The production structure of an enterprise is understood as the composition and size of its internal divisions (shops, sections, services).

The production structure of an association is understood as the composition, size, ratio and interrelationships of the production units that form it.

The main elements of the production structure of an enterprise are workplaces, sections, and workshops.

A workplace is an organizationally indivisible link in the production process, served by one or more workers, designed to perform a specific production operation, equipped with appropriate equipment and organizational and technical means.

The workplace can be:

Simple: 1 worker - 1 workplace

Multi-machine: 1 worker - group of machines

Collective: a group of workers - servicing one unit.

A site is a production unit that unites a number of workplaces, grouped according to certain characteristics, and carries out part of the overall production process for the manufacture of products.

A workshop is an organizationally separate subdivision of an enterprise, consisting of a number of sections, performing certain limited production functions.

At most industrial enterprises, the workshop is their main structural unit.

Some small and medium-sized enterprises are built according to a non-shop structure (divided directly into production areas)

All workshops of the enterprise are divided into workshops of main production, auxiliary workshops and service facilities.

Auxiliary workshops include workshops that contribute to the production of main products, creating conditions for normal operation main workshops: equip them with tools and devices, provide them with spare parts for equipment repairs and carry out scheduled repairs, and provide them with energy resources. The most important of these shops are tool shops, mechanical repair shops, power repair shops, repair and construction shops, model shops, stamp shops, etc. The number of auxiliary shops and their sizes depend on the scale of production and the composition of the main shops.

Secondary workshops are those in which products are made from waste from the main and auxiliary production, or used auxiliary materials are recovered for production needs, for example, a workshop for the production of consumer goods, a workshop for the regeneration of molding sand, oils, and cleaning materials.

Ancillary workshops prepare basic materials for the main workshops, and also produce containers for packaging products.

Service farms for industrial purposes include:

Warehousing, including various factory warehouses and storerooms;

Transport facilities, which include a depot, a garage, repair shops and the necessary transport and loading and unloading facilities;

Sanitary facilities, combining water supply, sewerage, ventilation and heating devices;

Central factory laboratory, consisting of mechanical, metallographic, chemical, pyrometric, X-ray, etc. laboratories.

All of them perform work to maintain the main, auxiliary and secondary workshops.

Along with the production structure, the general structure of the enterprise is distinguished. The latter, in addition to production shops and service facilities, includes various general plant services, as well as facilities associated with serving workers (clinics, housing and communal services, canteens, auxiliary services).

The main factors influencing the formation of the production structure of the enterprise:

Nature of products and methods of their manufacture;

Specialization of the enterprise and its cooperation with other enterprises;

The scale of production, determined by the quantitative size of production and its labor intensity;

Manageability of production structure objects, which means the need to take into account the size of units and their number from the standpoint of the effectiveness of their management.

Organizational types of constructing the production structure of an enterprise.

The production structure should be:

Firstly, flexible, dynamic and constantly meet the changing private goals of the enterprise;

Secondly, quickly adapt to unexpected changes in external conditions;

Thirdly, have the ability to effectively self-organize production units as the tasks facing the enterprise change.

Depending on the form of specialization, the production divisions of the enterprise are organized according to the following types of production structure: technological, subject and mixed (subject-technological).

Each type of production structure is characterized by the following features:

The nature of the construction of workshops and sections, that is, their specialization;

The nature of the arrangement of equipment (in groups, along the technological process);

The nature of transport flows and small-scale production with a large range of parts.

The first type of production structure construction is technological.

The creation of workshops at such enterprises is based on a technological principle, when workshops perform a set of homogeneous technological operations for the manufacture or processing of a wide variety of parts for all products of the plant.

The technological structure predetermines clear technological isolation. Consequently, the equipment is located not along the technological process, but in groups. For example, spinning, weaving, and finishing shops are organized at textile enterprises; in metallurgical - blast furnace, steelmaking, rolling. Sections are created within the workshops based on the principle of technological homogeneity. With this structure, workshops and sections perform certain operations on equipment arranged in similar groups.

This type of production structure simplifies the management of a workshop or area: a foreman in charge of a group of similar machines can study them comprehensively; If one machine is overloaded, work can be transferred to any free machine. The technological structure allows you to maneuver the placement of people, facilitates the restructuring of production from one range of products to another, which is especially important in a market economy. But, despite this, this type of production structure is considered the most ineffective, which is associated with the inevitability of frequent equipment changeovers, since each of them processes different types of products, thereby limiting the possibility of using special machines, tools, and devices.

This leads to parts sitting around waiting for processing, lengthening the production cycle, reducing capital productivity, equipment utilization over time, and labor productivity. In addition, with a technological production structure, there is no responsibility for the quality of the final product, since each workshop or section performs part of the technological process. Are increasing transport transportation, counter cargo flows, since the equipment is not placed along the flow of the technological process.

Despite the ineffectiveness of such a construction of a production structure, its use is inevitable in single-unit conditions. The disadvantages of this type are that the workshop management is responsible only for a certain part of the production process, without being responsible for the quality of the part, assembly, or product as a whole. It is difficult to position the equipment along the technological process, because in a workshop producing a wide variety of products. Technological specialization of workshops increases the duration production cycle. The organization of main workshops on a technological basis is typical for enterprises of single and small-scale production that produce a diverse and unstable range of products.

The second type of constructing the production structure of an enterprise is subject-based.

The creation of workshops of such enterprises is based on a subject-matter feature, when workshops specialize in the manufacture of a certain limited range of products, using the most technologically diverse processes and operations, using a wide variety of equipment.

The subject type of constructing the production structure of an enterprise is the most progressive because subject specialization allows you to organize subject-closed areas in mass production and production lines in mass production.

The subject type of production structure is the most progressive. But its use in its pure form is possible only in large-scale and mass production. All workshops and areas are specialized according to the subject principle, which makes it possible to arrange equipment along the technological process and use high-performance machines, tools, stamps, and fixtures. But, first of all, when using the objective principle, equipment in workshops is arranged in the order of sequential execution of technological operations.

It is heterogeneous here and is intended for the manufacture of individual parts or components of products. The workshops are divided into separate subject areas, for example, areas for the production of gear shafts and pistons. The equipment is installed in such a way as to ensure the linear movement of the parts attached to the area. Parts are processed in batches, and the operation time on individual machines is not consistent with the operation time on others. Parts are stored near the machines during operation and then transported as a whole batch. Subject areas strive, whenever possible, to implement a complete (closed) cycle of product production. Such areas (shops) are called subject-closed.

As a rule, they are equipped with the full range of equipment necessary for the manufacture of products. A closed production cycle is achieved by combining various technological processes in the same workshop. For a variety of reasons, this is not always possible. In mechanical engineering, the processing and assembly stages of the production process are most often combined in one subject workshop. Scientific and technological progress, manifested in the use of new resource-saving technologies and integrated mechanization and automation of production, leads to territorial convergence of individual stages of the production process and to the refusal to isolate them in separate workshops.

When organizing workshops and sections according to the subject principle, favorable conditions to apply advanced methods of organizing production and labor. The placement of equipment during technological operations dramatically reduces the path of movement of the processed parts and the time spent on their transportation.

Favorable prerequisites arise for the organization of production and automatic lines, equipment is used more fully, workers specialize in performing a narrow range of operations, as a result of which their qualifications increase, labor organization improves, and responsibility for the quality of manufactured products increases. In this case, the master is fully responsible for the entire production cycle of the product. All this leads to an increase in labor productivity and a reduction in production costs. The disadvantages inherent in subject shops and areas include incomplete loading of equipment in individual operations due to the small volume of work.

As the scale of production increases, technological specialization deepens, taking into account the dimensions of the equipment or product, the metal used or other characteristics. In mechanical engineering, the subject-technological, or mixed, type of constructing the production structure of an enterprise has become widespread. The creation of workshops at such enterprises is based on the subject-technological principle, when technologically specialized workshops at the same time have a limited range of subject-specific items. Thus, in machine tool factories, mechanical shops can specialize as shops for large, medium and small parts, and foundry shops can specialize as gray shops, malleable cast iron shops, steel or non-ferrous casting shops.

A mixed structure is characterized by the presence at the same enterprise of main workshops, organized both according to subject and technological principles. Typically, procurement workshops are organized according to a technological principle. This is due to the fact that the procurement shops have powerful equipment that produces blanks for any type of product, since otherwise it will be underutilized.

Processing and assembly shops are created on a subject or mixed basis, depending on the mass production of products. This type of production structure is practically applicable in any type of production. It is more common and is used in most engineering enterprises, light industry (footwear, clothing), furniture and some other industries. The advantages and disadvantages of the type of production structure under consideration correspond to the principle of constructing each workshop: subject-specific or technological.

When choosing the type of organization of the production structure, it should be remembered that it is predetermined by production conditions. The main ones here are, first of all, the type of production (mass, serial, individual), the specialization of the enterprise (subject, technological or subject-technological), the nature and range of products.

With the traditional approach to determining the structure and organization of work in workshops, the total volume of work is divided into individual operations for the manufacture of parts or assembly of products. These works concentrated on areas built according to technological principles.

The structural diagram of the organization of the production process is that if sections are formed from machines of the same technological purpose, then with such a structure numerous direct and reverse connections arise between technologically specialized sections for the manufacture of many parts.

When using a subject-closed structure, the workshop has sections built on the principle of detailed specialization at the intersection of external and internal connections. Here ultimate goals production system consist of the goals of separate sections that produce finished parts.

The focus of sites on the final result reduces production connections and simplifies the procedure for planning and managing the progress of work. This method of organizing production is called program-targeted.

The essence of the program-target approach lies in the formation of goals and their achievements with the help of special programs and resources.

The program-target method provides for the construction of organizational structures of planning and management systems for workshops and areas, which is accompanied by:

Target (part-by-part or subject-specific) specialization of sections, carried out using a design and technological classifier of parts, taking into account their relative labor intensity when forming the load of each section;

Unification and typification of technological routes or processes due to the concentration in each department of such homogeneous parts or products that would ensure the unidirectionality of their movement during the production process;

Restructuring the production structure of sections and workshops to suit their target specialization in accordance with the optimal organizational and technological route for the production of parts assigned to each section.

The formation of production areas in a workshop is based on the classification of items manufactured in the workshop and their assignment to certain groups of jobs. In this case, parts or products are grouped according to structural and technological characteristics, taking into account a parameter characterizing the degree of proximity of structural and technological groups of parts.

The criterion of economic efficiency and feasibility of choosing one or another type of production structure is expressed in a system of technical and economic indicators.

These indicators include:

The composition of production workshops and service facilities, their specialization;

Sizes of production workshops and service farms according to the number of production staff;

Equipment capacity, cost of fixed assets;

Specific gravity different types specialization of workshops, areas (subject, technological, subject-technological);

The ratio between the main, auxiliary and service departments in terms of the amount of equipment and occupied space in each of them;

Labor productivity and labor intensity of production;

Duration of the production cycle for the manufacture of main types of products;

Cost of main types of products;

Length of transport routes;

The enterprise's freight turnover is general and by type of transport;

A number of other indicators that take into account the specifics of the industry.

Modern enterprises are a collection of divisions with different types of activities, interconnected by a single process of manufacturing products or providing services.

Many enterprises carry out all stages life cycle products: pre-production, production and post-production. In particular, the pre-production stage includes the experimental design development of a new product, marketing market research, the production stage - its manufacture, and the post-production stage - the sale of the product.

All this expands the composition of the enterprise’s divisions, complicates the connections between them and places high demands on the organizational and economic justification of the production structure, that is, on the rational organization of the functioning and placement of each production division, on the establishment of close production connections between workshops and sections.

Production structure of the enterprise- this is a spatial form of organization of the production process, which includes the composition and size of the production divisions of the enterprise, the forms of their relationships with each other, the ratio of divisions in terms of power (equipment throughput), number of employees, as well as the location of divisions on the territory of the enterprise.

Production structure of the enterprise reflects the nature of the division of labor between individual departments, as well as their cooperative connections in a single production process for creating products. It has a significant impact on the efficiency and competitiveness of the enterprise. The composition, size of production units, the degree of their proportionality, the rationality of placement on the territory of the enterprise, the stability of production relations affect the rhythm of production and the uniformity of product output, determine production costs and, consequently, the level of net income of the enterprise.

Therefore, an effective production structure of an enterprise must meet the following requirements:

• simplicity production structure(sufficient and limited composition of production units);
• absence of duplicate production units;
• ensuring the direct flow of the production process based on the rational placement of units on the plant territory;
• proportionality of the capacity of workshops, sections, equipment throughput;
• stable forms of specialization and cooperation of workshops and sections;
• adaptability, flexibility production structure, that is, its ability to quickly restructure the entire organization of production processes in accordance with changing market conditions.

There are two types of production structures:

1. Comprehensive production structure(multistage). With it, the enterprise has all stages of the production process: procurement, processing and production.

2. Specialized (1-2-stage) production structure, in which one or two stages are missing. The production process at the missing stages is provided in the form of cooperative supplies from other enterprises.

Elements of production structure

Primary element production structure is a workplace - this is part of the production area of ​​the workshop, equipped with basic equipment and auxiliary devices, objects of labor, serviced by one or more workers. Part of the production process is performed at the workplace; several part-operations can be assigned to it.

Types of jobs:

1. simple workplace (one piece of equipment, one worker);
2. multi-machine workplace - one worker services several types of equipment (usually operating in automatic mode);
3. complex workplace (typical for continuous production processes) - one unit or installation is serviced by a team of workers.

Depending on the assignment of the production area to a workplace, stationary and mobile workplaces are distinguished. Mobile jobs include categories of workers such as adjusters, repairmen, and transport workers. They are not allocated production space.

According to the level of specialization, workplaces are divided into specialized (a workplace is assigned to perform three to five detail operations) and universal (detail operations are either not assigned, or their number is quite large - more than 20).

The set of workplaces at which technologically homogeneous operations or various operations for the manufacture of one or two types of products are performed constitutes a production site.

Plots are created according to two principles:

1. Technological

The site consists of the same type of equipment (a group of lathes, a group of milling and drilling machines); workers on site perform a certain type of operation. There is no assignment to workplaces for the production of certain types of products. This type of site is typical for small-scale and single types of production organization.

2. Subject-closed

At such a site, various types of equipment are used, which are located along the technological process. Workplaces specialize in the manufacture of a certain type of product (parts). The site employs workers of various specialties. A variation of this type of section are production lines. This type of site is typical for large-scale and mass production; its operation is more efficient compared to a site created according to a technological principle.

Several production areas are combined into workshops. A workshop is an administratively separate part of an enterprise, specializing either in the manufacture of products or parts of them, or in performing a certain stage of the production process. Headed by the head of the workshop.

According to their purpose, the workshops are divided into:

1. basic - production of the main core products or a completed part of the production process. According to the stages of the production process, the main workshops are divided into procurement, processing and production;
2. supporting - production of products auxiliary for their intended purpose for the main workshops (tool shop, repair shop, energy sector, construction shop);
3. servicing - provision of production services to both the main and supporting workshops (transport facilities, energy facilities, construction shops);
4. experimental - production and testing of mock-ups and prototypes of new types of products being designed;
5. auxiliary and side. Ancillary workshops include workshops that extract and process auxiliary materials, for example, a quarry for the extraction of molding earth, peat mining, a refractory workshop that supplies the main workshops with refractory products (at a metallurgical plant). Ancillary workshops also include workshops for the production of containers for packaging products. Side shops are those in which products are made from production waste, for example, a consumer goods shop. In recent years, the share of these workshops in the production structure has increased significantly;
6. auxiliary - cleaning the factory territory, growing agricultural products.

Depending on the type of specialization, the following types of production structure of the main workshops are distinguished:

• technological;
• subject (or component-assembly, if the enterprise specializes in the production of parts or assemblies for products);
• mixed (subject-technological).

In workshops with technological specialization, a certain part of the production process is performed. The products produced by the workshop change frequently and are not assigned to work stations. This type of industrial structure is the least effective compared to the subject and part-unit structure.

The main disadvantages of the technological structure include:

• high labor intensity of products and low efficiency of resources used, and therefore high production costs;
• large losses of time for frequent readjustment of equipment, transport work to move objects of labor from one site to another, large losses of time for inter-shift and inter-operational maintenance of parts and semi-finished products. This entails a high duration of the product’s production cycle, low turnover of working capital and, consequently, relatively low production profitability.

The subject or component-unit structure of the main workshops is typical for the mass production of products of a stable range; with this type of production structure, each workshop specializes in the production of one or several structurally similar products. In workshops, sections are created according to a subject-closed principle.

Advantages of the subject structure compared to the technological structure:

1. it promotes the introduction of progressive, high-performance specialized equipment (automated production lines, flexible production systems);
2. planning is simplified, as well as inter-shop and intra-shop cooperation;
3. production cycles for manufacturing parts and assemblies are shortened;
4. the responsibility of workshop and site workers for product quality and fulfillment of the nomenclature plan increases;
5. Labor productivity increases, other economic indicators of workshops and the enterprise as a whole improve.

The most common is a mixed structure (subject-technological). Under it, procurement shops have a technological structure, processing shops have a component structure, and production shops have a subject structure.

In conditions of changing market conditions, the subject structure becomes more vulnerable. A way out of this situation can be the process of diversification of production (expanding the production of various types of products and implementing new types of activities). This is achieved by the widespread use of standardization and unification of the design of manufactured products and, on this basis, increasing the flexibility of the production structure.

Production unit as an element production structure is a complex of specialized workshops that have an independent management structure (but do not have the right legal entity). A production unit is created in very large enterprises, holding companies, concerns; can operate as a branch (subsidiary JSC) while maintaining legal independence.

Factors influencing the nature and features of the structure of enterprises

The production structures of enterprises differ great variety. However, we can identify the following set of factors influencing the nature and characteristics of a particular structure.

1. Industry affiliation of the enterprise

It is determined both by the nature of the production process and by the design features and purpose of the manufactured product. This factor primarily influences the composition of the main workshops of the enterprise, which will differ significantly in different industries. Thus, a single-stage production structure is typical for extractive industries, a multi-stage one for manufacturing industries.

For example, in the metallurgical industry, the main production shops include: blast furnace, open-hearth or converter production, and a rolling shop. In mechanical engineering - foundry, forging, machining, assembly shops. For the textile industry: spinning, weaving, dyeing and finishing shops.

Auxiliary workshops will be (taking into account some features) identical in all industries, so the industry affiliation of the enterprise has almost no effect on their composition and organizational features.

2. Nature of the production process (analytical, synthetic, direct)

It influences the level of development and diversity of the main stages of the production process represented at the enterprise: procurement, processing, production.

In an analytical production process, when several types of finished products are produced from one type of raw material, enterprises may have one or two procurement shops and several production shops. In this case, the problem of organizing sales of products that are diverse in nature becomes relevant. This structure is typical for enterprises in the chemical, metallurgical, light, and food industries.

The use of a synthetic production process at an enterprise, on the contrary, involves the creation of several procurement shops and a limited number of production shops. This type production structure typical for machine-building enterprises and furniture factories. For example, at an automobile plant there are foundries, forging and press shops and production conveyor lines for assembling cars of several models. For the production structure of these enterprises, the problem of organizing logistics and importing a large range of material resources and purchased semi-finished products becomes very relevant.

The direct production process is used in extractive industries: mines, mines, quarries. Their production structure may have one or two procurement workshops (extraction of raw materials, their enrichment) and one production workshop - small processing of raw materials and shipping to consumers.

3. Design and technological features of the product

Product quality requirements have a significant impact on the nature production structure of the enterprise. For example, in the production of science-intensive high-precision equipment (radio electronics, electrical engineering, machine tool building, aircraft industry) in the production structure, a significant share in the number of workers employed in them is occupied by departments serving the pre-production stage: scientific and technical centers, laboratories, experimental workshops, testing stations, subdivisions for supervision of installation, adjustment and service of their products to consumers. Communications at these enterprises are quite complex. Their production structure is subject to high requirements for flexibility and adaptability. This is primarily due to the high rate of product renewal and the constant development of new types of products.

4. Nature of specialization

This factor influences such types of production structure of the main workshops as subject, part-unit, and technological. The choice of one or another form of production structure is determined by the scale of production of the same type, structurally similar products of a stable range.

The subject form of specialization of the production structure is associated with the production of finished finished products by one or more workshops. This type of structure is used in the mass type of production organization. Products of workshops with a component-assembly form of specialization - parts or assemblies for finished products. This type production structure It is also used in large-scale and mass production, usually in processing shops. Under the conditions of the technological form of specialization, workshops are assigned only the execution of technological processes. The products are varied; there is no fixed product range at the workplace. This form of specialization production structure Typical, as a rule, for procurement shops. Compared to the subject and part-node forms of specialization, this form production structure least effective.

Forms of cooperation are also directly related to the forms of specialization of the production structure. The higher the level of specialization, the broader production connections are established between workshops within the enterprise and with external suppliers of material and production resources.

Specialization production structure determines its type (specialized or complex). With a specialized production structure, one or two stages of the production process may be missing, and the plant in this case operates as a machine assembly or assembly shop, receiving all the necessary components for the manufacture of products from outside. The complex production structure has a full complement of workshops, both main and service.

5. Scientific and technological progress

Scientific and technological progress has a dual impact on the production structure of an enterprise.

On the one hand, due to the complexity of manufactured products and high requirements for their quality production structure of the enterprise becomes more complicated. It includes divisions related to the scientific and technical preparation of production: laboratories, experimental workshops specializing in the development of new types of products.

In addition, scientific and technical progress causes obsolescence of manufactured products and used equipment, which places additional demands on the production structure in terms of its flexibility, adaptability and, therefore, significantly expands the scope of work on its restructuring.

On the other hand, the implementation of scientific and technical progress leads to a simplification of the production structure. So, for example, the implementation precise methods casting significantly reduces labor costs for subsequent machining of parts and simplifies the production structure of machine shops. Integration of production processes based on the use of numerically controlled machines, modular multi-position machines, and production lines eliminates areas with traditional types of equipment in workshops and simplifies their structure.

So the character production structure determined by the characteristics of the enterprise itself, its industry, size, degree of specialization and cooperation. When developing a production structure, it is necessary to take into account all of the above features.

Production structure

Production structure- part of the overall structure of the enterprise, represents the composition and relationships of the main and auxiliary production units. The primary structural unit of an enterprise is the workplace. Groups of workplaces are combined into a production area. The production structure of an enterprise is its division into divisions (productions, workshops, sections, farms, services, etc.), carried out according to certain principles of their construction, interconnection and placement. The most important principle of forming the production structure of an enterprise is the division of labor between its individual elements, manifested in intra-factory specialization and cooperation of production. In accordance with this and depending on the scale of the enterprise and the complexity of the manufacturing process of manufactured products, each industrial enterprise is divided into large divisions (first level): workshops, production, farms, and into smaller divisions (second level): sections, departments, jobs.

Wikimedia Foundation. 2010.

See what “Production structure” is in other dictionaries:

production structure- Composition of workshops and services of the enterprise, indicating the connections between them [GOST 14.004 83] Topics: technological preparation of production ... Technical Translator's Guide

Production structure- 12. Production structure Composition of workshops and services of the enterprise, indicating the connections between them Source: GOST 14.004 83: Technological preparation of production. Terms and definitions of basic concepts...

An industrial enterprise (association), a complex of divisions, their relationships and relationships in the process of manufacturing products. Each stage of the production process is organizationally formalized into an appropriate structural... ... Great Soviet Encyclopedia

Division of an economic object into parts, elements according to production and technological characteristics (procurement, foundry, mechanical, heat treatment, assembly production, etc.) ...

The complex of production facilities included in the group (association). units (shops, services), their relationship and interrelation. It changes with changes in forms of management, relationships within and between industries... Big Encyclopedic Polytechnic Dictionary

Production structure of the enterprise- – composition and relationship between its production divisions. The production structure characterizes the division of labor between divisions of the enterprise and their cooperation. It influences technical and economic indicators... ...

Production structure of enterprise management- – the composition of the main and auxiliary workshops and service farms for production purposes, as well as the forms of their production connections. See also Enterprise structure... Commercial power generation. Dictionary-reference book

production- 3.4 manufacturing batch: Number of identical fasteners from the same manufacturing batch processed together at the same time. Source … Dictionary-reference book of terms of normative and technical documentation

Enterprise structure- – composition and correlation of its internal links: workshops, sections, departments, laboratories and other divisions that make up a single economic entity. There are general, production and organizational structures of enterprise management. Cm… … Commercial power generation. Dictionary-reference book

- (see PRODUCTION STRUCTURE) ... Encyclopedic Dictionary of Economics and Law

Books

• Management: bachelor's educational and practical training: Textbook. Grif Ministry of Defense of the Russian Federation, Chernitsov A.E.. The structure and content of the main types of practices, recommendations for the preparation of documents for the preparation, conduct and evaluation of the results of the practice are given. Presented complex system continuous...
• Design of machine-building production (mechanical shops), Balashov V.M.. Methods for designing sections and workshops of mechanical-processing production of machine-building enterprises are outlined. The production structure of the workshop and the calculation of its systems are given: quantities...

Under production structure of the enterprise understands the composition of the sections, workshops and services that form it, and the forms of their interrelation in the process of production.

The production structure characterizes the division of labor between divisions of the enterprise and their cooperation. It has a significant impact on the technical and economic indicators of production, on the structure of enterprise management, the organization of operational and accounting.

The production structure of the enterprise is dynamic. As equipment and technology of production, management, organization of production and labor improve, the production structure also improves.

Improving the production structure creates conditions for intensifying production, efficient use of labor, material and financial resources, and improving product quality.

Unlike the production structure general structure of the enterprise includes various general plant services and facilities, including those related to cultural and welfare services for enterprise employees (housing and communal services, canteens, hospitals, clinics, kindergartens, etc.).

Elements of production structure

The main elements of the enterprise's production structure are workplaces, sections and workshops.

The primary link in the spatial organization of production is the workplace.

Workplace called an organizationally indivisible (in given specific conditions) link of the production process, served by one or more workers, designed to perform a specific production or service operation (or group of them), equipped with appropriate equipment and organizational and technical means.

The workplace can be simple or complex. A simple workplace is typical for discrete type production, where one worker is busy using specific equipment. A simple workplace can be single- or multi-machine. In the case of the use of complex equipment and in industries using hardware processes, the workplace becomes complex, since it is served by a group of people (team) with a certain delimitation of functions when performing the process. The importance of complex jobs increases with the increasing level of mechanization and automation of production.

The workplace can be stationary and mobile. A stationary workplace is located on a fixed production area equipped with appropriate equipment, and objects of labor are supplied to the workplace. The mobile workplace moves with the appropriate equipment as objects of labor are processed.

Depending on the characteristics of the work performed, workplaces are divided into specialized and universal.

The final results of the enterprise's work significantly depend on the level of organization of workplaces, the reasonable determination of their number and specialization, the coordination of their work over time, and the rationality of location on the production area. It is at the workplace that the direct interaction of material, technological and labor factors of production takes place. At the workplace level, the main drivers of productivity growth are used.

Plot - a production unit that combines a number of jobs grouped by certain signs, carrying out part of the overall production process for the manufacture of products or servicing the production process.

At the production site, in addition to the main and auxiliary workers, there is a manager - site foreman.

Production areas specialize in detail and technology. In the first case, jobs are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - to perform identical operations.

Areas connected to each other by permanent technological connections are united into workshops.

Workshop - most complex system, part of the production structure, which includes production areas and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships.

The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is an organizationally, technically and administratively separate production unit and performs the production functions assigned to it. Each workshop receives from the plant management a single planned task that regulates the volume of work performed, quality indicators and maximum costs for the planned volume of work.

Workshop specialization

The workshops of an enterprise can be organized according to technological, subject and mixed types.

With the technological type of structure, the workshop specializes in performing homogeneous technological operations (for example, in a textile enterprise - spinning, weaving, finishing shops; in a machine-building enterprise - stamping, foundry, thermal, assembly).

Technological specialization leads to more complex relationships between sections and workshops and to frequent equipment changeovers. The arrangement of equipment in groups performing homogeneous work leads to counter transportation of objects of labor, increases the length of transportation, time spent on equipment readjustment, the duration of the production cycle, the volume of work in progress, working capital, and significantly complicates accounting. At the same time, the technological specialization of the workshops also has certain positive points: it ensures high equipment utilization and is characterized by the relative simplicity of managing production involved in the implementation of one technological process. The construction of workshops according to a technological principle is typical for enterprises producing a variety of products.

In the object type, workshops specialize in the manufacture of a specific product or its part (unit, unit), using various technological processes.

Such a structure creates the possibility of organizing subject-closed workshops in which various technological processes are carried out. Such workshops have a complete production cycle.

Subject specialization has significant advantages over technological specialization. Deeper specialization of jobs makes it possible to use high-performance equipment, increases labor productivity and improves product quality. The closed construction of the production process within the workshop reduces the cost of time and money for transportation, and leads to a reduction in the duration of the production cycle. All this simplifies management, production planning and accounting, and leads to an increase in technical and economic performance indicators. Assigning the production cycle of a specific product to a workshop increases the responsibility of the workshop team for the quality and timing of work. However, with an insignificant production volume and labor intensity of manufactured products, subject specialization may turn out to be ineffective, as it leads to incomplete utilization of equipment and production space.

It should be borne in mind that even in conditions of a significant scale of production and a stable range of output, subject specialization of workshops does not completely replace technological specialization. The peculiarities of the technological process lead to the fact that procurement shops (for example, foundry, stamping) are built according to technological specialization.

Along with technological and subject structures, a mixed (subject-technological) type of production structure has become widespread in industrial enterprises. This type of structure is often found in light industry (for example, shoe and clothing production), mechanical engineering and a number of other industries.

The mixed type of production structure has a number of advantages: it provides a reduction in the volume of intra-shop transportation, a reduction in the duration of the production cycle for manufacturing products, improved working conditions, a high level of equipment utilization, an increase in labor productivity, and a reduction in product costs.

Improving the production structure should follow the path of expanding subject and mixed specialization, organizing sections and workshops with high equipment load, and centralizing auxiliary departments of the enterprise.

Functional divisions of the enterprise

Industrial enterprises can be organized with a full or incomplete production cycle. Enterprises with a full production cycle have all the necessary workshops and services for the manufacture of a complex product, while enterprises with an incomplete production cycle do not have some workshops related to certain stages of production. Thus, machine-building plants may not have their own foundries and forging shops, but receive castings and forgings through cooperation from specialized enterprises.

All workshops and farms of an industrial enterprise can be divided into workshops of main production, auxiliary workshops and service farms. Individual enterprises may have auxiliary and side workshops.

The main production workshops include workshops that manufacture the main products of the enterprise. The main shops are divided into procurement (forging, foundry), processing (mechanical, thermal, woodworking) and assembly (product kitting).

The main tasks of the main production are to ensure the movement of the product during its manufacturing process and to organize a rational technical and technological process.

The task of the auxiliary shops is the production of tooling for the production shops of the enterprise, the production of spare parts for plant equipment and energy resources. The most important of these shops are tool, repair, and energy shops. The number of auxiliary workshops and their sizes depend on the scale of production and the composition of the main workshops.

As a rule, auxiliary workshops include workshops that extract and process auxiliary materials, for example, a container shop that produces containers for packaging products.

Side workshops are workshops in which products are made from production waste or used auxiliary materials are recovered for production needs (for example, a workshop for the recovery of waste and cleaning materials).

The purpose of service farms is to provide all parts of the enterprise with various types of services; instrumental, repair, energy, transport, warehouse, etc. An important place in the production structure of the enterprise is occupied by supply services and preparation of new products and advanced technologies. The latter includes an experimental workshop, various laboratories for testing new materials, finished products, and technological processes.

The production process maintenance system aims to ensure its uninterrupted and efficient functioning.

With the increasing focus of enterprises on the needs of the consumer, the composition of service departments has significantly expanded, studying the demand for products, assembling finished products, providing supervision and control over the use of products, and carrying out installation, adjustment and warranty repair of products at the consumer. Service departments have the necessary stock of parts, components and assemblies that allow them to repair sold products.

Also big role the enterprise has social infrastructure units that are designed to provide social services to workers, primarily the implementation of measures to improve labor protection, safety regulations, medical care, organization of recreation, sports, consumer services, etc.

In Fig. 8.1. The production structure of the machine-building enterprise is given.

Factors influencing production structure

Analysis, assessment and justification of directions for improving the structures of enterprises should be carried out taking into account the factors and conditions of their formation.

Factors influencing the formation of the production structure of an enterprise can be divided into several groups.

General structural (national economic) factors determine the complexity and completeness of the enterprise structure. These include: the composition of economic sectors, the relationship between them, the degree of their differentiation, expected productivity growth rates, foreign trade relations, etc. Industry factors include: the breadth of industry specialization, the level of development of industry science and design work, the peculiarities of the organization of supply and sales in the industry, the provision of the industry with services from other industries.

Regional factors determine the provision of an enterprise with various communications: gas and water pipelines, transport highways, communications equipment, etc.

General structural, sectoral and regional factors together form the external environment for the functioning of enterprises. These factors must be taken into account when forming the structure of the enterprise.

A significant number of factors influencing the production structure and infrastructure are internal to the enterprise. Among them are usually:

• features of buildings, structures, equipment used, land, raw materials and supplies;
• the nature of the product and methods of its manufacture;
• volume of production and its labor intensity;
• degree of development of specialization and cooperation;
• capacity and features of transport organization;
• optimal sizes of units to ensure they are managed with the greatest efficiency;
• specifics of the recruited workforce;
• degree of development of information systems, etc.

With the transition of enterprises to market conditions, the importance of factors ensuring the commercial efficiency of the production and economic activities of the enterprise, the rhythm of production, and cost reduction increases.

Navigation

« »

Introduction

3.1. Assessment of possible prospects for improving the structure

Conclusion

A qualitative assessment of the development of any enterprise in relation to the economic environment in order to identify signs of sustainable operation provides for the presence of elements in the structure of the enterprise that change “randomly”. The administrative and economic structure of an enterprise combines such elements for the purpose of their systematic organization, but not a single element can be calculated with a sufficiently high degree of accuracy. Therefore, this enterprise is not sustainable and is subject to random changes in the external environment. Ultimately, this determines the change in the administrative and economic structure of the enterprise. The constant attention of enterprise managers to environmental factors allows for timely changes in the management structure in order to promote the sustainability of the enterprise and its flexible response to market fluctuations. That is why the organization of production management should be considered as a system of actions that guides the development of the enterprise.

A necessary condition for the successful operation of an enterprise is the rational construction of its production and organizational structure. Structure is understood as an ordered set of interconnected elements that are in stable relationships with each other, ensuring their functioning and development as a single whole. To successfully conduct production, it is necessary to rationally build the production process in space. This is done by determining, based on the characteristics of the enterprise, the most efficient production structure.

The production structure of the enterprise is dynamic. As equipment and technology of production, management, organization of production and labor improve, the production structure also improves. Improving the production structure creates conditions for intensifying production, efficient use of labor, material and financial resources, and improving product quality.

A correctly constructed, improving production structure determines its greatest compliance with the organization of production, ensuring the proportionality of all workshops and services of the enterprise, which in turn has a positive effect on improving technical and economic indicators: the level of specialization and cooperation, continuity of the production process, rhythm of production, growth of labor productivity , improving quality, the size of work in progress and normalized working capital, the ratio of the number of management and production personnel, the most appropriate use of labor, material and financial resources.

The above confirms the relevance of the chosen topic of work.

The purpose of the course work is to improve the general and production structure of the enterprise.

To achieve the goal, the following tasks are solved:

The concepts of “general” and “production” structure of an enterprise, their similarities and differences are considered;

The types of production structure of enterprises are studied;

The organizational structure of management is studied;

An analysis of the general and production structure of the enterprise is carried out.

The object of the study is the Open Joint Stock Company "Trust of Large-Panel Housing Construction" (OJSC "Trest KPD").

The basis of work is the financial and management reporting of KPD OJSC.

The study period was from 2005 to the 9th month of 2006.

The course work consists of an introduction, three chapters of the main part of the work, a conclusion, a list of references and applications.

The theoretical and methodological basis was made up of regulations of the Russian Federation, the Ministry of Finance of the Russian Federation, textbooks and teaching aids, scientific works, publications.

1. The concepts of “general” and “production” structure of an enterprise, types of production structure

1.1. Production structure of the enterprise

The structure of an enterprise is its internal structure, characterizing the composition of divisions and the communication system, subordination and interaction between them. There are concepts of production, general and organizational management structures.

The set of production units (shops, sections, service facilities and services) directly or indirectly involved in the production process, their number and composition determine the production structure of the enterprise.

Factors that influence the production structure of an enterprise include the nature of the product and the technology for its manufacture, the scale of production, the degree of specialization and its cooperation with other enterprises, as well as the degree of specialization of production within the enterprise.

Depending on which division is the main structural production unit of the enterprise, a distinction is made between workshop, non-shop, corps and factory production structure.

A workshop is a technologically and administratively separate unit of an enterprise in which a particular product is completely manufactured or a certain completed stage of product production is performed.

Based on the nature of their activities, workshops are divided into:

Basic ones, producing products that determine the main purpose of the enterprise;

Auxiliary (energy, repair, instrumental, etc.), ensuring the uninterrupted and efficient operation of the main workshops;

Service shops and facilities performing operations for the transportation and storage of material and technical resources and finished products;

Side shops that manufacture products from waste from the main production or utilize it;

Experimental (research) workshops involved in the preparation and testing of new products and the development of new technologies.

The main workshops are divided into procurement (specializing in the production of blanks), processing (machining, woodworking, thermal, etc.) and assembly (aggregate and final assembly of products from parts and assemblies manufactured at other enterprises).

There are three known types of enterprise production structure: subject, technological and mixed (subject-technological).

A sign of the subject structure is the specialization of workshops in the production of a specific product or a group of similar products, assemblies, parts (shops for the production of engines, rear axles, bodies, gearboxes at an automobile plant).

A sign of a technological structure is the specialization of an enterprise’s workshops in performing a certain part of the technological process or a separate stage of the production process. For example, the presence of foundry, forging, stamping, mechanical and assembly shops at a machine-building plant.

In practice, a mixed production structure is often encountered in which some of the workshops are technologically specialized, and the rest - subject-specific.

In enterprises with a simple production process, a shopless production structure is used, the basis of which is the production site - a set of geographically isolated workplaces where technologically homogeneous work is performed or products of the same type are manufactured.

With a hull production structure, the main production unit of a large enterprise is the building, which combines several similar workshops.

Enterprises with multi-stage production processes and complex processing of raw materials (metallurgical, chemical, textile industries) use a factory production structure. It is based on units that produce a technologically complete part of the finished product (cast iron, steel, rolled products).

The general structure of the enterprise is the totality of all production, non-production (servicing employees and members of their families) and management divisions of the enterprise.

A typical general structure of an industrial enterprise is shown in Figure 1.

Fig.1. Diagram of the enterprise's production structure

The production structure of an enterprise is a set of production units of the enterprise (shops, services) included in its composition and the forms of connections between them. The production structure depends on the type of product and its nomenclature, the type of production and forms of its specialization, and on the characteristics of technological processes. Moreover, the latter are the most important factor determining the production structure of the enterprise.

1.2. Types of production structure

The typical hierarchical production structure of a consumer service enterprise is as follows:

>Production Association;

>Manufacturing plant;

>Workshop, workshop;

>Production site;

>Team work area;

>Workplace.

The production divisions of an enterprise are workshops, areas, service facilities and services (directly or indirectly involved in the production process), the connections between them, taken together, constitute its production structure. It predetermines the level of labor productivity, production costs, the efficiency of exploitation of natural resources and technology under given technical, economic and economic-geographical conditions of material production.

Production divisions include workshops, areas, laboratories in which the main products (manufactured by the enterprise), components (purchased from outside), materials and semi-finished products, spare parts for equipment maintenance and repairs during operation are manufactured, undergo control checks, and are tested; Various types of energy are generated for technical purposes, etc.

The divisions serving workers include housing and communal services departments, their services, canteens, buffets, kindergartens and nurseries, sanatoriums and boarding houses, rest homes, medical units, technical training departments and educational institutions involved in improving production qualifications, the cultural level of workers, managers and specialists, employees.

The main structural production unit of an enterprise (except for enterprises with a non-shop management structure) is a workshop - an administratively separate unit that performs a certain part of the production process (production stage).

The workshops are fully fledged units; they carry out their activities on the principles of economic accounting. Shops, as a rule, are divided into four groups: main, auxiliary, auxiliary and secondary.

In the main workshops, operations for the manufacture of products intended for sale are carried out. In the workshops (divisions) of the main production, objects of labor are transformed into finished products.

Auxiliary workshops (divisions) provide conditions for the functioning of the main production (tools, energy, equipment repair), provide services for the needs of the main workshops: carry out repair work on equipment and buildings, supply electricity, etc.

Auxiliary workshops produce products for the needs of the main workshops. Objects of labor produced in these workshops can be purchased from other enterprises specializing in the manufacture of similar products.

Side shops are shops that manufacture products from waste from the main production; They are often called consumer goods shops.

Based on the production structure, a master plan of the enterprise is developed, i.e. spatial arrangement of all workshops and services, as well as paths and communications on the territory of the plant. At the same time, the direct flow of material flows must be ensured. Workshops must be located in the sequence of the production process.

A workshop is the main structural production unit of an enterprise, administratively separate and specializing in the production of a certain part or products or in the performance of technologically homogeneous or identical-purpose work. Shops are divided into sections, which represent a group of workplaces united according to certain characteristics.

Technological specialization is based on the unity of the applied technological processes. This ensures high equipment utilization, but makes operational and production planning difficult, and lengthens the production cycle due to increased transport operations. Technological specialization is used mainly in single and small-scale production.

Subject specialization is based on concentrating the activities of workshops (sections) on the production of homogeneous products. This allows you to concentrate the production of a part or product within a workshop (site), which creates the prerequisites for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.

If a complete cycle of manufacturing a part or product is carried out within a workshop or site, this division is called subject-closed.

Shops (sites) organized according to the subject-closed principle of specialization have significant economic advantages, since this reduces the duration of the production cycle as a result of the complete or partial elimination of counter or return movements, reduces the loss of time for equipment readjustment, and simplifies the planning and operational management system progress of production.

Maximum production efficiency can only be achieved if the enterprise structure is fully consistent with each other. To do this, it is necessary to improve the production structure, bring it into line with changes in manufactured products, engineering methods and production technology.

At the same time, changes are being made to the organizational structure of the enterprise.

The structure of a consumer service enterprise depends, first of all, on the volume of services, the technology of their production, the level of development of specialization and cooperation, the nature of the population of the service territory (size and number of settlements, population composition, condition of roads, etc.), as well as on the location networks of these enterprises.

The mixed structure is the most used. Under it, functional units act as headquarters under line managers, helping them in solving individual management tasks.

The matrix type of production management structures is built by combining traditional linear functional system with the creation of thematic problem groups of specialists.

A clear hierarchical division of labor and specialization of divisions of the management apparatus are the main directions for the development of production structures.

The production process of an enterprise is a set of interconnected labor processes and natural processes, as a result of which raw materials are transformed into finished products.

Depending on the nature and scale of the product being manufactured, production processes can be simple or complex. Products manufactured at machine-building enterprises, as a rule, consist of a large number of parts and assembly units. The parts have a variety of overall dimensions, complex geometric shapes, are processed with great precision, and require various materials for their manufacture. All this complicates the production process, which is divided into parts, and individual parts of this complex process are carried out by different workshops and production areas of the plant.

The production process includes both technological and non-technological processes.

Technological - processes as a result of which the shapes, sizes, properties of objects of labor change.

Non-technological - processes that do not lead to changes in these factors.

Based on the scale of production of homogeneous products, processes are distinguished:

mass - with a large scale of production of homogeneous products;

serial - with a wide range of constantly repeating types of products;

individual - with a constantly changing range of products, when a large proportion of processes are of a unique nature.

All production structures of various types of enterprises can be reduced to the following types (depending on their specialization):

1. Plants with a full technological cycle. They have all procurement, processing and assembly shops with a complex of auxiliary and service units. Factories with an incomplete technological cycle. These include factories that receive blanks through cooperation from other factories or intermediaries.

2. Factories, such as those that produce cars, using only parts made by other factories, such as car assembly plants.

3. Factories specializing in the production of blanks of a certain type. They have technological specialization.

4. Plants of detailed specialization, producing separate groups of parts or individual parts (ball bearing plant).

Main and auxiliary production

Depending on what product is the result of production, production processes are divided into main, auxiliary and servicing.

The central place in this totality is occupied by the main production process, as a result of which raw materials and materials are transformed into finished products. For example, in automobile factories, the main process will be the production of blanks for parts, the assembly of subassemblies and the complete assembly of cars.

The main production process is divided into three stages: procurement, processing and assembly.

Auxiliary manufacturing process is the process of manufacturing products that will be used within the enterprise. For example, ancillary processes in an automobile manufacturing plant include the production of tools that are used in the processing of automobile parts and the production of spare parts for equipment repair.

Servicing software is a labor process, as a result of which no products are created. This includes transport, warehouse operations, technical control, etc.

Timely and high-quality implementation of the main software program largely depends on how the implementation of auxiliary and servicing processes, which are subordinated to the task of better ensuring the main software program, is organized.

Production process management in manufacturing

Management of the production process depends on the specific structure of a particular enterprise. And also on the method of constructing the functional system of the enterprise.

With the centralized method, all management functions are concentrated in the functional management departments of the enterprise.

Only line managers are left in the workshops and areas. To bring a functional apparatus closer to production, part of this apparatus can be located on the territory of the workshops that it directly serves. But the workers of this part report to the head of the general functional department of the enterprise. The centralized system is justified for small production volumes, although it was widely used in the past in all enterprises during “stagnant” times.

With the decentralized method, all service functions are transferred to workshops. Each workshop turns into a closed production unit.

The most effective is the mixed method, which is most widely used in most enterprises. At the same time, issues that can be resolved more quickly and better by a workshop or business bureau are transferred to their jurisdiction, and methodological manual functional departments and product quality control is carried out functional departments enterprise management apparatus.

Since the main part of the technological process takes place directly in the workshop, it has its own production process control apparatus. At the head of the workshop is a manager appointed from among experienced, highly qualified workers and subordinate to the director of the enterprise. He organizes the work of the entire team, carries out measures for the production of mechanization and automation of the production process, production implementation new technology, implements production labor protection measures.

To solve specific production and economic problems in a large workshop, the following are created:

> technical bureau engaged in improving the production processes of the enterprise, providing assistance to areas in mastering production processes and monitoring technological discipline;

> production dispatch bureau, which carries out operational production planning and management of the production process;

> labor and wages bureau;

> a group of workshop mechanics providing equipment care and repair.

The most important link in the production structure of the workshop is the production area, headed by a foreman. The foreman is the direct organizer of the production process in his department. He has the right to: hire and place workers on the site, release excess workers in agreement with the shop manager; assign wage grades to workers; reward and fine workers.

Using these rights, the foreman is obliged to: ensure the completion of the work and tasks assigned to the site; prevent defects in production; ensure economical use of raw materials and supplies; ensure strict compliance with occupational safety and health regulations.

The widespread use of automated control systems simplifies the management process. The basis of the automated control system is the integrated processing of production and economic information, covering the solution of problems of forecasting, planning and production management using modern tools.

The highest form of organization of the production process of an enterprise is automatic production lines, which are a set of machines that, in a certain sequence, automatically perform technological operations to produce products.

The economic efficiency of automatic production lines consists of a sharp increase in labor productivity and product quality, a significant reduction in costs and improvement of other indicators, as well as in facilitating the work of workers whose functions are limited to operating machines.

1.3. Organizational management structure

An organizational management structure is a management system that determines the composition, interaction and subordination of its elements.

There are connections between the elements of the control system, which can be divided into:

1) linear connections arise between departments of different levels of management, when one manager is administratively subordinate to another (director - initial workshops - foreman);

2) functional connections characterize the interaction of managers performing certain functions on different levels departments between which there is no administrative subordination (head of the planning department - head of the workshop);

3) interfunctional connections take place between departments of the same management level (head of the main department - head of the transport department).

There are several types of organizational management structures:

Linear control is the most simplified system, between the elements of which there are only single-channel interactions. Each subordinate has only one leader, who alone gives orders, controls and manages the work of the performers. The advantages of line management are: efficiency, clarity of relationships, consistency of teams, increasing the degree of responsibility of managers, reducing the cost of maintaining management personnel. But a manager cannot be a universal specialist and take into account all aspects of the activity of a complex object. That's why linear control used in small enterprises with the simplest production technology and at the lower level of large enterprises - at the level of the production site team.

Line-staff management is used in the management of workshops and departments. Unity of command is maintained, but the manager prepares decisions, orders and assignments for performers with the help of staff specialists who collect information and analyze it and develop drafts of the necessary administrative documents.

Functional management provides for the division of management functions between individual divisions of the management apparatus, which makes it possible to disperse administrative and managerial work and entrust it to the most qualified personnel. However, this leads to the need for complex coordination between functional services when preparing an important document, reduces the efficiency of work, and lengthens the time frame for decision-making.

Divisional management allows you to centralize strategic corporate management functions ( financial activities, development of the company's strategy, etc.), which are concentrated in the highest levels of the corporation's administration and decentralize operational management functions, which are transferred to production units. This leads to a flexible response to changes in external environment, rapid adoption of management decisions and improvement of their quality, but at the same time - to an increase in the number of management staff and the costs of its maintenance.

Matrix management identifies temporary subject-specific units - project groups, which are formed from specialists from permanent functional departments. However, they are only temporarily subordinate to the project manager. And after completing work on the project, they return to their functional units. Advantages: exceptionally high flexibility of the management system and focus on innovation.

Often found in business practice complex look management - a combination of the listed types of organizational management structures at different levels of enterprise management.

2. Technical and economic characteristics of the enterprise, features of its general and production structure

2.1. Production structure of JSC "Trust KPD". Composition of production units, principles of their organization

Open joint-stock company "Trust of Large-Panel Housing Construction" (JSC "Trust KPD") is located in Ufa. The company is engaged in construction, construction, repair and construction work at industrial enterprises and in the cities of the Tula region. The main part of the work consists of major repairs of city facilities, as well as reconstruction and repair of equipment in workshops of industrial enterprises. The type of activity of Trest KPD OJSC is subject to mandatory licensing in accordance with current legislation. The company has received the necessary licenses.

Certain works performed by the enterprise belong to the category of works with harmful conditions labor for production workers, code of special working conditions 27-2; profession position code (fireproofer) 229000A-19426.

The company's staff is divided into two categories: production workers and engineers. The average number of employees of Trest KPD OJSC is currently 297 people.

In construction, there are main, auxiliary and servicing third-party enterprises, as well as sites, workshops, farms, departments that are part of the construction enterprise. Their totality is the production structure of a construction organization.

Areas that perform basic construction, installation and procurement processes include construction, procurement, assembly, and specialized workshops.

Areas performing auxiliary technological processes include repair and mechanical services, energy, temporary heat supply, temporary water supply and sewerage.

Areas that perform service processes include areas of control, labor protection, transport, and warehouse.

In OJSC "Trest KPD" it is possible to distinguish production and service areas.

The production structure of KPD OJSC is presented in Figure 2.

Rice. 2. Scheme of the production structure of Trest KPD OJSC

The production site includes the construction and installation site, which includes construction and installation teams; repair and construction site, including repair and construction teams; procurement area to which the supply relates; and specialized production services, including work teams in special conditions hazards in chemical and explosive production and sales department.

The service section of the enterprise includes the transport department, warehousing, labor protection department and control section, which includes the management apparatus, accounting department, economic planning department, and accounting department.

The operating mode of the enterprise is a 40-hour work week, an 8-hour work day with an hour break for lunch.

2.2. Management structure. Principles of production management, their implementation at Trest KPD OJSC

To perform production management functions, a control system is created - a management apparatus.

The structure of the production management apparatus is understood as the number and composition of units and levels of management, their subordination and mutual connection. The structure of the management apparatus has active influence on the process of functioning of the production development management system.

The structure of the management apparatus is influenced by the following factors:

The nature of production and its industry characteristics: product composition, manufacturing technology, scale and type of production, level of technical equipment of production;

Forms of organization of production management: linear, linear-functional, matrix;

The degree of compliance of the structure of the management apparatus with the hierarchical structure of production;

The relationship between centralized and decentralized forms of government;

The relationship between sectoral and territorial forms of management;

The level of mechanization and automation of management work, the qualifications of workers, the efficiency of their work;

Compliance with the hierarchical structure of production as a controlled system.

In the hierarchical structure of production, two mutually complementary substructures are distinguished: organizational and production, which characterize from different sides the structure of the control object - the managed system. Each of the substructures acts as independent in relation to the other structure.

The organizational structure determines the composition and relationship of various levels in the organization of production, as well as the forms of this organization.

The production structure refers to the composition and capacity of production units, their relationship and forms of interrelation at each stage (level) of production organization.

Organizational structures of production management are focused on the following tasks: creating conditions for the production and sale of high-quality products and services while simultaneously increasing the level of production efficiency; ensuring the development, development and delivery of new types of products to the market.

The increase in the scale of production and its complication in the context of the use of automated systems for collecting and processing information determine the development of new organizational structures. At the heart of this development is the transition to structures that provide a quick response to changes occurring in production.

Depending on the nature of the connections between different departments, the following types (forms) of organizational structures of production management are distinguished: linear, functional, linear-functional, matrix, problem-target management, departmental.

Trest KPD OJSC has a linear production management structure. At the head of each production or management unit is a manager, vested with full powers and exercising sole management of the employees subordinate to him and concentrating in his hands all management functions. Its decisions, transmitted along the chain “from top to bottom,” are mandatory for implementation by all lower levels. A middle manager is subordinate to a superior manager. On this basis, a hierarchy of managers of this management system is created.

The principle of unity of command assumes that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to any performers without bypassing their immediate supervisor.

Individual specialists or functional departments help the line manager in collecting and processing information, analyzing business activities, preparing management decisions, and monitoring their implementation, but they themselves do not give directions or instructions.

Advantages of a linear management structure:

unity and clarity of management;

consistency of actions of performers;

increasing the responsibility of the manager for the results of the activities of the department headed;

efficiency in decision making;

receipt by performers of interconnected orders and tasks provided with resources;

personal responsibility of the manager for the final results of the activities of his department.

Disadvantages of a linear management structure:

high requirements for the manager, who must have extensive, versatile knowledge and experience in all management functions and areas of activity carried out by employees subordinate to him, which, in turn, limits the scale of the department headed and the manager’s ability to effectively manage it;

a large overload of information, a huge flow of papers, multiple contacts with subordinates, superiors and related organizations.

The management structure of Trest KPD OJSC is presented in Figure 3.

Figure 3. Diagram of the management structure of Trest KPD OJSC

The sole senior executive is the director. He is directly subordinate to four deputies: the first deputy is the chief engineer, the second deputy is the chief economist, the deputy director for procurement, and the deputy director for sales.

Each deputy director manages a separate area. Middle managers report to him.

Directly subordinate to the chief engineer are the head of the labor protection department, the head of the labor and wages accounting department, the head of the production and technical department and the foremen of the production department.

Accordingly, each department head has his own subordinates; the foreman manages a specific work site, where either one or several production teams can work, whose foremen report directly to the site foreman.

Subordinate to the chief economist (deputy director for financial issues) are the head of the planning department and the chief accountant. The planning department is engaged in planning the expenses and income of the enterprise, and economic analysis of concluded contracts. The accounting department of an enterprise records the expenses and income of the enterprise and prepares reports for submission to management and regulatory authorities.

The supply department and warehouses are subordinate to the deputy director for procurement. The head of the supply department, in accordance with the needs of the enterprise, organizes logistics and, in coordination with the transport department, organizes the delivery of material assets to warehouses, where they are stored and issued at the request of the production service.

The Deputy Director for Sales manages the sales and transport departments. The sales department performs marketing functions - searches for customers, and also disseminates information about the services offered by the trust.

3. Ways to improve the general and production structure of the enterprise

3.1. Assessment of possible prospects for improving the structure

Improving construction management as one of the leading sectors of the economy in conditions of regional specifics is of particular importance. Solving this problem will ensure the timely commissioning of fixed assets, reducing costs, reducing the volume of unfinished construction and reducing their time, eliminating unprofitability in work, improving quality, and ultimately, increasing the growth rate of labor productivity and the efficiency of construction production.

The sequence (stages) of improving the management system at the enterprise is presented in Figure 5.

Rice. 5. Scheme of management system improvement cycles

When analyzing the organizational structure, it is necessary to assess its compliance with standard structures and established standards.

The structure of Trest KPD OJSC presented in the work should be assessed from the point of view of compliance with the manageability standard. The controllability standard is the permissible number of persons directly subordinate to a manager at any level.

In construction practice, the following controllability standards have developed for managers and management personnel (Table 1).

Controllability standards

Managers at various hierarchical levels	Controllability standard, pers.	Persons directly subordinate to the manager
Managing and chief engineer of the trust		Deputy Manager, Heads of Departments and SMU
Deputy Trust Managers		Heads of departments and services, heads of SMU, chief specialists
Heads of departments and services		Team leaders, department employees
Heads of groups, laboratories		Group employees
Heads and chief engineers of SMU		Heads of departments and services, heads of sections, chief specialists
Heads of SMU departments		Department employees
Heads of SMU sections		Work producers
Work producers

Assessment of the production structure using the coefficient of compliance with the controllability standard at a certain management level:

where Ch n nu – the number of managers who maintain the level of controllability

N o – the total number of managers at this level.

We present the results of the analysis of the structure of Trest KPD OJSC in analytical table 2.

Analytical data of the management structure of Trest KPD OJSC

Based on the data obtained, we will calculate the coefficient of compliance with the controllability standard at Trest KPD OJSC:

KNU = 14/19 = 0.74

Conclusion: Manageability at Trest KPD OJSC corresponds to the standard by 74%.

When analyzing the organizational structure of a construction organization, one should consider its compliance with the standard staffing table for this category of organizations.

A typical trust structure is shown in Figure 5.

Figure 5. Diagram of a typical trust management structure

In addition, the organization’s activities are analyzed according to the following indicators: implementation of the program (plan) in terms of volume; profit and loss (income), use of income; profitability; means of wages; cost price; capital productivity; labor productivity; product quality; loss of working time; technical level (construction equipment and technical means management); discipline (contractual, financial, technological, labor); working conditions; solving social and everyday problems; staff turnover; socio-psychological climate in the team and other characteristics.

Let's consider a simplified information diagram of an enterprise.

Figure 6. Simplified information diagram

Explanations for the diagram:

1. The diagram contains:

links of concentration and information flows, input recipients, from where the information necessary for decision-making by a given organization comes, and output recipients (where the output information is received);

technical means of information work (recording, transmission, processing, retrieval of information, etc.)

"operators", i.e. instructive and normative material regulating the activities of this organization.

2. Information characteristics of the management process are assessed (completeness, reliability, usefulness, timeliness and other characteristics of information).

3.2. Development of a matrix classifier of functional responsibilities of the management apparatus

Using a matrix classifier, it is necessary to distribute job responsibilities in the management staff of Trest KPD OJSC.

The matrix classifier of the distribution of tasks, rights, duties, responsibilities is a table (matrix), on the left side of which (row names) a list of tasks, responsibilities, functions, grouped by main forms of activity is indicated, and on the right side (column names) - a list of structural departments of the management apparatus or officials. At the intersection of columns and rows, symbols indicate management actions through which tasks are solved and rights and responsibilities are realized.

The following symbols are used as symbols of management actions to implement rights and obligations:

R – decision making (approval with signature rights)

P – preparation of a decision with the involvement of the departments or officials indicated in the table

U – participation in the preparation of the decision (preparation of individual issues)

C – approval at the stage of preparation or decision-making

I – execution of the decision (including organization of execution of the decision)

K – control over the execution of decisions.

The matrix classifier allows you to assess the balance of the workload of departments or officials of the management apparatus, as well as to ensure the closed execution of individual tasks, responsibilities, functions (for each of which the following actions are provided: P (decision), P (preparation of decisions), K (control).

The development sequence is presented in Figure 7.

Figure 7. Matrix classifier development flow diagram functional responsibilities in the management staff of OJSC "Trest KPD"

To construct a matrix, let us consider the following management functions: development of a department work plan, development of an enterprise work plan, distribution of planned tasks among employees.

Matrix classifier of distribution of functions of the management apparatus of JSC Trest KPD

Tasks, responsibilities, functions

Management official

Director

on supply

Chief engineer

Chief Economist

supply

dept. sales

Head of department accounting

Head of labor protection department

plan. department

transport department

Beginning pr.-techn.

Chief accountant

Development of an enterprise work plan

Development of a department work plan

Preparation of planned tasks

Drawing up job descriptions

Checking compliance of documents with current legislation

Development of an enterprise work schedule

Development of a department work schedule

Development of a document flow schedule

Distribution of planned tasks

To assess the management activities of the construction organization Trest KPD OJSC, you should consider the summary table of management parameters presented in Table 4.

Enterprise Management Options

priorities in means management	the role of the market in management	degree of organizational rigidity	Distribution of powers	manager's role	priority of motivation	specifics of the control object	priorities in management organization	conflict management (danger of crisis)	Potential scientific character
Team management	planned directive	Regulated	highly centralized	Autocratic	Administrative management	management of industry complexes	functional production management	probabilistic crisis management	Politicized management
Economic management	marketing	normative	decentralized	Collegial	natural management	diversification management by companies	management by results (marketing)	pre-crisis management	Scientific conceptual management
Social economic management		social adjustable	flexible management	Corporate	Motivational management	control projects	strategic control	anti-crisis control	Empirical control
Technocratic management	problem-oriented	administrative management	situational management	Liberal	Anti-motivation management	enterprise management (by company)	software- target management	stabilization control	Pragmatic management

The management staff of Trest KPD OJSC includes: a director, four deputy directors (deputy director for procurement, deputy director for sales, chief economist, chief engineer).

The middle level of management is represented by the heads of departments: head of the planning department, chief accountant, head of the supply department, head of the material and technical service (warehouses), head of the sales department, head of the transport department, head of the labor protection department, head of the labor and wages accounting department, head of production. -technical department, construction managers (foremen).

Based on the results of the analysis of the management of Trest KPD OJSC according to management parameters, the following conclusions can be drawn:

The specificity of the management object is the management of a commercial construction enterprise. The priority in management tools is technocratic management. The role of the market in management reveals the management function of Trest KPD OJSC as problem-oriented. The degree of organizational rigidity is administrative management. Many functions are well distributed, with responsibility delegated by senior managers to middle managers for a number of tasks. The distribution of powers at Trest KPD OJSC is situational. We can conclude about the liberal role of the leader. The priority of motivation in this situation is anti-motivation management. The priority in organizing management is program-targeted management: there is an approved program and a specific goal of the enterprise as a whole and the management apparatus.

The danger of a crisis at this enterprise is low. Conflict management comes down to stabilization management. To assess the scientific potential of the enterprise, pragmatic management is used.

3.3. Optimization of the division structure

To reflect the changing and adaptable essence of the organization to the external environment, business process diagrams must be constantly updated in parallel with changes occurring in the management process, and on the other hand, the resulting diagram should not be a rigid rule for the execution of the process. One option is to create dynamically called process execution options that implement the shift in current management decisions “down the hierarchy” that is characteristic of process management, which, within the framework of current activities, consists, in particular, in optimizing the management of structural units.

Let's consider the option of optimizing the management of the control department. The structure of the control department is shown in Fig. 8.

Fig.8. Scheme of the structure of the control department

Directly subordinate to the board of directors is the head of the control department, who is subordinate to the head of the internal control service. And subordinate to the head of the internal control service are the heads of the analysis, control over operations and inspection services.

Control

Drawing up a work plan

Group work analysis

Analysis of incoming information

Performance Analysis

Analysis of departments' work

Group work analysis

Let us determine the arithmetic mean estimate of the complexity of the work, taking as a condition that their complexity is the same.

O av = 1000/23 = 44

Scores were assigned according to the nominal group method. Let us present the calculation for the management function of the head of the control department.

MNG table regarding the management function of the head of the control department

We will draw up a functional analysis of the work of the head of the control department. We present the analysis in Table 6.

Functional analysis of the control department's work

Basic functions		complex score	Function name		Score difficult
Head of Control Department
Control
Group coordination
Control
Preparation of reports on the work of the group
Drawing up a work plan
Submitting reports to the director and security department for review
Head of Internal Control Department
Control
Group planning
Group work analysis
Providing reports to superiors
Control
Debt check
Control over structural divisions
Development of internal control rules
Analysis group
Control
Group planning
Analysis of incoming information
Preparation of reports on the work of operations control and verification services
Analysis of the department's work
Performance Analysis
Analysis of departments' work
Review group
Control
Group planning
Group work analysis
Compliance monitoring regulatory documents divisions
Examination
Scheduled inspection of structural units
Development of verification methods and methods
Random check of individual (mandatory check of regular) clients
Total for the section

Based on the table, we will construct a share distribution of the labor intensity of the entire volume of work, indicating the complexity coefficient

Analysis service 25%

Head of department 20% * 0.2 = 4

Internal control service 30% * 0.3 = 9

Analysis service 25% * 0.25 = 7

Verification service 25% * 0.25 = 7

We take the relative share of the department head’s work time as the basis of calculation, then in relation to him in each department it is necessary to have the following number of employees:

Internal Control Service 9/4 = 3

Analysis service 7/4 = 2

Check service 7/4 = 2

Let's build a management structure for the department, taking into account the fact that a department headed by a manager cannot have less than 3 people.

Thus, it turned out to be necessary to consolidate the functions by creating two divisions: the analysis and verification service and the internal control service.

When conducting a functional analysis, it should be taken into account that the distribution of time for performing management work by a mid-level manager approximately corresponds to the normative one.

Structure of working time costs when performing management operations

Coordinate the resulting structure option with the recommended controllability standard.

top management (5-7) people subordinates

middle management (7-9) people subordinates

lower management (up to 35) people subordinates

Norms for the number of management personnel

The resulting number of managers in the management structure corresponds to the normatively justified number.

The construction of an optimal production structure of an enterprise must be carried out taking into account following principles:

– maintaining a rational relationship between main and auxiliary workshops and areas;

– ensuring proportionality between parts of the enterprise;

– consolidation of workshops and sections;

– constant work to rationalize the production structure;

– creation of a shopless enterprise management structure. In addition, the production structure of the enterprise is influenced by a number of factors:

– industry affiliation of the enterprise;

– the nature of the product and methods of its manufacture;

– volume of production and its labor intensity;

– level of specialization and cooperation of production;

– features of buildings, structures, equipment used, raw materials and supplies.

Conclusion

Based on the results of the study, the following conclusions can be drawn:

The production structure of an enterprise is understood as the composition and interrelation of its constituent workshops, sections and services in the production process. The production structure characterizes the division of labor between divisions of the enterprise and their cooperation. It has a significant impact on the most important economic indicators of the enterprise: product quality, increased labor productivity, production costs, and efficient use of resources.

The main elements of the production structure of an enterprise are workshops, sections and workplaces.

The workshop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is a separate production unit and performs the production functions assigned to it.

All workshops of an industrial enterprise are usually divided into main and auxiliary. In the main workshops, operations for the manufacture of products for sale are carried out. The main workshops are divided into procurement, processing and assembly. Auxiliary shops include tool, repair, energy, etc.

The workshops include areas that are created according to a technological or subject principle. Thus, in a processing shop, areas can be organized according to the principle of technological specialization: turning, milling, grinding, metalworking, etc. According to the principle of subject specialization, areas for the production of part of the finished product are formed.

The primary link in the organization of production is the workplace.

A workplace is an organizationally indivisible (in given specific conditions) link of the production process, served by one or more workers, intended to perform specific operation, equipped with appropriate equipment and organizational and technical means.

The results of the enterprise's work significantly depend on the level of organization of jobs, the reasonable determination of their number and specialization, the coordination of their work over time, and the rationality of their location in workshops.

It should be noted that the production structure of the enterprise is not something frozen, it is dynamic. As equipment and technology, organization of production, labor and enterprise management improve, the production structure also improves. This creates conditions for intensifying production, efficient use of resources and achieving high performance results of the enterprise.

Based on the results of the analysis of the structure of Trest KPD OJSC, the following was revealed.

The specificity of the management object is the management of a commercial construction enterprise. The priority in management tools is technocratic management. Many functions are well distributed, with responsibility delegated by senior managers to middle managers for a number of tasks. The distribution of powers at Trest KPD OJSC is situational.

Comparing typical structure with the structure of Trest KPD OJSC, we can conclude that in general the structure of Trest KPD OJSC corresponds to the standard one. Distinctive Features: the chief engineer is also the deputy for engineering issues; the accounting and planning departments are combined into an economic service headed by the chief economist; V separate category a sales department (marketing department) has been allocated; the planning and production department was divided into planning and production and technical departments; additionally there is a transport department; instead of a safety engineer, a labor protection department was introduced; The construction supervisors are foremen, who are subordinate to several production teams with their own foremen.

It can be concluded that the management of Trest KPD OJSC uses modern information processing technologies, monitors the achievements of scientific and technological progress, and includes qualified specialists in the field of automation, management and marketing on its staff.

IN course work The option of optimizing the management of the control department was considered. It turned out to be necessary to consolidate the functions by creating two divisions: the analysis and verification service and the internal control service.

Practical significance This work lies in the possibility of applying the received recommendations in the activities of the enterprise under study to achieve a positive economic and managerial effect.

References

1. Constitution of the Russian Federation

2. Labor Code of the Russian Federation No. 197-FZ dated December 30, 2001.

3. Civil Code of the Russian Federation, part 1, 2.

4. Alexandrova Z.O. etc. Commentary on Labor Code Russian Federation - M.: MCFR, 2004 - 622 p.

5. Bakanov M.I., Sheremet A.D. Theory of economic analysis: Textbook. for students of economics. - 4th ed., additional and revised. - M.: Finance and Statistics, 2004. - 464 p.

6. Barkov S.A. Personnel management. – M.: Yurist, 2001. – 451 p.

7. Boronenkova S.A. Management analysis: Textbook. Manual.-M.: Finance and Statistics, 2003. – 128 p.

8. Vesnin V.R. Practical personnel management. Personnel manual. – M.: Yurist, 2001. – 496 p.

9. Kabushkin N.N. Fundamentals of personnel management. – M.: UNITY, 2003. – 378 p.

10. Kovalev V.V., Volkova O.N. Analysis of the economic activity of the enterprise. Textbook. - M.: TK Velby LLC, 2003. - 526 p.

11. Lifinets A.S. Fundamentals of personnel management. – Ivanovo: House of Books, 2000. – 256 p.

12. Mazmanova B.G. Payroll management. Textbook – M.: DiS, 2003. – 368 p.

13. Minin E.V., Shcherbakov V.I.. Salaries: questions and answers: Reference manual. - N.: Profizdat, 2000. – 422 p.

14. Novitsky N.I. Organization of production at enterprises, teaching aid, M., 2004. – 156 p.

15. Orlovsky Yu.P. Commentary on the Labor Code of the Russian Federation (article-by-article). – M.: Infra-M, 2004. – 959 p.

16. Pomerstnik N.V., Meiksin M.S. Salary in modern conditions(9th edition, revised and expanded). – St. Petersburg: Gerda Publishing House, 2004. – 386 p.

17. Savitskaya G.V. Analysis of the economic activity of the enterprise - Minsk LLC “New Knowledge”, 2003. – 686 p.

18. Travin V.V., Dyatlov V.A. Enterprise personnel management. 2nd ed. – M.: Finpress, 2000. – 203 p.

19. Tsvetaev V.M. Personnel management. – St. Petersburg: Peter, 2001. – 301 p.

20. Enterprise Economics: Textbook / Edited by prof. O. I. Volkova. - M.: Infra-M, 2005. – 672 p.