly units, products) formed between line operations and due to different productivity of adjacent workplaces to align the work of the line. Properties of interoperational working reserves: are dynamic and change over the course of working time, that is, they periodically accumulate and are consumed due to the disproportionality and non-synchronization of adjacent operations on a direct-flow submarine; predetermine the size of areas for storing interoperable inventories; size of work in progress; are created on discontinuous-flow (direct-flow) submarines.

Hourly productivity: Сi, Cj – number of jobs in adjacent iх and j-th operations during tc; ti, tj – time standards for execution of i-th and j-th related operations.

The value of the interoperational working capital In the formula Zm. o ij can have a “+” or “–” sign. “+” - means the backlog of parts between adjacent operations will first accumulate and then be consumed (the previous operation is more productive than the subsequent one); “–” - means that the subsequent operation is more productive than the previous one and for its continuous operation a reserve of the required size must be created before the equipment starts operating in the subsequent operation.

Revolving Fund instrument (IO) industrial enterprise: Io = Itz. And. With. + Ee. R. k. + Ir. m. + Irem, where Itz. And. With. – stock of tools in the CIS; Eey. R. k. – stock of tools in the IRC; Ir. m. – the number of tools at work places; Irem – the number of tools being repaired.

Formation of inventories according to the “maximum-minimum” system Working stock of tools (max) pp Delivery batch Stock in sharpening, repair Stock at the workplace In operation (min) Safety stock t

Tool stock corresponding to the “order point”: Zt. h. = hday · Тп, hдн – average daily consumption of a tool of this type; Тп – period of delivery (manufacturing) of the next batch of tools.

The main ways to improve equipment are the use of progressive forms of organization of production - centralization, concentration, specialization of tool manufacturing - dissemination of experience in tool restoration - introduction of scientifically based standards for tool consumption - organization of accounting and storage of equipment - control of implementation - improvement of the organization of the supply system - analysis of the efficiency of use of equipment and tool

ORGANIZATION OF ENERGY ECONOMY 1. Contents of the energy economy 2. The concept of energy balance 3. Rationing energy needs

Composition of the energy sector Electric power sector; Thermal power industry; Gas industry; Water supply and sewerage; Electric power industry; Low-current farming.

Main functions of the energy sector 1) Monitoring the strict implementation of the rules for operating energy equipment; 2) Organization and implementation of repair work; 3) Organization rational use, rationing and saving energy resources; 4) Development and implementation of measures for the reconstruction and development of the energy sector.

Classification of energy balances Types of energy balances By purpose prospective current reporting By type of energy carrier private (by certain species energy carriers) consolidated (the sum of all types of fuel) By the nature of the targeted use of energy for power purposes technological use of energy for industrial purposes

Directions for improving energy supply Further centralization of the enterprise's energy supply; Strengthening cooperation between production divisions of the enterprise; Introduction of progressive forms and organization of labor in the energy sector; Increasing the role of stimulation and motivation of work in economic management; Introduction of rational technological processes; Reduced defect rate; elimination of unproductive expenses; Improving equipment operating modes; Wide application of technically sound norms and standards for energy and energy consumption, etc.; Reducing costs for equipment repairs; Use of secondary energy resources; Organization of management and accounting; Improving the energy supply structure.

The main tasks of the repair facility are to ensure constant operational readiness of the equipment; increasing the service life of equipment without repairs; equipment modernization; mechanization and improvement of the quality of repair work; reduction of costs for repairs and maintenance of repair production.

According to the method of organization, repair work can be: According to need (unscheduled, emergency), caused by defects in the manufacture and repair of equipment; Scheduled preventive maintenance work performed after a specified number of operational operating hours of the equipment;

The system of planned preventive maintenance (PPR) is a set of organizational and technical measures for the care, supervision, maintenance and repair of equipment; preventive measures according to a pre-drawn plan in certain volumes and within certain periods in order to prevent wear, sudden failures and maintain equipment in working condition.

Typical system maintenance and repair (TS TOR) This is a set of interrelated provisions and standards that determine the organization of maintenance and repair of equipment in order to maintain, for a specified period of time, the performance indicators guaranteed by the manufacturers in the technical documentation.

There are two types of repair work: repair and maintenance. Repair (R) is a set of operations to restore parameters technical specifications equipment and ensuring its further operation. Maintenance(TO) is a set of operations to maintain the operability of equipment and ensure its technical parameters during operation.

TS TOR regulates for: “Maintenance”: “R”: The composition of maintenance operations and the frequency of their implementation; Labor intensity and cost of each regulated operation; Labor intensity and cost of unplanned maintenance. Types of planned repairs and their alternation; Planned duration of repair cycles; Labor intensity, material intensity, cost of planned and unplanned repairs; Preparation of repairs. quality control of repair work, supervision of compliance with safety regulations, personnel training, tariffs for work, forms of remuneration.

Types of repairs Overhaul (CR) - carried out for the purpose of complete (close to complete) restoration of the product life with the replacement (restoration) of any of its parts Medium (SR) - replacement or restoration of components of the organic range Current (TR) - ensuring operability by replacing individual parts is carried out for (restoring) equipment with (restoring)

1. The repair cycle is a repeating set of various types of scheduled repairs and maintenance performed in the prescribed sequence, through equal periods of operational operating time of the equipment, called inter-repair periods. The repair cycle is the period of time between the commissioning of equipment and its shutdown for major repairs (CR) or the period of operation of equipment between two major repairs. During the repair cycle, all types of repair work are carried out in a certain sequence.

2. Duration (duration) of the 2nd repair cycle (Tr. c.) is the number of hours of operational operating time of the equipment, during which all repair work included in the repair cycle is carried out (downtime is not included). Illustration of the duration of the repair cycle with a dimension line in hours: toper KR KR KR Tr. c. 0

3. The structure of the repair cycle is a list of repairs included in its composition, located in the sequence of their implementation, as well as inspections. Two-type structure: includes only repairs (TR, SR); Three-type structure: in addition to repairs, it includes inspections (O). There are three forms of recording the structure of the repair cycle: Expanded; Compressed (collapsed); On the dimension line (axis).

Repair complexity category (R) – the degree of complexity of repairing a piece of equipment, which depends on its technical and design features. A repair unit is a conditional indicator characterizing the standard costs of repairing equipment of the first category of complexity. The category of repair complexity of equipment is determined by both mechanical and electrical parts. The unit of repair complexity of a mechanical part is taken to be the repair complexity of conventional equipment, the labor intensity of cap. repair of which, in conditions of an average repair cycle in terms of equipment, is 50 hours, and for a unit of repair complexity of the electrical part of the equipment - 12.5 hours.

A special feature of planning costs for carrying out repair work in a repair facility is the calculation of costs in proportion to the complexity of repairs. Total costs of repair and maintenance Av. o: Wed. o = Sz. pl. + See + SKR, in the NW. pl – wage costs for repair workers, including bonuses from the fund wages and other deductions; cm – the cost of material resources spent on repairs and inspections; TFR – indirect costs, determined as a percentage of the federal health insurance

The main ways to improve the repair facilities are the centralization of the repair facilities, the expansion of the production of spare parts, the improvement of economic incentives for repair shops, the organization of rational planning of repair work, taking into account the characteristics of the enterprise when using ESPR and TSTOR, the specialization and mechanization of repair work, the increase in the level of labor organization based on improving the technology of repair production.

The goal of the transport sector is the timely provision of production of all types of vehicles and services, subject to minimizing the share of transport costs in the cost of the finished product. Factors influencing the composition of the transport sector: The nature of the products produced; Issue volume; Production structure enterprises; Level of cooperation with transport organizations.

The main functions of the transport sector: providing the production process with all types of vehicles; movement of goods in accordance with the requirements of the production process; efficient use of vehicles and loading and unloading operations; reducing the cost of transport operations; planning of transport operations; maintaining vehicles in good condition, etc.

Factors influencing the type of vehicles of an industrial enterprise: volume and type of production, nature of products, differentiation of the technological process, composition of workshops and their territorial location.

Classification of transport of an industrial enterprise 1. By purpose of transportation: External; Intershop; In-shop. Internal 2. By duration: Permanent (long-lasting); Temporary (for a limited period of time).

Classification of transport of an industrial enterprise 4. According to the principle of operation: periodic action (intermittent); continuous action. 5. By type of drive: Drive; Non-wheel drive. 6. In the direction of movement of goods: Horizontal; Inclined; Vertical; horizontal-vertical.

Freight flow is the amount of cargo (in tons, cubic meters, pieces) moved per unit of time (hour, day, month, quarter, year) in a given direction or through a certain point. The cargo turnover of an enterprise is the sum of all cargo flows carried out by in-plant transport. An enterprise’s cargo turnover table (chessboard sheet) is a table in which senders (suppliers) are listed vertically, and workshops, warehouses, etc. – recipients – are listed horizontally in the same order. The total value of cargo flows (total cargo turnover of the enterprise) is the basis for determining the volume of work performed various types transport at the enterprise.

The main directions for improving the transport sector are mechanization and automation of transport operations; introduction of advanced production and transport technology; use of standardized packaging; organization of planning and accounting in the transport sector; rationalization of loading and unloading operations; timely completion of repair and adjustment work; development of rational routes and transportation systems.

Basic principles of organizing remuneration Maximum independence of the enterprise in matters of organizing remuneration; Accounting for the minimum wage established by the state; Payment based on the final results of labor in accordance with the amount of labor expended; Promotion High Quality labor; Ensuring a rational ratio in wages; Analysis of the dynamics of wage increases and its individual components.

Components of the system of organizing remuneration Forms and systems of remuneration; Tariff system; Rationing; Bonuses; Distribution of earnings in the team.

Elements tariff system Tariff schedule; Tariff rate; Tariff and qualification reference book; Salary plans.

Collective forms of organization and remuneration are used in the following conditions: When the final results depend on collective efforts; Impossibility of uniform workload of workers; Material interest in the final results of labor

Distribution of earnings in a team using the traditional method Earnings of the i-th member (individual worker): of the team where S H i is hourly tariff rate employee; Ti – number of hours worked during the billing period; n – number of team members.

Distribution of earnings in a team using KTU (coefficient labor participation) Actual labor participation coefficient (KTUfi), taking into account the real contribution of each employee (i-th) to the results collective work, is calculated by the formula: KTUfi = KTUBi ±∑Bi, where KTUBi is the basic value of the KTU of the i-th employee (usually taken equal to 1). Bi – points of labor contribution of the i-th employee.

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