Course work: Production and general structure of the enterprise. Coursework: Production structure of the enterprise

PRODUCTION STRUCTURE OF THE ORGANIZATION (ENTERPRISE)

An enterprise is an integral economic system, consisting of separate structural divisions that ensure the development of this system. A modern enterprise includes a complex of production units: workshops, sections, management bodies and organizations for servicing the enterprise’s employees.

A necessary condition successful activities enterprise is the rational construction of its production 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.

The composition of the structural divisions of the enterprise, their number, size and the relationship between them in terms of the size of production space, number of personnel and throughput characterizes the general structure of the enterprise.

For successful production it is necessary to rationally build the production process in space. This is carried out by determining the characteristics of the enterprise (its scale, complexity of production, etc.), the most efficient production structure.

Under production structure enterprise is understood as the composition and interrelation of the workshops, sections and services that form it 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 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 workshops include tool, repair, energy, etc. Side production for waste processing is possible.

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. The workplace is not called work and fur; in organizational terms (in given specific conditions) a link in 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 in time, and the rationality of their location in the workshops.

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

When building the optimal production structure of an enterprise, the following principles must be taken into account:

Maintaining a rational relationship between main and auxiliary workshops and areas;

Ensuring proportionality between parts of the enterprise;

Consolidation of workshops and sections;

Systematic rationalization of the production structure;

Creation of a shopless enterprise management structure. An example of a production structure is shown in Fig. 3.1.

In addition, a number of factors influence the production structure of the enterprise:

Industry affiliation of the enterprise;

Nature of products and methods of their 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.

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, effective use labor, material and financial resources, 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 production structure of the enterprise 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 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 significantly depend final results work of the enterprise. 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 constant technological connections are united into workshops.

Workshop - the most complex system included in the production structure, which includes production areas and a number of functional organs 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, the time spent on readjusting equipment, the duration of the production cycle, the volume of work in progress, working capital, significantly complicates accounting. At the same time, the technological specialization of workshops also has certain positive aspects: 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 part of it (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 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 the technological and subject structures at industrial enterprises widespread received a mixed (subject-technological) type of production structure. 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 production 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 forges, 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 consumer needs, the composition of divisions has expanded significantly service, studying the demand for products, assembling finished products, providing supervision and control over the use of products, carrying out installation, adjustment and warranty repairs of products at the consumer. Service departments have the necessary stock of parts, components and assemblies that allow them to repair sold products.

Social infrastructure units also play an important role at the enterprise, which are designed to provide social services to workers, primarily the implementation of measures to improve labor protection, safety precautions, 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 materials;
• 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.

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The production structure of an enterprise is understood as the composition of the workshops, sections and services that form it, and the forms of their interrelation in the process of production. The main element of the production structure of the enterprise are workplaces, which can be combined into production areas and workshops. Production workshops are usually created at large or medium-sized manufacturing enterprises.

Production structure small enterprise It is simple, has minimal or no internal structural production units, the management apparatus is insignificant, and the combination of management functions is widely used.

Structure average enterprises involves the identification of workshops within them, and in the case of a shopless structure, sections. Here, the minimum necessary to ensure the functioning of the enterprise is created by its own auxiliary and service units, departments and services of the management apparatus.

Large enterprises comprise the entire set of production, service and management departments.

THIS IS IMPORTANT

The production structure of the enterprise should be simple, regardless of production volumes.

Key requirements for an effective production structure:

• absence of repetitive production links;
• convenient territorial location of production units (sometimes the costs of territorial movement between departments are very high, which is irrational from the point of view of lost working time);

Rational specialization and cooperation of production units.

The production structures of different enterprises vary greatly depending on their industry and type of production. The more complex the production process of an enterprise, the more technological features it has, the more extensive its production structure.

Main factors influencing the production structure:

• technological features of product manufacturing;
• scale of production;
• volume of production and its labor intensity;
• features of the equipment used and production technology.

ELEMENTS OF PRODUCTION STRUCTURE

Workplace

A workplace is a part of a production area equipped necessary equipment, tools and materials for the employee to complete the assigned task. Workplaces must be interconnected; most often they are placed sequentially in the production space.

Types of jobs depending on the number of performers:

• individual (one workplace - one performer);
• collective (one workplace - several performers).

The organization of workplaces must comply with a number of technical requirements of personnel and the requirements of correct working conditions, therefore workplaces are subject to certification.

All workplaces are subject to a service system:

• delivery of materials (tools);
• export of finished products;
• adjustment and repair of equipment;
• product quality control (carried out by the technical control department).

Production areas

Workplaces are combined into production areas. Each site is assigned a team of workers (7-12 people) and a site manager (senior foreman, foreman).

Brigades are formed based on the specialization of workers, that is, workers of the same and/or related professions engaged in homogeneous technological processes are included in one team. Brigades can also be formed in complexes - from workers different professions for performing homogeneous technological processes.

Concentration and Specialization— principles of organization of production sites. Based on these principles, the following types of production sites are distinguished:

• technological area(specialization of the site by type of work). The technological area is characterized by the same type of tools and equipment and a certain (homogeneous) type of work. Examples of technological areas include foundry, galvanic, thermal, grinding areas, areas of turning and milling machines, etc.

The technological area is characterized by high equipment load and high production flexibility when developing new products or changing production facilities. At the same time, there are difficulties with planning, the production cycle is lengthened, and responsibility for product quality is reduced. The technological type is recommended for use when producing a large range of products and when their production is low;

• subject area(specialization by type of product). Examples of subject areas: a section of specific parts, a section of shafts, transmissions, gearboxes, etc. A subject area is characterized by a high concentration of all work within one area (increases the responsibility of performers for the quality of products). This area is very difficult to reconfigure for other products when developing a new type or reorienting an enterprise.

The item type is recommended for use when producing one or two standard products, with a large volume and high stability of output. With the object type, processing of a batch of parts can take place in parallel on several machines performing successive operations;

• subject-closed area(specialization by type of product, a complete product manufacturing cycle is carried out). Various types of equipment are used here, and workers of different professions work here. The subject-closed section allows you to reduce the duration of the production cycle and simplify the planning and accounting system. As a rule, equipment of the subject-closed type is placed along the technological process, as a result of which simple connections are organized between workstations.

Production workshops

All production areas are grouped in a certain way and are part of workshops. It should be noted that production workshops are not formed at all enterprises. If the enterprise is small and the production volume is low, then only production areas are created on it (shopless structure). As a rule, all production departments are headed by department heads by name or number (head of the assembly department or head of department 1).

All workshops of the enterprise are divided into categories depending on the type of production process:

1) basic. In workshops of this type, production processes are assumed, during which the main products of the enterprise are produced;

EXAMPLE

At mechanical engineering enterprises, the main production includes three stages: procurement, processing and assembly.

The procurement stage includes the processes of obtaining blanks: cutting of materials, casting, stamping. The processing stage includes the processes of turning blanks into finished parts: machining, heat treatment, painting, electroplating, etc.

The assembly stage is the final part of the production process. It includes the assembly of components and finished products, adjustment and debugging of machines, instruments, and their testing.

2) providing. These workshops involve production processes for the manufacture of auxiliary products required for the main workshops. Examples of supply shops can be tool shops, repair shops, energy facilities, etc.;

3) serving. In workshops of this type, production processes are assumed, during the implementation of which services are performed that are necessary for the normal functioning of both main and auxiliary production processes. Examples of service workshops include transportation, storage, parts assembly, construction workshops, etc.;

4) auxiliary— carry out the extraction and processing of auxiliary materials (containers, packaging, mining, etc.);

5) side— they produce products from production waste (for example, a waste recovery workshop);

6) auxiliary— in workshops of this type, processes are assumed to ensure the uninterrupted flow of basic production processes. Examples of auxiliary workshops include workshops for equipment repair, equipment manufacturing, area cleaning, etc.

Types of production structure of main workshops

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

• technological type of workshop. IN in this case the workshop specializes in performing certain homogeneous production processes (for example, foundry, assembly, etc.);
• subject type. The workshop specializes in the manufacture of a certain type of product or part of it. The result of the activity of a given workshop can be a finished product (in this case, the type will be called subject-closed);
• mixed(subject-technological)type. Most often, procurement processes have a technological structure, while processing and prefabricating processes have a subject (subject-closed) structure. In this way, a reduction in the cost per unit of production is achieved by reducing the production cycle and increasing labor productivity.

Based on the material reviewed, let us present the typical production structure of an enterprise in the form of a diagram (Fig. 1).

FORMS OF PRODUCTION ORGANIZATION

The form of production organization is certain combination in time and space of the elements of the production process with an appropriate level of its integration, expressed by a system of stable connections.

Temporary structure of production organization

Based on the type of temporary structure, the following forms of organization of production on the site are distinguished:

• with sequential transfer of objects of labor in production. This ensures the movement of processed parts throughout all production operations. Products are transferred from one operation to another only after completion of processing at the previous stage of the entire batch. The duration of the production cycle with this form increases, but at the same time the equipment is fully loaded, the costs of purchasing new ones are reduced;
• with parallel transfer of objects of labor. In this form, products are launched, processed and transferred from operation to operation individually and without waiting for the entire batch. This organization of the production process makes it possible to reduce the number of parts being processed and reduce the need for space required for storage and aisles. Its disadvantage is possible downtime of equipment (workstations) due to differences in the duration of operations;
• with parallel-sequential transfer of objects of labor. This is an intermediate form between the two discussed above. Products in this form are transferred from operation to operation in transport batches, thereby ensuring continuity of use of equipment and labor.

Spatial structure of the production process

The spatial structure of the organization of production is determined by the amount of technological equipment concentrated on the work site (the number of workplaces), and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (workstations) there are single-link production system and the corresponding structure of a separate workplace and a multi-link system with a workshop, linear or cellular structure.

Shop structure The organization of production is characterized by the creation of areas where equipment (workplaces) is located parallel to the flow of workpieces, which implies their specialization on the basis of technological homogeneity. In this case, a batch of parts arriving at the site is sent to one of the free workplaces, where it undergoes the necessary processing cycle, after which it is transferred to another site (to the workshop).

On a site with a linear spatial structure equipment (workstations) is located along the technological process, and a batch of parts processed at the site is transferred from one workplace to another sequentially.

Cellular structure production organization combines the characteristics of a linear and workshop structure.

The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various shapes production organization:

• technological;
• subject;
• direct flow;
• point;
• integrated.

Technological form of production organization

The technological form of organizing the production process is characterized by a workshop structure with the sequential transfer of objects of labor. This form is widespread in machine-building plants, since it ensures maximum equipment load in small-scale production and is adapted to frequent changes in the technological process.

The use of a technological form of organizing the production process has a number of negative consequences. A large number of parts and their repeated movement during processing lead to an increase in the volume of work in progress and an increase in the number of intermediate storage points. A significant part of the production cycle consists of time losses caused by complex inter-site communications.

Subject form of production organization

This form has a cellular structure with parallel-sequential (sequential) transfer of objects of labor in production. All equipment necessary for processing a group of parts from the beginning to the end of the technological process is installed at the subject area. If the processing technological cycle is closed within the site, it is called subject-closed.

Direct-flow form of production organization

The direct-flow form is characterized by a linear structure with piecemeal transfer of objects of labor in production. This form ensures the implementation of the following principles of production organization:

• specialization;
• straightness;
• continuity;
• parallelism.

Using this form, it is possible to reduce the duration of the production cycle, use labor more efficiently due to greater specialization of labor, and reduce the volume of work in progress.

Point form of production organization

With the point form of production organization, work is completely performed at one workplace. The product is manufactured where its main part is located. An example is the assembly of a product with a worker moving around it. Organizing point production has positive aspects:

• you can often change the design of products and the processing sequence, produce products of a diverse range in quantities determined by production needs;
• costs associated with changing the location of equipment are reduced;
• production flexibility increases.

Integrated form of production organization

The integrated form of production organization involves the combination of main and auxiliary operations into a single integrated production process with a cellular or linear structure with sequential, parallel or parallel-sequential transfer of objects of labor in production.

In contrast to the existing practice of separate design of processes of warehousing, transportation, management, processing in areas with an integrated form of production organization, it is necessary to link these partial processes into a single production process. This is achieved by combining all jobs using an automatic transport and warehouse complex, which is a set of interconnected automatic and storage devices, computer equipment designed to organize the storage and movement of objects of labor between individual workplaces.

Depending on the ability to re-adjust for the production of new products, the forms of production organization discussed above can be divided into flexible(reconfigurable) and hard(non-reconfigurable).

PLEASE NOTE

Changes in the range of products and the transition to constructive production new series products require redevelopment of the site, replacement of equipment and accessories.

Rigid forms production organizations involve processing parts of the same type. These include the flow form of organizing the production process. Flexible forms make it possible to ensure the transition to the production of new products without changing the composition of the components of the production process with little time and labor.

If we talk about machine-building enterprises, today the following forms of production organization are most widespread:

1) flexible point production— assumes the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely processed in one position. Adaptability to the release of new products is carried out by changing the operating state of the system;

2) flexible subject form- characterized by the ability to automatically process parts within a certain range without interruption for changeover. The transition to the production of new products is carried out through readjustment technical means, reprogramming the control system. The flexible subject form covers the area of ​​sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure;

3) flexible straight shape— characterized by rapid readjustment for processing new parts within a given range by replacing tooling and devices, reprogramming the control system. It is based on a row arrangement of equipment that strictly corresponds to the technological process with piece-by-piece transfer of objects of labor

Block-modular form of production organization

Under the influence of scientific and technological progress, significant changes occur in engineering and technology due to mechanization and automation of production processes. This creates objective prerequisites for the development of new forms of production organization. One of these forms, which has been used when introducing flexible automation tools into the production process, is the block-modular form.

To create a production with a block-modular form of production organization, you must:

1. concentrate on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products;
2. unite groups of workers in the production of final products, transferring to them part of the functions of planning and managing production at the site.

The economic basis for the creation of such industries is collective forms of labor organization. Work in this case is based on the principles of self-government and collective responsibility for the results of work.

The main requirements for organizing the production and labor process in this case:

• creation of an autonomous system for technical and instrumental maintenance of production;
• achieving continuity of the production process based on calculating the rational need for resources, indicating intervals and delivery dates;
• ensuring the matching capacity of machining and assembly departments;
• accounting established standards controllability when determining the number of employees;
• selection of a group of workers taking into account complete interchangeability.

PLEASE NOTE

The implementation of these requirements is possible only if comprehensive solution issues of labor organization, production and management.

They move to a block-modular form of production organization on the basis of a decision made on the advisability of creating such units in the given production conditions. Then the structural and technological homogeneity of the product is analyzed and the possibility of assembling “families” of parts for processing within the production cell is assessed.

Next, they determine the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area, establish the number of workplaces adapted for the introduction of group processing of parts, determine the composition and content of the basic requirements for organizing the production process and labor based on the intended level of automation.

PRODUCTION STRUCTURE ON THE EXAMPLE OF A REPAIR ENTERPRISE

Let's consider the production structure using the example of the industrial enterprise Alpha LLC, which provides services for major repairs and maintenance cars.

We present the production structure of the enterprise in the form of a diagram (Fig. 2).

To understand the construction of the production structure of a given enterprise, you need to know features of the production process. When a car arrives at the enterprise, it is technically accepted and any discrepancies with the documentation are identified. Then comes washing and complete disassembly of the car. Next, all the units go to the appropriate workshops for the specialties, where repairs and spot painting are carried out. All parts are then sent to the assembly shop for final assembly, followed by full exterior painting and preparation for delivery to the customer.

All production sites and workshops of Alpha LLC, in accordance with the specialization of their activities, are characterized by subject or subject-closed type. In other words, they specialize in types of products (units, assemblies, devices, parts, components of parts, etc.). Thus, the enterprise achieved a large concentration of work within one production area (zone). In addition, specialists from the technical control department are not divorced from the production process. They are located directly in the workshop buildings to control the quality of products.

The transfer of units (products, parts) is carried out using a parallel method, that is, they are transferred from operation to operation one by one, without waiting for the completion of the entire batch (expedient due to the high production volume and workload of the enterprise). The transfer is carried out on the basis of an internal document (delivery and acceptance certificate), which is signed on both sides by responsible persons and heads of adjacent workshops.

WAYS TO IMPROVE THE PRODUCTION STRUCTURE OF THE ENTERPRISE

The production structure of the enterprise is being improved to reduce labor intensity at all production sites and workplaces and improve product quality. Reducing labor intensity and improving the quality of products allows the enterprise to reduce costs included in the cost of production (both basic and indirect).

By effectively improving the structure of a manufacturing enterprise, it is possible to reduce labor costs (for example, automate certain production processes) and rationalize production areas.

The main ways to improve the production structure of the enterprise:

1. Consolidation of workshops, partial consolidation of production processes into some production areas and further consolidation of production areas. A large number of specialists of a narrow profile within one site cannot be considered rational from an economic point of view, therefore it is proposed to expand the range of work performed by employees (even through additional training of employees to perform new types of work).
2. Improving the principles of constructing production sites and workshops, and ways of interaction between them. Thus, it is possible to shorten the production cycle, freeing up the opportunity to increase the volume of output, profitability and profitability of the enterprise as a whole.
3. Improving the layout of industrial buildings and structures, which will make it possible to reduce time costs for internal transitions and transportation while observing the standards for placement and distances between equipment.
4. Integration of enterprises into industrial associations, which makes it possible to differentiate production processes between several enterprises, reducing the costs of each of them.
5. Maintaining proportionality between the elements of the production structure, preventing irrational growth of costs for service and auxiliary production.
6. Reducing the time a product (parts, components) spend at a specific production site, as well as reducing downtime and interruptions in the work process.
7. Changing the specialization of the enterprise and improving the management structure. Some small and medium-sized enterprises are abandoning the creation of workshops in favor of a shopless type of production, in which all production processes are divided between several production areas, which facilitates planning and control of execution, avoiding a bloated management system.

THIS IS IMPORTANT

First of all, improvement should concern the issue of the relationship between the main, auxiliary and service departments. The main share of work (including the number of workers and the total occupied production area) should be allocated to the main production, since this is where the process of manufacturing products takes place.

At some enterprises, the opposite trend is observed, when the proportion of labor intensity of auxiliary and servicing production processes is much higher than the main production. This identity is achieved due to high level automation of main production, which entails a reduction in the labor intensity of production of main products. As a result, the labor intensity of servicing a large amount of expensive equipment increases.

A common solution to the problem of the preponderance of service and auxiliary production processes over the main production ones is the transfer of the relevant work to third-party specialized organizations. Often, such transfer becomes economically more efficient than performing the work independently (for example, maintenance and repair of equipment, procurement work, etc.).

1. The production structure must meet the principles of optimization and combination in space and time of all components of the process.
2. Improving the production structure of the enterprise will allow more efficient use of labor, material and financial resources while increasing the quality of products.
3. To improve the production structure, the enterprise must ensure the uninterrupted production process, proportionality, rhythm and straightness, while complying with the norms and rules that relate to the working conditions of the main production workers.

4. Based on a correctly constructed production structure, the enterprise achieves good results: the production cycle, labor intensity, and cost of products are reduced, and their quality is improved. This has a positive effect on the operation of the enterprise, contributes to the growth of its profitability, facilitates production planning and control over the implementation of production processes.

5. When building a production structure, you can be guided by the developed schemes of other enterprises, but we do not recommend using them due to differences in technologies, different specializations and cooperation, due to different qualifications of workers, etc.

6. Before you begin to form or adjust the existing production structure, pay attention to aspects that directly affect the type of structure:

• establishing the composition of workshops and production areas;
• calculation of production space for each workplace, and then for the production site and workshop, determining their spatial location, taking into account time losses for transportation and internal movements;
• study of technological and design documentation;
• calculation of labor costs for carrying out production activities, highlighting the categories of main, auxiliary and service production;
• choice of spatial and temporal structuring;
• calculation of losses from defects, downtime, unregulated breaks, internal movements and transportation.

A. N. Dubonosova, Deputy Managing Director for Economics and Finance

Production structure of the enterprise

The specific expression of the organization of production, the organization of a separate branch of industry is found, first of all, in their structure.

The structure of production represents the relationship between the various stages and links of production, but the forms of their connection, in their total volume. There are two substructures that complement each other: organizational and production, which characterize from different positions the main object of production organizations. Each substructure in the organization of production acts as an independent element in relation to another structure.

The production structure represents the composition and capacity of production enterprises included in a single production department, their ratio and forms of interrelation at each stage (level) of production organization.

The organizational structure is intended to determine the composition and proportions different levels in the organization of production, as well as the forms of this organization.

When choosing a form of organization of production, one should take into account the peculiarities of the enterprise’s activities in market conditions and focus on stabilizing the employment of workers.

At the enterprise level, the production structure is a set of departments included in a given production unit that ensure the transformation of source material into a finished product that meets all the basic requirements for its quality.

In relation to an association, the production structure should be understood as the composition of its constituent enterprises, factories, production units and organizations. In relation to an enterprise, the production structure is the composition of its workshops and services serving farms, and for a workshop - the composition of sections.

Fig.1. General structure of the enterprise.

The main structural unit of the enterprise and production unit is the workshop. A workshop is an organizationally separate subdivision of an enterprise, consisting of a number of production participants and service units. The workshop performs certain limited production functions due to the nature of labor cooperation within the enterprise. In the workshops of an enterprise, products are manufactured or a certain stage of production is performed, as a result of which semi-finished products are created that are used in this enterprise.

At most industrial enterprises, the workshop is their main structural unit. Some small and medium-sized enterprises can be built using a non-shop structure. In this case, the enterprise is divided directly into production areas. Some of the largest enterprises in organizational and administrative terms are built according to the corps system based on the unification of a number of workshops and farms under a single leadership.

Depending on the raw materials being processed and the nature of the production processes, there are main, auxiliary and secondary workshops. TO main production workshops These include shops in which the main production processes, or part of them, are carried out, that is, they are directly related to the manufacture of the main products of the enterprise and are intended for the production of products that determine the purpose of the procurement enterprise (foundry, forging, etc.); processing (machining of parts, cold stamping, thermal, etc.); assembly (unit assembly; general assembly, installation, adjustment and adjustment, etc.) shops.

Each main production workshop may include one or more completely completed product manufacturing processes or combine partial processes and operations that make up one or a number of stages of product production.

Auxiliary workshops- these are 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.

In addition, auxiliary workshops produce products consumed by the main workshops of the enterprise. Such workshops include workshops for construction, production of packaging, electricity, etc.

The number of auxiliary workshops and their sizes depend on the scale of production and the composition of the main workshops

It should be noted that the division of workshops into main and auxiliary is determined by the purpose of the enterprise. So, for example, at individual enterprises and factories, energy workshops and areas are classified as auxiliary, and at energy generating enterprises these workshops and areas are the main ones.

Side shops are those in which products are made from waste raw materials and materials of the main and auxiliary production, or used auxiliary materials are restored for production needs. For example, a workshop for the production of consumer goods, a workshop for the regeneration of oils and cleaning materials.

Side shops, as a rule, exist only at large enterprises. In medium and small enterprises, the corresponding divisions are considered departments or production areas of the main workshops.

Ancillary workshops are workshops that prepare basic materials for the main workshops, as well as produce containers for packaging products.

Service farms enterprises do not produce products, but carry out work to provide services to main and auxiliary workshops. Service facilities for industrial purposes include: storage facilities, transport facilities, sanitary facilities, combining water supply, sewerage, ventilation and heating devices; central factory laboratory, consisting of mechanical, chemical, X-ray, etc. laboratories; telephone, radio and other types of communication, cleanliness and landscaping services, etc.

In the production structure of the enterprise important role play designand technology divisions and research laboratories. They carry out research and development work, develop technological processes, conduct experimental work, and fine-tune products to readiness according to technical and economic indicators or standard requirements

The production structure of the enterprise also includes production management bodies and employee service departments(educational institutions for advanced training and vocational training, canteens, medical institutions, etc.).

At enterprises, along with the production structure, a general structure is distinguished. General structure of the enterprise includes, in addition to production shops and service farms for industrial purposes, also various general plant services, farms and enterprises related to capital construction, environmental protection and cultural and welfare services for workers. For example, these include: subsidiary farming, housing and communal services, canteens, dispensaries, kindergartens, nurseries, medical institutions, clubs, etc.

The formation of a production structure occurs during the creation of an enterprise, as well as as a result of the organization process continuously carried out on it subsequently. The production structure of a production association (enterprise) significantly influences the forms of construction of the production process in time and space, and the structure of production management bodies.

The choice of one or another version of the production structure depends on more factors, the main ones being the following:

1. Size and scale of production at the enterprise.
   1. Technological and productive features of manufactured products.

The design features of manufactured products and technological methods for their manufacture largely determine the composition and nature of production processes, the type of production equipment, the professional composition of workers, which in turn determines the composition of workshops and other production units,
and, consequently, the production structure of the enterprise.

1. Production volumes for each type of product.

The volume of output affects the differentiation of the production structure and the complexity of intra-production relations between them. The larger the production volume. As a rule, the larger the workshops of the enterprise and their specialization. Thus, at large enterprises, several workshops can be created within each stage of production.

4) Nomenclature and range of products.

Exactly from this factor depends on whether workshops and participants should be adapted to produce strictly defined products or more diverse ones. The more complex the nomenclature and range of products, the more complex the structure of the enterprise.

5) Forms of specialization of enterprise divisions.

They determine the specific composition of technologically and subject-specific workshops, sections of the enterprise, their location and production connections between them. What is the most important factor formation of the production structure

6) Forms of cooperation with other enterprises for the production of specific types of products.

Economically feasible forms of cooperation make it possible to implement part of the production processes outside a given enterprise and, accordingly, not to create part of certain workshops and areas or service farms at the enterprise.

7) Standards for the number and controllability of production units.

These indicators are determined by the number of workers employed in workshops and areas and significantly affect the size of enterprises, and, accordingly, production structures.

The production structure of an enterprise changes over a long period of time; it is dynamic, since processes take place at enterprises: the development of equipment and technology, the deepening of the social division of labor, the increase in the level of organization of production, the development of specialization and cooperation, the combination of science and production.

The structure of the enterprise must ensure the most correct combination in time and space of all parts of the production process.

An important factor affecting the production structure is size And the scale of production activities of the enterprise and its workshops. On large In enterprises, new high-performance equipment is being introduced on a larger scale, and technology is constantly being improved.

Improving the production structure involves:

• consolidation of enterprises and workshops;
• maintaining a rational relationship between main, auxiliary and service workshops and areas;
• rationalization of the plant layout and placement of workshops and areas, taking into account the nature of the technological process;
• ensuring the necessary level of specialization and cooperation in production;
• location of production units sequentially along the technological process: warehouses for raw materials, materials and semi-finished products; shops and areas - procurement, processing, assembly, finished product warehouses, where products are restocked with removable equipment, spare parts, preservation, packaging, loading and shipping of products to the consumer;

Compact location of the enterprise, rational building density of the enterprise territory and multi-storey buildings, maintaining a rational distance between buildings, workshops, production areas and warehouses;

Reduction of transport communications both inside and outside the enterprise.

The main factors for the development of the enterprise’s production structure include:

• regular study of achievements in the field of design and development of production structure with the aim of mobility and adaptability of the enterprise structure to new achievements in this area and to new products;
• optimization of the quality and size of the enterprise’s production units;
• ensuring a rational relationship between the main and service departments;
• rational planning of departments and the general plan of the enterprise;
• increasing the level of production automation;
• ensuring compliance of the components of the enterprise’s production structure according to the principle of proportionality in production capacity, progressiveness of technological processes, level of automation, personnel qualifications and other parameters; ensuring that the structure complies with the principle of direct flow of technological processes in order to reduce the duration of the passage of objects of labor;
• ensuring compliance of the level of quality of processes in the system (production structure of the enterprise) with the level of quality and “input” of the system. Then the quality of the system’s “output” will be high;
• the creation within a large enterprise of legally independent small organizations with subject or technological specialization of production;
• reduction of the standard service life of fixed assets;
• compliance with schedules for scheduled preventive maintenance of the enterprise's main production assets, reducing the duration of repairs and improving their quality, modern renewal of assets.

Types of production structures of an enterprise.

All the variety of production structures of an enterprise can be combined into individual species depending on the nature of the production activity of the enterprise and the organization of the production process. There are three main types of production structure of enterprises: technological, subject, subject-technological. Accordingly, the main forms of specialization of the main workshops of enterprises are distinguished, depending on the stages in which production processes occur: procurement, processing and assembly. Accordingly, specialization takes the following forms: technological, subject, subject-technological,

1. Technological structure presupposes a clear technological isolation of individual types of production. With such a structure, a certain part of the technological process is carried out in the workshops, consisting of several similar operations with a wide range of processed parts. At the same time, the same type of equipment is installed in the workshops, and sometimes even similar in size. For example, foundry, forging and stamping, mechanical. Here, production is built on the principle of technological specialization, when each section performs technological operations of a certain type (see Fig. 2).

Assembly shop

Rice. 2. Scheme of the formation of workshops according to the technological principle.

This type of enterprise production structure has certain advantages and disadvantages. Key benefits include:

• technical management of the production process is facilitated due to a small variety of operations and equipment;
• greater opportunities are being created to regulate the loading of equipment, organize the exchange of experience, and apply rational technological production methods;
• Greater production flexibility is ensured when mastering the production of new products and expanding the manufactured range without significant changes to existing equipment and technological processes.

The disadvantages of the structure are:

• the principle of direct flow is violated, it becomes difficult to coordinate the work of workshops, due to the lengthening of the routes for the movement of objects of labor in procurement and processing workshops;
• the production cycle is lengthened, the volume of work in progress increases;
• intra-factory cooperation is becoming more complicated and more expensive;
• The responsibility of department heads for performing only a certain part of the production process is limited.

According to the technological principle, mainly workshops are formed at enterprises of single and small-scale production, producing a diverse and unstable range of products.

Rice. 3. Scheme of the formation of workshops according to the subject principle

specializations.

Subject structure involves the specialization of the main workshops of the enterprise and their sections in the production by each of them of a certain product assigned to it or its part (unit, unit) or a certain group of parts. The subject structure is typical for factories with narrow subject specialization (see Fig. 3). For example, an automobile plant may have workshops for the production of engines, chassis, gearboxes, and bodies; at the machine tool plant there are workshops for the production of frames, spindles, shafts, and body parts.

Shops with a subject form of specialization are characterized by a variety of equipment and accessories, but a narrow range of parts or products. The equipment is selected in accordance with the technological process and is located depending on the sequence of operations performed, that is, the principle of direct flow is used. This formation of workshops is typical for serial and mass production enterprises.

The subject structure allows you to organize conveyor production, arrange equipment along the technological process, use high-performance equipment and computer technology, which help shorten the path of movement of parts, simplify and reduce the cost of inter-shop transportation of products, and help reduce the duration of the production cycle.

The subject form of specialization of workshops, as well as the technological one, has its advantages and disadvantages.

Main advantages:

• simple coordination of the work of workshops, since all operations for the manufacture of a specific product are concentrated in one workshop; ,
• sustainable repeatability of the production process;
• increasing the responsibility of the workshop manager for producing products on time, with the required quality and quantity;
• simplification of operational and production planning;
• reduction of the production cycle;
• reduction in the number and variety of routes for the movement of objects of labor;
• reduction of time lost on equipment readjustment, reduction of interoperating time;
• creating conditions favorable for the introduction of continuous production methods, comprehensive mechanization and automation of production processes.

These advantages lead in practice to an increase in worker productivity and production rhythm, to a reduction in production costs, an increase in profits and profitability, and to an improvement in other technical and economic indicators. However, there are also significant disadvantages, including:

• limited range of products;
• narrow subject specialization of workshops, unable to produce the required range of products without expensive reconstruction;
• It is advisable to use the production of a limited range of objects of labor only in the case of large volumes of their production.

The technological and subject structure in the enterprise in its pure form is used quite rarely. Most often, many enterprises use a mixed structure.

Subject-technological (mixed) structure characterized by the presence at one enterprise of main workshops, organized both according to subject and technological principles. For example, at machine-building enterprises, procurement shops (foundry, forging, pressing), built according to the technological principle, and assembly shops, built according to the subject principle, are simultaneously organized

Production structure of the enterprise workshop

Production site is a structural unit of the workshop, which is separated into a separate administrative unit workshops

Primary structural element plot is workplace. The workplace is assigned to one worker or a team of workers. A part of the production area with labor tools and other means of labor located on it, including tools, devices, devices, according to the nature of the work performed at this workplace, is allocated for a workplace at the enterprise.

The formation of production sites is based on a technological or subject form of specialization. Production sites are divided into two main groups: main and auxiliary. The main production areas are created according to a technological or subject principle.

In areas organized according to a technological principle (or according to the principle of technological specialization), operations of a certain type are performed. For example, in a foundry shop areas can be organized in the following technological areas: production of cores, foundry molds, processing of finished castings; in the forge shop, areas for the production of forged blanks on hammers and presses, and heat treatment can be created; in the machine shop - areas: turning, turret, milling; in the assembly - sections: basic and final assembly of products, testing of their parts and systems, control and testing, painting.

In areas organized according to the principle of subject specialization, not individual types of operations are performed, but technological processes as a whole. As a result, finished products are produced at such a site.

In the subject form of specialization, the workshop is divided into subject-closed sections, each of which is specialized in the production of a relatively narrow range of products that have similar technological features, and implements a complete cycle of their production. The equipment in these areas is located in accordance with the implementation of the principle of direct movement of parts assigned to the area.

There are three types of subject-closed areas:

• for the production of structurally and technologically homogeneous parts (for example: sections of rollers, bushings, flanges, gears, etc.);
• for the production of dissimilar parts, the entire manufacturing process of which consists of homogeneous operations and the same route (for example, a section of round parts, a section of flat parts, etc.);
• for the production of all parts of an assembly, a subassembly of a small assembly unit or the entire product (an incomplete operational accounting system is used, in which an assembly kit is taken as an accounting unit).

The organization of subject-closed sections determines the almost complete absence of production connections between sections, ensures the economic feasibility of using highly productive specialized equipment, allows you to obtain a minimum duration of the production cycle for manufacturing parts, and simplifies production management within the workshop.

The advantages and disadvantages of the technological and subject form of specialization are the same as when forming workshops in accordance with this form of specialization.

In cases where a workplace is assigned to perform a certain type of work with any parts, equipment and workplaces, areas are located according to group criteria.

An area with a group combination of workplaces combines homogeneous equipment and workplaces where technologically homogeneous operations are performed.

The group arrangement of equipment and workplaces simplifies the technical management and maintenance of equipment, and also ensures a quick change in the range of products without rearranging the equipment.

At the same time, the significant disadvantages of this method are: the complication of the paths through which parts pass during the production process, the lengthening of the production cycle, the increase in costs for intra-production transportation of parts, and the complication of operational production planning.

To carry out production processes, subject-closed areas are created, covering various workplaces. Depending on the level of specialization of jobs, there are several methods of their subject combination: subject-group, subject-chain and subject-flow.

Subject group the method of combining jobs on the site involves combining various groups homogeneous equipment necessary for a complete cycle of processing parts that are sequentially processed in batches on several machines. This method is used when processing parts of a homogeneous type with a very short production cycle and a technological process consisting of a small number of operations.

Subject-group sections eliminate the disadvantages of a group combination of workplaces and at the same time, in conditions of mass production, retain its advantage - they do not require regrouping of workplaces when changing the range of processed parts.

Subject-chain method factions workplaces is based on the placement of equipment along the technological process of manufacturing the main, leading parts - along the chain. With this arrangement of equipment, the most labor-intensive or standardized parts are chosen as leading parts. Other parts processed on the site may have some differences in the sequence of operations, and therefore some return movements during their processing. However, the main group of parts of the section is transferred from machine to machine in the order of equipment arrangement. The forms of combination of jobs based on this method can be different.

Subject-flow grouping characterized by the location of workplaces along the technological process of a processed part or assembled product, and the number of workplaces at each operation is calculated in such a way that their productivity is as strictly coordinated as possible. This grouping is used for the manufacture of parts, as well as the assembly of products of one or more standard sizes. Depending on the degree of coordination of workplace productivity and work continuity, there are several options for subject-line grouping, including two main ones - direct-flow and continuous-flow lines.

The most common way of placing equipment is linear (Fig. 4).

Much attention is paid abroad to the search for rational ways of placing equipment. At Toyota enterprises, in order to strengthen the regulation of production volumes by streamlining and redistributing labor, machine equipment is located in the form of U-shaped lines (Fig. 5).

Rice. 4. Linear placement of equipment.

With this arrangement of equipment, the initial and final operations production line located in the same place or next to each other. The next workpiece can enter the production area when the corresponding finished product leaves it through the exit. Since these operations are carried out by the same worker, the number of items in work in process can be maintained at a constant level. At the same time, having a backlog on each machine, it is easy to detect operations that are not synchronized between workers, which encourages improvement of the production process.

Rice. 5. U-shaped arrangement of equipment.

An important part of the production structure of the workshop is the composition of auxiliary and service units. These include: a section for repairing equipment and technological equipment, a section for centralized tool sharpening. These areas relieve auxiliary shops (mechanical repair, tool, etc.) from carrying out small orders and urgent work.

Auxiliary production sites are organized according to the same principles as the main production sites. Auxiliary areas include areas for routine repair and maintenance of metalworking and power equipment; instrumental dispensing area; transport support section, repair and maintenance section of the enterprise's technological equipment. With a centralized system for organizing maintenance and routine repairs at an enterprise, auxiliary areas are not created in workshops.

The servicing structural units of the main production shops include: warehouses (material and tool storerooms), intra-shop transport and points for technical control of product quality, equipped with control and measuring equipment.

For quantitative analysis The production structure uses a wide range of indicators characterizing:

1) the size of the enterprise’s production divisions in terms of production output, number of employees, cost of fixed production assets, power plant capacity;

2) the degree of centralization of individual production at the enterprise, for example, the ratio of the volume of work in the tool shop to the overall production of tools at the plant;

3) the ratio between the main and auxiliary divisions in terms of the number of employees, the size of the production area, the cost of fixed assets;

4) proportionality of the production units included in the enterprise. Proportionality is determined by the ratio of areas interconnected by the production process in terms of production capacity and labor intensity. Proportionality analysis allows us to identify “narrow” and “wide” places, i.e. areas with low and excess capacity;

5) the level of specialization of individual production units, determined by the number of detail operations performed at one workplace;

6) the efficiency of the spatial location of the enterprise. It can be characterized by territory development coefficients. It is determined by the ratio of the area occupied by buildings, structures and all equipment to the area of ​​the entire territory of the enterprise. For new factories, the territory utilization coefficient is 0.45-0.55;

7) the nature of the relationship between departments, determined using the following indicators: the number of workshops through which the object of labor passes before turning it into a finished product, the length of transport routes for the movement of semi-finished products, cargo turnover between workshops.

List of used literature

1. Avrashkov L.Ya. Adamchuk V.V., Antonova O.V., et al. Enterprise Economics. - M., UNITI, 2001.
2. William J. Stevenson Production Management. - M., ZAO “Publishing House BINOM”, 2000.
3. Gruzinov V.P., Gribov V.D. Enterprise economics. Textbook.-M.:IEP, 2004.
4. Kalacheva A.P.Organization of enterprise work.-M.: PRIOR, 2000.- 431 p.
5. Sergeev I.V. Enterprise Economics: Textbook. allowance. – 2nd ed., revised. and additional – M.: Finance and Statistics, 2004. – 304 p.

Enterprise– according to the Civil Code of the Russian Federation, an independently operating entity created in accordance with current legislation for the production of work, provision of services, and production of products. The company receives legal status. person when it is registered.

Enterprise structure- this is the composition and ratio of its internal links (shops, sections, departments, laboratories and other divisions) that make up a single economic entity.

Under general structure of the enterprise refers to a complex of production and service departments, as well as the enterprise management apparatus. The general structure of the enterprise is characterized by the interrelations and relationships between these divisions in terms of the size of occupied space, number of employees and throughput(power). At the same time, to production units include workshops and areas in which the main products, materials, semi-finished products, spare parts are manufactured, various types energy, various types of repairs are carried out. TO non-production departments include departments serving enterprise employees: canteens, buffets, first-aid posts, dispensaries, clubs, housing and communal services departments, etc.

Production structure of the enterprise - this is a set of main, auxiliary and service departments of the enterprise that ensure the processing of the system input into its output - a finished product with the parameters specified in the business plan.

Main elements production structure are:

· plots;

· jobs.

The organizational structure of the production structure is carried out according to three principles:

· technological – workshops and sections are formed based on the homogeneity of the technological process of manufacturing various products;

· subject – unites workplaces, areas, workshops for the production of a certain type of product;

· mixed – Procurement shops and areas are created according to a technological principle, and production shops and areas are created according to a subject principle.

The following types of production structure are distinguished:

· without a workshop (a production site, i.e. a set of geographically isolated workplaces where technologically homogeneous work is performed or products of the same type are manufactured, used in small enterprises with relatively simple production processes);

· workshop (shop, i.e. an administratively separate part of the enterprise, in which a certain set of works is performed in accordance with in-plant specialization);

· corpus (building, that is, an association of several similar workshops);

· industrial (multistage production processes are carried out, a characteristic feature of which is the sequence of processes for processing raw materials, for example metallurgical, chemical, textile industries)

The structure of the enterprise must be rational and economical, providing the shortest routes for transporting raw materials, materials and finished products.

In addition, the production structure of the enterprise is influenced by a number of factors:

· industry affiliation of the enterprise;

· 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 materials.

38. Enterprise management functions. Composition, content, place in the management structure. Main types organizational structures enterprise management.

Control functions - this is a specific type of management activity, which is carried out with special techniques and methods, as well as the corresponding organization of work.

The following functions are distinguished:

Goal setting – development of basic, current and long-term goals.

Planning – development of directions, ways, means, measures to implement the goals of the companies’ activities, adoption of specific, targeted, planned decisions concerning their divisions and performers.

Organization - this is the process of establishing the order and sequence of the purposeful interaction of parts of the system, coordinated in space and time, in order to achieve, under specific conditions, within a certain time frame, the set goals using methods and means developed for this at the lowest cost.

Coordination – clarification of the nature of the performers’ actions.

Regulation – implementation of measures to eliminate deviations from the system operating mode specified by the organization. This is done through dispatch.

Stimulation – development and use of incentives for effective interaction between business entities and their highly productive work.

Control – monitoring the progress of ongoing processes in the controlled object, comparing its parameters with the specified ones, identifying deviations.

Activity accounting – measurement, registration, grouping of object data.

Activity analysis is a comprehensive study of activity using analytical, economic and mathematical methods.

Organizational structure of the management apparatus – a form of division of labor in production management. Each division and position is created to perform a specific set of management functions or jobs. To perform the functions of their division officials are vested with certain rights to manage resources and are responsible for performing the functions assigned to the unit.

There are connections:

Linear (administrative subordination),

· functional (in the field of activity without direct administrative subordination),

· cross-functional, or cooperative (between departments of the same level).

Depending on the nature of the connections, several main types of organizational management structures are distinguished: linear; functional; linear-functional; matrix; divisional; multiple.

In a linear structure management, each manager provides leadership to lower-level units in all types of activities. Advantages: simplicity, economy, extreme unity of command. The main disadvantage is the high requirements for the qualifications of managers. Now it is practically not used.

Diversification of production and specialization of management led to the emergence of combined structures, among which the most common is linear-functional, combining the main advantages of linear and functional systems and at the same time ensuring the development of specialization of management activities. At the same time, the authority of line managers responsible for production results is preserved.

D- director; FN - functional superiors; AND - performers

Rice. Functional structure management

Linear-functional structure- step hierarchical. Under it, line managers are the sole commanders, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management. It was used most widely.

D- director; FN - functional superiors; FP – functional units; OP - main production divisions.

Rice. Linear-functional management structure

Divisional. A divisional organizational structure is characterized by decentralization of management functions - production units are given autonomous structures that implement basic management functions (accounting, planning, financial management, marketing, etc.). This allows production departments to independently solve problems related to the development, production and marketing of their own

products. At the same time, the top management of the enterprise can focus on setting and solving strategic tasks.

Matrix structure is characterized by the fact that the performer may have two or more managers (one is linear, the other is the head of the program or direction). This scheme has long been used in R&D management, and is now widely used in companies working in many areas. It is increasingly displacing linear-functional from application.

Rice. Product-oriented matrix management structure

Multiple structure unites various structures at different levels of management. For example, a branch management structure can be used for the entire company, and in branches it can be linear-functional or matrix.

Rice. Matrix project management structure (multiple)

Related information.