The production structure of the enterprise includes. Production structure. Spatial structure of the production process
The production structure of an enterprise is understood as the composition of its constituent sections, workshops and services, the forms of their relationship in the production process.
The production structure characterizes the division of labor between the 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 the technology and technology of production, management, organization of production and labor improve, the production structure is also improving.
Improving the production structure creates conditions for the intensification of production, the effective use of labor, material and financial resources improving product quality.
In contrast to the production structure, the general structure of the enterprise includes various general plant services and facilities, including those related to cultural and consumer services for the employees of the enterprise (housing and communal services, canteens, hospitals, clinics, kindergartens, etc.).
Elements of the production structure
The main elements of the production structure of the enterprise are workplaces, sites and workshops.
The primary link in the spatial organization of production is the workplace.
A workplace is an organizationally indivisible (in given specific conditions) link of the production process, serviced by one or more workers, designed to perform a certain production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.
The workplace can be simple and complex. A simple workplace is typical for a discrete type of production, where one worker is busy using a specific piece of equipment. A simple workplace can be single or multi-station. In the case of using complex equipment and in industries using hardware processes, the workplace becomes complex, since it is served by a group of people (brigade) with a certain delimitation of functions during the process. The importance of integrated jobs increases with the level of mechanization and automation of production.
The workplace can be stationary and mobile. The stationary workplace is located on a fixed production area equipped with appropriate equipment, and the objects of labor are supplied to the workplace. A mobile workplace moves with the appropriate equipment as the 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 work significantly depend on the level of organization of workplaces, a reasonable determination of their number and specialization, the coordination of their work in time, the rationality of location on the production area. It is in the workplace that the direct interaction of material, technological and labor factors of production takes place. At the workplace level, key productivity drivers are used.
A site is a production unit that unites a number of workplaces, grouped according to certain criteria, which carries out part of the general production process for the manufacture of products or maintenance of the production process.
At the production site, in addition to the main and auxiliary workers, there is a supervisor - a foreman of the site.
Production sites are specialized in detail and technology. In the first case, the workplaces are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - by performing the same operations.
The sections, interconnected by permanent technological links, are united into workshops.
The shop is the most complex system that is part of the production structure, which includes production sites 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 large enterprise... It is endowed with a certain production and economic independence, is a separate organizational, technical and administrative unit of production and performs the production functions assigned to it. Each workshop receives from the plant management a single plan task that regulates the amount of work performed, quality indicators and marginal costs for the planned amount of work.
Specialization of workshops
Workshops of the 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 - stamping, foundry, thermal, assembly).
Technological specialization leads to the complication of the relationship between sites and workshops, to frequent changeovers of equipment. The arrangement of equipment in groups performing similar work leads to oncoming transportation of objects of labor, increases the length of transportation, the time spent on equipment changeover, the duration 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 provides a high load of equipment and is distinguished by the relative simplicity of managing production that is engaged in performing one technological process. The construction of workshops according to the technological principle is typical for enterprises producing a variety of products.
With the subject type, workshops specialize in the manufacture of a specific product or its part (assembly, unit), while applying various technological processes.
Such a structure creates the possibility of organizing subject-closed workshops in which a variety of technological processes are carried out. Such workshops have a complete production cycle.
Subject specialization has significant advantages over technological specialization. Deeper specialization of workplaces makes it possible to use high-performance equipment, provides an increase in labor productivity and improves product quality. The closed construction of the production process within the workshop reduces the time and money spent on transportation, and leads to a reduction in the duration of the production cycle. All this simplifies management, production planning and accounting, leads to an increase in technical and economic performance indicators. Assigning the production cycle of a certain product to the shop increases the responsibility of the shop team for the quality and timing of work. However, with an insignificant volume of production and labor intensity of manufactured products, subject specialization may turn out to be ineffective, since it leads to an incomplete load of equipment and production areas.
It should be borne in mind that even in conditions of a significant scale of production and a stable nomenclature of production, the subject specialization of workshops does not completely replace the technological one. 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, a mixed (subject-technological) type of production structure has become widespread. This type of structure is often found in light industry (for example, footwear and clothing manufacturing), mechanical engineering, and a number of other industries.
The mixed type of production structure has a number of advantages: it provides a decrease in the volume of intra-shop transportation, a reduction in the duration of the production cycle for manufacturing products, an improvement in working conditions, a high level of equipment utilization, an increase in labor productivity, and a decrease in production costs.
The improvement of the production structure should go along the path of expanding subject and mixed specialization, organizing sections and workshops with a high load of equipment, centralizing auxiliary divisions 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, and enterprises with an incomplete production cycle lack some workshops related to certain stages of production. So, engineering plants may not have their own foundries and forging shops, but receive castings and forgings by cooperation from specialized enterprises.
All workshops and farms of an industrial enterprise can be divided into workshops of the main production, auxiliary workshops and service farms. Some enterprises may have auxiliary and side workshops.
The workshops of the main production 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 (complete set of products).
The main tasks of the main production are to ensure the movement of the product in the process of its manufacture, the organization of a rational technical and technological process.
The task of the auxiliary shops is the manufacture of tooling for the production shops of the enterprise, the production of spare parts for the plant equipment and energy resources. The most important of these shops are instrumental, repair, and energy. The number of auxiliary shops and their sizes depend on the scale of production and the composition of the main shops.
Ancillary workshops usually include workshops that carry out production and processing supporting materials, for example, a container shop that manufactures containers for packaging products.
By-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 the 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 services for the supply and preparation of new products and advanced technology. The latter includes an experimental workshop, various laboratories for testing new materials, finished products, technological processes.
The maintenance system of the production process is aimed at ensuring its uninterrupted and efficient functioning.
With the strengthening of the orientation of enterprises to the needs of the consumer, the composition of the service divisions has significantly expanded, studying the demand for products, who are engaged in the assembly of finished products, who provide supervision and control over the use of products, who carry out installation, commissioning and warranty repair of products at the consumer. Service departments have the necessary stock of parts, assemblies and assemblies to repair the sold products.
Also, a large role in the enterprise is played by social infrastructure units, which are designed to provide social service workers, primarily the implementation of measures to improve labor protection, safety, health care, organization of recreation, sports, consumer services, etc.
In fig. 1 shows the production structure of a machine-building enterprise.
Factors influencing the production structure
Analysis, assessment and substantiation of directions for improving the structures of enterprises should be carried out taking into account the factors and conditions of their formation.
The factors influencing the formation of the production structure of the enterprise can be divided into several groups.
General structural (national economic) factors determine the complexity and completeness of the structure of the enterprise. These include: the composition of the sectors of the economy, the relationship between them, the degree of their differentiation, the expected growth rates of productivity, foreign trade relations, etc. Sectoral factors include: the breadth of the industry's specialization, the level of development of industry science and design and engineering work, the specifics 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 the enterprise with various communications: gas and water pipelines, transport highways, communication facilities, 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 affecting the production structure and infrastructure are internal to the enterprise. Among them, the following are usually distinguished:
Features of buildings, structures, equipment used, land, raw materials and materials;
The nature of the product and its manufacturing methods;
The volume of production and its labor intensity;
The degree of development of specialization and cooperation;
Power and features of the organization of transport;
Optimal size of subdivisions, ensuring their management with the greatest efficiency;
The specifics of the accepted workforce;
Degree of development information systems etc.
With the transition of enterprises to market conditions, the importance of factors that ensure commercial efficiency production and economic activities of the enterprise, the rhythm of production, cost reduction.
2. Types of industrial production
Type of production - a classification category of production, distinguished by the characteristics of the breadth of the nomenclature, regularity, stability of the volume of production, the type of equipment used, the qualifications of personnel, the complexity of operations and the duration of the production cycle. Usually a distinction is made between single, batch and mass production.
Single production
One-off production is characterized by a wide range of products and a small production volume of identical products. Patterns are either not repeated or repeated irregularly. The jobs are not deeply specialized. One-off production is characterized by the presence of significant work in progress, the lack of assignment of operations to workplaces, the use of unique equipment, frequent changeovers of equipment, high qualifications of workers, a significant proportion of manual operations, the overall high labor intensity of products and a long cycle of their manufacture, high production costs. Diverse nomenclature makes one-off production more mobile and adapted to fluctuating demand for finished products.
One-off production is typical for machine tool building, shipbuilding, production of large hydro turbines, rolling mills and other unique equipment.
Mass production
Serial production is characterized by the manufacture of a limited range of products. Batches (series) of products are repeated at regular intervals. Depending on the size of the series, small-batch, medium-batch and large-batch production are distinguished.
In serial production, it is possible to specialize individual workplaces for performing such technological operations. The level of production costs is reduced due to the specialization of workplaces, the widespread use of labor of middle-skilled workers, the efficient use of equipment and production areas, and a decrease in comparison with single production, costs for wages.
Serial production is a standard product, for example, stationary machines, usually produced in larger quantities ( metal cutting machines, pumps, compressors, equipment for the chemical and food industries).
Mass production
Mass production is characterized by the manufacture certain types products in large quantities in highly specialized workplaces for an extended period. Mechanization and automation of mass production can significantly reduce the proportion of manual labor. Mass production is characterized by a constant nomenclature of manufactured products, specialization of workplaces in performing one permanently fixed operation, the use of special equipment, low labor intensity and duration of the production process, high automation and mechanization.
The cost price of mass-produced products is minimal in comparison with single-unit and batch-produced products. This type of production is economically feasible with a sufficiently large volume of production. A prerequisite for mass production is the presence of a stable and significant demand for products. In the context of the economic crisis, mass production becomes the most vulnerable.
The characteristics of the types of production are presented in table. one.
3. Organization of the production process
The production process is a collection of individual labor processes aimed at converting raw materials and materials into finished products. The content of the production process has a decisive impact on the construction of an enterprise and its production units. The production process is the basis of the activity of any enterprise.
The main factors of the production process that determine the nature of production are the means of labor (machinery, equipment, buildings, structures, etc.), objects of labor (raw materials, materials, semi-finished products) and labor as an expedient activity of people. The direct interaction of these three main factors forms the content of the production process.
Principles of good organization
The principles of rational organization of the production process can be divided into two categories: general, independent of the specific content of the production process, and specific, characteristic of a specific process.
General principles are the principles that should obey the construction of any production process in time and space. These include the following:
The principle of specialization, meaning the division of labor between individual divisions of the enterprise and workplaces and their cooperation in the production process;
The principle of parallelism, providing for the simultaneous implementation of separate parts of the production process associated with the manufacture of a specific product; the principle of proportionality, which assumes relatively equal productivity per unit of time of interconnected divisions of the enterprise;
the principle of direct flow, which provides the shortest path for the movement of objects of labor from the launch of raw materials or semi-finished products to the receipt of finished products;
The principle of continuity, providing for the maximum reduction in interruptions between operations;
The principle of rhythm, meaning that the entire production process and its constituent partial processes for the manufacture of a given amount of products must be strictly repeated at regular intervals;
The principle of technical equipment, focused on the mechanization and automation of the production process, the elimination of manual, monotonous, heavy, harmful labor to human health.
The production process includes a number of technological, informational, transport, auxiliary, service and other processes.
Production processes consist of basic and auxiliary operations... The main ones include operations that are directly related to changing the shapes, sizes and internal structure of the processed items, and assembly operations. Ancillary operations are the operations of the production process for quality and quantity control, movement of processed items.
The set of basic operations is usually called a technological process. It constitutes the main part of the production process. The nature of the technological process to the greatest extent determines the organizational conditions of production - the construction of production units, the nature and location of warehouses and storerooms, the direction and length of transport routes.
Operation - a part of the production process, performed at one or more workplaces, by one or more workers (brigade) and characterized by a set of sequential actions on a certain object of labor.
The main parameters of the production process are the pace and tact of the operation. The rate of an operation is the number of items launched into (or released from) an operation per unit of time. The rate of the operation (sop) is determined by the ratio of a single start (release) of the operation (sop) to its cycle (top):
where t is the duration of the operation; k is the number of jobs to perform the operation.
The cycle of the operation is the time during which the object of labor or the batch is released from the operation:
Classification of production processes
Various branches of industrial production, as well as enterprises of the same branch of industry, differ significantly from each other in the nature of the products created, the means of production used and the technological processes used. These differences give rise to an exceptional variety of production processes taking place in enterprises. The most important factors that determine the specifics of production processes in industrial production, are: the composition of the finished product, the nature of the impact on the objects of labor (technological process), the degree of continuity of the process, the importance of various types of processes in the organization of production, the type of production. The finished product influences the production process by its design (complexity and size of shapes), as well as the required precision of the components, physical and chemical properties.
From the point of view of the organization of production, the number of components of the manufactured product is also of great importance. On this basis, all production processes are divided into processes for the production of simple and complex products. The production process for the manufacture of a complex product is formed as a result of a combination of a number of parallel processes for the production of simple products and is called synthetic. Processes, as a result of which several types of finished products are obtained from one type of raw material, are called analytical. The more complex the product and the more varied the methods of its manufacture, the more complex the organization of the production process.
The predominance of a particular type of production process in an enterprise has a great impact on its production structure. So, with synthetic processes, there is an extensive system of procurement shops, in each of which the initial processing of raw materials and materials takes place. Then the process moves to a narrower circle of processing shops and ends with one production shop. In this case, the work on material and technical support, external and internal plant cooperation, management of procurement production is very laborious.
In the analytical process, one procurement shop transfers its semi-finished products to several processing and manufacturing shops specializing in the manufacture of various types of products. In this case, the enterprise produces a significant number of different types of products, has large and ramified sales ties, at such enterprises, secondary production is usually developed,
By the nature of the impact on objects of labor, production processes are divided into mechanical, physical, chemical, etc. By the degree of continuity - into continuous (there are no breaks between different operations) and discrete (with technological breaks).
At the stage of manufacturing the finished product, procurement, processing and finishing production processes are distinguished.
According to the degree of technical equipment, there are manual, partially and complex-mechanized.
4. Production cycle
The production cycle is one of the most important technical and economic indicators, which is the starting point for calculating many indicators of the production and economic activity of an enterprise. On its basis, for example, the timing of launching a product into production is established, taking into account the timing of its release, the capacities of production units are calculated, the volume of work in progress is determined, and other planned production calculations are carried out.
The production cycle of manufacturing a product (batch) is a calendar period of its being in production from the launch of raw materials and semi-finished products into the main production to the receipt of a finished product (batch).
Cycle structure
The structure of the production cycle includes the execution time of the main, auxiliary operations and breaks in the manufacture of products (Fig. 2).
Rice. 2. The structure of the production cycle
The execution time of the main operations of processing products is a technological cycle and determines the time during which a person's direct or indirect influence on the subject of labor is carried out.
Breaks can be divided into two groups: 1) breaks associated with the established work schedule at the enterprise - non-working days and shifts, inter-shift and lunch breaks, in-shift regulated breaks for rest of workers, etc.; 2) breaks due to organizational and technical reasons - waiting for the vacancy of the workplace, waiting at the assembly of components and parts, inequality of production rhythms in adjacent, i.e. dependent on each other, workplaces, lack of energy, materials or vehicles, etc .;
When calculating the duration of the production cycle, only those costs of time are taken into account that do not overlap with the time of technological operations (for example, the time spent on control, transportation of products). Interruptions caused by organizational and technical problems (untimely provision of the workplace with materials, tools, violation of labor discipline, etc.) are not taken into account when calculating the planned duration of the production cycle.
When calculating the duration of the production cycle, it is necessary to take into account the peculiarities of the movement of the subject of labor in the operations that exist at the enterprise. One of three types is commonly used; serial, parallel, parallel-serial.
With a consistent movement, the processing of a batch of objects of labor of the same name at each subsequent operation begins only when the entire batch has been processed at the previous operation.
Suppose that it is required to process a batch consisting of three products (n = 3), while the number of processing operations (m = 4), the time norms for operations are, min: t1 = 10, t2 = 40, t3 = 20, t4 = 10.
For this case, the duration of the cycle, min;
TC (last) = 3 (10 + 40 + 20 + 10) = 240.
Since a number of operations can be performed not at one, but at several workplaces, the duration of the production cycle with sequential movement in the general case looks like:
where Ci, is the number of jobs.
With parallel movement, the transfer of objects of labor to the next operation is carried out individually or by a transport batch immediately after processing in the previous operation: 
where p is the size of the transport batch, pcs; tmax - time to complete the longest operation, min; Сmax is the number of jobs in the longest operation. For the above example; p = 1.
With a parallel movement mode, the production cycle is significantly reduced.
With a parallel-sequential type of movement, objects of labor are transferred to the next operation as they are processed at the previous piece or transport batch, while the execution time of adjacent operations is partially combined in such a way that the batch of products is processed at each operation without interruption.
The duration of the production cycle can be defined as the difference between the cycle time for a sequential type of movement and the total time savings compared to a sequential type of movement, due to the partial overlap of the execution time of each pair of adjacent operations:
For our example: p = 1.
TC (par-post) = 240 = 160 min.
Cycle time
The duration of the production cycle is influenced by many factors: technological, organizational and economic. Technological processes, their complexity and diversity, technical equipment predetermine the processing time of parts and the duration of assembly processes. Organizational factors of the movement of objects of labor in the process of processing are associated with the organization of jobs, the work itself and its payment. Organizational conditions further affect the duration of ancillary operations, service processes and breaks.
Economic factors determine the level of mechanization and equipment of processes (and, consequently, their duration), standards of work in progress.
The faster the production process is completed (the shorter the duration of the production cycle), which is one of the elements of the circulation of circulating assets, the greater the rate of their turnover, the greater the number of revolutions they make during the year.
As a result, there is a release of monetary resources that can be used to expand production at this enterprise.
For the same reason, there is a reduction (absolute or relative) in the volume of work in progress. And this means the release of circulating assets in their material form, i.e. in the form of specific material resources.
The production capacity of an enterprise or workshop directly depends on the duration of the production cycle. Production capacity refers to the maximum possible output of products in planned period... And therefore, it is clear that the less time is spent on the production of one product, the more of them can be produced in the same period of time.
Labor productivity with a reduction in the duration of the production cycle increases as a result of an increase in the volume of output due to an increase in production capacity, which leads to a decrease in the share of work of auxiliary workers in a unit of production, as well as the share of labor of specialists and employees.
The cost of production with a reduction in the production cycle decreases due to a decrease in the cost of a unit of production of the share of general plant and workshop costs with an increase in production capacity.
Thus, reducing the duration of the production cycle is one of the most important sources of intensification and increasing the efficiency of production at industrial enterprises.
The reserve for reducing the duration of the production cycle is the improvement of equipment and technology, the use of continuous and combined technological processes, the deepening of specialization and cooperation, the introduction of methods scientific organization labor and maintenance of workplaces, the introduction of robotics.
5. The concept of the organizational structure of management
The functions of managing the activities of the enterprise are implemented by subdivisions of the management apparatus and individual employees, who at the same time enter into economic, organizational, social, psychological and other relations with each other. Organizational relations that develop between departments and employees of the management apparatus of the enterprise determine its organizational structure.
The organizational structure of enterprise management is understood as the composition (list) of departments, services and divisions in the management apparatus, their systemic organization, the nature of subordination and accountability to each other and supreme body management of the firm, as well as a set of coordination and information links, the order of distribution of management functions at various levels and divisions of the management hierarchy.
The basis for building the organizational structure of enterprise management is the organizational structure of production.
The variety of functional relationships and possible ways of their distribution between departments and employees determines the variety of possible types of organizational structures for production management. All these types are reduced mainly to four types of organizational structures: linear, functional, divisional and adaptive.
6. Linear management structure
The essence of the linear (hierarchical) management structure lies in the fact that control actions on the object can be transferred only by one dominant person - the leader, who receives official information only from his directly subordinate persons, makes decisions on all issues related to the part of the object that he manages , and is responsible for his work to the superior manager (Fig. 3).
This type of organizational management structure is used in the conditions of functioning of small enterprises with simple production in the absence of branched cooperative ties with suppliers, consumers, scientific and design organizations, etc. At present, such a structure is used in the management system of production sites, individual small workshops, as well as small firms with a homogeneous and uncomplicated technology.
Rice. 3. Linear management structure: R - head; L - line controls (line managers); And - performers
Advantages and disadvantages
The advantages of the linear structure are due to the ease of use. All responsibilities and authorities are clearly distributed here, and therefore conditions are created for an operational decision-making process, to maintain the necessary discipline in the team.
Among the shortcomings of the linear organization of the organization is usually noted rigidity, inflexibility, inability to further growth and development of the enterprise. The linear structure is focused on a large amount of information transferred from one level of management to another, limiting the initiative of workers at the lower levels of management. She makes high demands on the qualifications of managers and their competence in all matters of production and management of subordinates.
The increase in the scale of production and its complexity is accompanied by a deepening division of labor, differentiation of the functions of activity production system... At the same time, the growth in the volume of work on management is accompanied by a deepening of the functional division of managerial labor, the separation of fi specialization of management units. This creates a functional type of management structure.
7. Functional management structure
Features and applications
The functional structure (Fig. 4) has developed as an inevitable result of the increasing complexity of the management process. The peculiarity of the functional structure lies in the fact that although one-man management remains, special divisions are formed for individual management functions, whose employees have the knowledge and skills to work in this area of management.
In principle, the creation of a functional structure is reduced to the grouping of personnel according to the broad tasks that they perform. The specific characteristics and features of the activity of a particular unit (block) correspond to the most important areas of activity of the entire enterprise.
The traditional functional blocks of the enterprise are the departments of production, marketing, finance. These are broad areas of activity, or functions, that exist in every enterprise to ensure the achievement of its goals. 
Rice. 4. Functional management structure: R - head; F - functional management bodies (functional leaders); And - performers
If the size of the entire organization or a given department is large, then the main functional departments can, in turn, be subdivided into smaller functional units. They are called secondary, or derivatives. The main idea here is to make the most of the benefits of specialization and not to overwhelm the leadership. In doing so, a certain amount of caution must be exercised so that such a department (or unit) does not place its own goals above the overall goals of the entire enterprise.
In practice, a linear-functional, or headquarters, structure is usually used, which provides for the creation of functional units at the main links of the linear structure (Fig. 5). The main role of these units is to prepare draft decisions, which become effective upon approval by the respective line managers.
Rice. 5. Linear-functional management structure: R - head; F - functional management bodies (functional leaders); L - linear controls; And - performers
Along with line managers (directors, heads of branches and shops), there are heads of functional departments (planning, technical, financial departments, accounting) who prepare draft plans, reports, which turn into official documents after signing by line managers.
This system has two varieties: a shop-floor management structure, characterized by the creation of functional units for the most important production functions under the head of the shop, and a shop-free management structure used in small enterprises and characterized by division not into workshops, but into sections.
The main advantage of this structure is that it, while maintaining the purposefulness of the linear structure, makes it possible to specialize the performance of individual functions and thereby increase the competence of management as a whole.
Advantages and disadvantages
The advantages of a functional structure include the fact that it stimulates business and professional specialization, reduces duplication of effort and consumption of material resources in functional areas, and improves coordination of activities.
At the same time, the specialization of functional departments is often an obstacle to the successful operation of an enterprise, since it complicates the coordination of managerial influences.
Functional departments may be more interested in realizing the goals and objectives of their departments than in the overall goals of the entire organization. This increases the likelihood of conflicts between functional departments... In addition, in a large enterprise, the chain of commands from the leader to the direct executor becomes too long.
Experience shows that it is advisable to use the functional structure at those enterprises that produce a relatively limited range of products, operate in stable external conditions and require the solution of standard management tasks to ensure their functioning. Examples of this kind are enterprises operating in the metallurgical, rubber-technical industry, and in the industries that produce raw materials.
The functional structure is not suitable for enterprises with a wide or frequently changing product range, as well as for enterprises operating on a large international scale, simultaneously in several markets in countries with different socio-economic systems and legislation.
For enterprises of this type, divisional structures are more suitable.
8. Divisional management structure
Features and applications
The first development of the concept and the beginning of the introduction of divisional management structures date back to the 1920s, and the peak of their industrial use falls on the 1960s and 1970s.
The need for new approaches to the organization of management was caused by a sharp increase in the size of enterprises, the diversification of their activities and the complication of technological processes in a dynamically changing environment. external environment... The first to restructure the structure according to this model were the largest organizations, which, within the framework of their giant enterprises (corporations), began to create production departments, giving them a certain independence in the implementation of operational activities. At the same time, the administration reserved the right to tight control over general corporate issues of development strategy, research and development, investments, etc. Therefore, this type of structure is often characterized as a combination of centralized coordination with decentralized management (decentralization while maintaining coordination and control).
The key figures in the management of organizations with a divisional structure are not the heads of functional units, but the managers (managers) who head the production departments.
The structuring of an organization by departments is usually carried out according to one of three criteria: by products or services provided (product specialization), by customer orientation (consumer specialization), by territories served (regional specialization).
The organization of divisions according to the product principle (Fig. 6) is one of the first forms of divisional structure, and now the majority largest manufacturers consumer products with diversified products use the product structure of the organization.
When using the divisional - product management structure, branches are created for the main products. The management of the production and marketing of a product (service) is transferred to one person who is responsible for this type of product. The support service leaders are subordinate to him. 
Rice. 6. Product management structure
Some businesses produce a wide range of products or services that meet the needs of several large groups of consumers or markets. Each group or market has clearly defined, or specific, needs. If two or more of these elements become especially important to the enterprise, it can use a customer-oriented organizational structure in which all its departments are grouped around certain groups of customers / 
Rice. 7. Customer-centric organizational structure
This type of organizational structure finds application in rather specific areas, for example, in the field of education, where recently, along with traditional general education programs, special departments have emerged for adult education, advanced training, etc. Commercial banks are an example of the active use of a consumer-oriented organizational structure. The main groups of consumers using their services are individual clients (individuals), pension funds, trust firms, international financial institutions... Buyer-oriented organizational structures are equally common in wholesale and retail trade forms.
If the activities of an enterprise cover large geographic areas, especially on an international scale, then a territorial organizational structure may be appropriate, i.e. at the location of its units (Figure 8). Regional structure facilitates solving problems related to local laws, customs and consumer needs. This approach simplifies the communication of the enterprise with customers, as well as communication between its departments.
Rice. 8. Regional organizational structure
A familiar example of regional organizational structures is the sales force of large enterprises. Among them, you can often find subdivisions whose activities cover very extensive geographic zones, which in turn are divided into smaller subdivisions, divided into even smaller blocks.
Advantages and disadvantages
Different types of divisional structure have the same goal - to provide a more efficient response of the enterprise to a particular environmental factor.
The product structure makes it easy to cope with the development of new types of products, based on considerations of competition, improvement of technology or customer satisfaction. The regional structure allows for more effective consideration of local laws, socioeconomic systems and markets as market areas expand geographically. As for the consumer-oriented structure, it makes it possible to most effectively take into account the needs of those consumers on whom the enterprise most depends. Thus, the choice of divisional structure should be based on which of these factors is most important in terms of ensuring implementation. strategic plans the enterprise and the achievement of its goals.
The divisional structure significantly accelerates the reaction of the enterprise to changes in the external environment. As a result of expanding the boundaries of operational and economic independence, departments are viewed as profit centers, actively using the freedom provided to them to improve work efficiency.
At the same time, divisional management structures have led to an increase in hierarchy, i.e. vertical of management. They demanded the formation of intermediate levels of management to coordinate the work of departments, groups, etc. Duplication of management functions at different levels ultimately led to an increase in the cost of maintaining the management apparatus.
9. Adaptive governance structures
Features and applications
Adaptive, or organic, management structures provide a quick response of the enterprise to changes in the external environment, promote the introduction of new production technologies. These structures are guided by the accelerated implementation of complex programs and projects, can be applied at enterprises, in associations, at the level of industries and markets. Usually, there are two types of adaptive structures: project and matrix.
The project structure is formed when the organization develops projects, which are understood as any processes of purposeful changes in the system, for example, modernization of production, development of new products or technologies, construction of facilities, etc. Project management includes defining its goals, forming a structure, planning and organizing work, coordinating the actions of performers.
One of the forms project management is the formation of a special unit - a project team working on a temporary basis. It usually includes the necessary specialists, including those in management. The project manager is endowed with so-called project authority. These include responsibility for project planning, for the state of the schedule and progress of work, for the use of allocated resources, including material incentives for employees. In this regard, great importance is attached to the manager's ability to form a project management concept, distribute tasks between team members, clearly define priorities and resources, and constructively approach conflict resolution. Upon completion of the project, the structure disintegrates, and employees move to a new project structure or return to their permanent position (in case of contract work, they are fired). Such a structure is very flexible, but in the presence of several targeted programs or projects, it leads to fragmentation of resources and significantly complicates the maintenance and development of the production and scientific and technical potential of the organization as a whole. At the same time, the project manager is required not only to manage all stages life cycle project, but also taking into account the place of the project in the network of projects of this organization.
In order to facilitate coordination tasks in organizations, headquarters management bodies are created from project managers or so-called matrix structures are used.
The matrix structure (Fig. 9) is a lattice organization built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the project manager ( target program), which is empowered with the necessary authority to implement the management process in accordance with planned timing, resources and quality. With such an organization, the project manager interacts with two groups of subordinates: with permanent members of the project group and with other employees of functional departments who are subordinate to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, services is preserved.
Rice. 9. Matrix management structure
The authority of the project manager can range from complete authority over all project details to simple clerical authority. The project manager controls the work of all departments on this project, the heads of functional departments - the work of their department (and its divisions) on all projects.
The matrix structure is an attempt to take advantage of both functional and design principles of building an organization and, if possible, avoid their shortcomings.
Advantages and disadvantages
The matrix structure of management allows for a certain flexibility that is never present in functional structures, since in them all employees are assigned to certain functional departments. In matrix structures, you can flexibly reallocate personnel depending on the specific needs of each project. Matrix organization provides a great opportunity for coordination of work, which is typical for divisional structures. This is achieved by creating a project manager position who coordinates all communications between project participants working in different functional departments.
Among the disadvantages of a matrix organization, the complexity and sometimes incomprehensibility of its structure is usually emphasized, the imposition of vertical and horizontal powers undermines the principle of one-man management, which often leads to conflicts and difficulties in decision-making. Using matrix structure there is a stronger dependence of success on personal relationships between employees than in traditional structures.
Despite all these difficulties, the matrix organization is used in many industries, especially in high-tech industries (for example, in the production of electronic equipment), as well as in some organizations in the non-production sphere.
10. Principles of building the organizational structure of management
The versatility of the content of management structures predetermines the multiplicity of the principles of their formation. First of all, the structure should reflect the goals and objectives of the organization, and, therefore, be subordinate to production and change along with the changes taking place in it. It should reflect the functional division of labor and the scope of authority of management workers; the latter are defined by policies, procedures, rules and job descriptions and tend to expand towards higher levels of government. An example is a typical enterprise management scheme (Fig. 10).
The powers of a leader at any level are limited not only by internal factors, but also by factors of the external environment, the level of culture and value orientations of society, traditions and norms adopted in it. In other words, the management structure must correspond to the socio-cultural environment, and when building it, it is necessary to take into account the conditions in which it has to function. In practical terms, this means that attempts to blindly copy governance structures that are successful in other organizations are doomed to fail if the working conditions are different. Equally important is the implementation of the principle of correspondence between functions and powers, on the one hand, and qualifications and level of culture, on the other.
Any restructuring of the management structure must be assessed, first of all,
Rice. 10. Schematic diagram of the structure of the enterprise management apparatus
from the point of view of achieving the goals set for it. In a normally developing (non-crisis) economy, reorganization is most often aimed at improving the efficiency of the organization by improving the management system, while the main factors for improvement are the growth of labor productivity, acceleration of technical development, cooperation in the adoption and implementation management decisions etc. In a crisis period, changes in management structures are aimed at creating conditions for the organization's survival through more rational use of resources, cost reduction and more flexible adaptation to the requirements of the external environment.
In general, a rational organizational structure of enterprise management should meet the following requirements:
Have functional suitability, ensure reliability and ensure control at all levels;
Be operational, keep up with the progress of the production process;
Have a minimum number of management levels and rational communication between management bodies;
Be economical, minimize the cost of performing management functions.
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1. Productionppukturaenterprises
1.1 Determination of the production structure of the enterprise
The production structure of an enterprise is a form of organization of the production process, in which the size of the enterprise, the composition, number and proportion of production units, as well as their areas and jobs are interconnected. The production structure of enterprises is influenced by the size of the enterprise, the types and nature of products, the technology of its manufacture, the stages and the degree of cooperation in production.
Depending on the processes and activities performed, there are: main production, auxiliary, service divisions, non-industrial farms and management services.
The main production divisions define the production profile of the enterprise. They carry out a production process, as a result of which raw materials and auxiliary materials are converted into finished products.
Auxiliary units are intended for the material and technical supply of the enterprise with energy different types performing repair work.
Service workers - to carry out work on the transportation and storage of material resources, finished products (transport, storage). The structure of non-industrial farms includes divisions that provide household, social, cultural services for employees of the enterprise (canteens, medical institutions, recreation centers), ancillary Agriculture and our own sales network.
Management services organize and regulate the activities of all divisions of the enterprise. The general production structure of an enterprise should ensure a rational balance between its divisions, normal and uninterrupted operation of the enterprise, and a continuous increase in production efficiency.
The production structure of the enterprise includes only production units. It does not include general plant facilities and institutions for servicing workers (housing and communal services, sanitary and medical and educational institutions, social, cultural and household facilities), as well as the management and security services of the plant (plant management, fire station, checkpoints, pass bureaus etc.).
In practice, there are three levels of elements of the production structure of an enterprise:
* workshops, farms, services;
* sections, offices, spans;
* workplaces.
Distinguish between workshop, workshopless and hull production structures.
The workshop structure includes workshops, sections, workplaces;
The shopless structure contains sections, workplaces;
The hull structure includes a hull, production, workshops, sections, workplaces.
At present, the organizational forms of small, medium, large enterprises are widespread, the production structure of each of which has its own characteristics.
The production structure of a small enterprise has a minimum or no structural production subdivisions, the management apparatus is insignificant, and a combination of management functions is widely used. production structure oil and gas production commercial
The structure of medium-sized enterprises presupposes the allocation of workshops in their structure, and in the case of a shopless structure - sections. The minimum necessary to ensure the functioning of the enterprise is created its own auxiliary and service divisions, departments and services of the management apparatus.
Large enterprises in the manufacturing industry include the entire set of production, service and management units.
1.2 Factors determining the production structure
The production structure of enterprises is very diverse and is formed under the influence of the following factors:
* type of production, the level of its specialization and cooperation;
* nomenclature of products, used commodity and material resources, methods of obtaining and processing them;
* scale of production;
* the nature of the production process in the main, auxiliary, side and auxiliary shops;
* the composition of equipment and technological equipment of production (universal, special or non-standard equipment, conveyor or automated lines);
* a system for organizing equipment maintenance and its current repair (centralized or decentralized);
* the level of requirements for product quality;
* the ability of production to quickly and without large losses readjust to output new products;
* the degree of constructive and technological homogeneity of products.
The main task of the production structure of the enterprise is to ensure the rational organization of the production process in space. To do this, when placing individual units on the territory of the enterprise, they are guided by the following basic principles:
Location of workshops in the course of the production process. To ensure the principle of direct flow, the main shops should be located on the territory of the enterprise in the course of the production process: procurement processing assembly;
Location of warehouses at the entrance / exit of the enterprise. Warehouses of raw materials and basic materials should be located on the side of the access roads for the import of goods near the procurement shops, warehouses for finished products - near the assembly shops on the side of the access roads for the export of goods; the location of auxiliary and auxiliary workshops is closer to the main ones that consume their products, without disrupting the main cargo flows;
Placement of production facilities ensuring the rationality of transportation. Workshops, warehouses and other objects of the industrial infrastructure of the enterprise should be located so as to ensure the shortest path of movement of materials and the smallest mileage of vehicles during the production process (without reverse and oncoming traffic, unnecessary intersections);
Placement of production facilities taking into account external factors (natural, social, technogenic). Workshops serving the enterprise's farms should be located taking into account the wind rose, the possibilities of natural lighting and ventilation, in compliance with the established architectural, construction, sanitary, fire-prevention and other standards provided for enterprises of this profile;
The possibility of building up and modifying the production structure. Objects on the territory of the enterprise and its subdivisions should be located so that there is a possibility of their further expansion and reconstruction with a minimum expenditure of time and resources;
Maximum use of volume and area ( land plot, buildings, premises). This requires dense placement and blocking of buildings, increasing their number of storeys, simplifying the configuration of buildings and land, rational use of the area and space for driveways (passages), the use of overhead, underground and multi-tiered transport highways and junctions, storage and handling areas.
1.3 Basic principles of the formation of the production structure
The main principles for the formation of the production structure of an enterprise are technological, subject and mixed. In addition, the subject-closed principle is also distinguished.
According to the technological principle, divisions are distinguished that perform a certain part of the technological process, common to most types of products manufactured by the enterprise. At the same time, a high load of equipment is ensured, but operational and production planning becomes more difficult, and the production cycle is lengthened due to an increase in transport operations. Technological specialization is mainly used in one-off and small-scale production. The technological structure has evolved with the increase in technical equipment and the scale of production. Separate phases of production were gradually separated into independent divisions.
Workshops or sections for the manufacture of products of one type or homogeneous products of several types are organized according to the subject principle. They carry out various technological operations and use heterogeneous equipment, which is served by workers of different professions and skill levels. This allows you to concentrate the production of a part or product within the workshop (section), which creates the preconditions for organizing direct-flow production, simplifies planning and accounting, and shortens the production cycle. Subject specialization is typical for large-scale and mass production.
A production structure based on a mixed principle is based on a combination of technological and subject principles.
If a complete cycle of manufacturing a part or product is carried out within a workshop or section, this division is called subject-closed. Workshops (sections), 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 changeover, simplifies the planning system and operational management production progress.
The formation of the production structure, the allocation of workshops, sections and departments depends on specific conditions, taking into account the size of production, the level of management and responsibility of personnel, and the organization of accounting. The correct choice of it allows you to improve the organization of labor and production, planning and accounting, to ensure the clarity and efficiency of production management. The structure of an enterprise can change over time: new divisions are organized, they are enlarged or differentiated depending on the goals and conditions of management.
1.4 Ways to improve the production structure
The main ways to improve the production structure include:
Regular study of achievements in the design and development of production structures in order to ensure the mobility and adaptability of the enterprise structure to innovations and new products;
Strengthening and loosening of enterprises and workshops;
Search and implementation of a more perfect principle of building workshops;
Optimization of the number and size of production units of the enterprise;
Compliance with a rational ratio between the main, auxiliary and service shops;
Continuous work to rationalize the planning of enterprises;
Ensuring proportionality between all departments of the enterprise;
Ensuring the compliance of the components of the production structure of the enterprise with the principle of proportionality in terms of production capacity, progressiveness of technological processes, level of automation, personnel qualifications and other parameters;
Ensuring compliance of the structure with the principle of direct flow of technological processes in order to reduce the duration of the passage of objects of labor;
Ensuring the conformity of the quality level of processes in the system (production structure of the enterprise) to the quality level of the input of the system. Then the quality of the output of the system will be high;
Creation within a large enterprise (association, joint stock company, firms) legally independent small organizations with subject or technological specialization of production;
Rapid change in the production profile in a market economy, improvement of specialization and cooperation;
Development of a combination of production;
Reducing the standard service life of fixed assets;
Compliance with the schedules of scheduled preventive maintenance of the main production assets of the enterprise, reducing the duration of repairs and improving their quality, timely renewal of assets;
Achievement of constructive and technological homogeneity of products as a result of wide unification and standardization;
Increasing the level of production automation;
Creation of a shopless, where possible, enterprise management structure. Observance of a rational ratio between the main, auxiliary and service shops and sections should be aimed at increasing the share of the main shops in terms of the number of workers employed, the cost of fixed assets, the share of profit in the total profit of the enterprise.
1.5 The production structure of an oil and gas industry enterprise
In drilling, the main production includes the construction and installation of a drilling rig, drilling and strengthening of a wellbore, and its testing. In accordance with this, the subdivisions of the main production of the drilling enterprise include the rig workshop, drilling crews, grouting workshop and well development workshop. Auxiliary production at UBR (drilling operations management) is represented by a rolling and repair shop for drilling equipment, a rolling and repair shop for turbodrills (electric drills) and pipes, a rolling and repair shop for electrical equipment and power supply, a shop for flushing fluids, a steam water supply shop, and a production automation shop.
In oil and gas production, the main production includes the processes of artificially moving oil and gas to the bottom of the well, lifting oil and gas to the surface, and preparing commercial oil and gas. Subdivisions of the main production of an oil and gas production enterprise (NGDU) include a plastic pressure maintenance workshop, oil and gas production workshops (field), a comprehensive oil preparation and pumping workshop, and a gas compressor workshop.
Auxiliary production at NGDU is represented by a workshop for underground and workover of wells, a rolling and repair shop for operational equipment, a rolling and repair shop for electrical equipment and power supply, a shop for automation of production, a shop for research and production works, a construction and installation shop and a steam-water supply shop. The NGDU may have other structural divisions, taking into account the specifics of field development in certain areas.
Recently, due to technical progress, complex automation of production processes, the production structure of drilling and oil and gas production enterprises has undergone significant changes. The drilling offices were strengthened and transformed into UBR. Most of the auxiliary workshops that are part of UBR and NGDU are combined into bases production service(BPO).
Changes in the production structure of UBR and NGDU occurred due to the fact that in the oil industry the management of the main production was transferred to a two-tier system (ministry - association). The production association has emerged as a new, higher type of modern enterprise with broader rights and functions, with a new production structure. A production association differs from an ordinary enterprise by a higher degree of concentration, specialization and cooperation of production, an effective combination of science and production. Research sector advocates part of production structure. Oil and gas production departments became production units with some narrowing of their functions and rights.
A more perfect production structure of enterprises ensured a deepening of specialization, wider implementation new technology and technology, reduction management personnel by eliminating unnecessary links, operational influence on the course of production, improving the culture of service.
2. Commercial organization
A commercial organization is a legal entity pursuing profit-making as the main goal of its activities, in contrast to a non-profit organization, which does not have the goal of making a profit and does not distribute the received profit among the participants
The main features of a commercial organization:
1. The purpose of the activity is to make a profit;
2. Organizational and legal form clearly defined in the law;
3. Distribution of profits between the participants of the legal entity.
Also, commercial organizations have all the features inherent in a legal entity:
· Have separate property on the basis of property rights, economic management or operational management, other property rights; the property can be rented;
· Are responsible for their obligations with the property belonging to them;
· Acquire and exercise on their own behalf property and non-property rights; have responsibilities;
· Can be a plaintiff and a defendant in court.
Article 50 of the Civil Code of the Russian Federation provides an exhaustive list of organizational and legal forms of commercial legal entities... This means that without changing the Civil Code by any other laws, other types of commercial legal entities cannot be introduced into civil circulation.
Classification of commercial organizations by organizational and legal form in the Russian Federation:
· Business partnership - a commercial organization with the authorized capital divided into shares (contributions) of the founders (participants). The property created at the expense of the participants' contributions, as well as produced and acquired by a business partnership or society, is in its ownership (the definition is enshrined in Article 66 of the Civil Code of the Russian Federation).
· General partnership.
· Limited partnership.
· Peasant (farm) economy.
· Economical society.
· Joint-Stock Company.
· Public corporation.
· Closed joint stock company.
· Limited Liability Company.
· Company with additional responsibility.
· Production cooperative.
· Unitary enterprise.
· A unitary enterprise on the basis of the right of economic management.
· A unitary enterprise on the basis of operational management.
· Business partnership.
Classification of commercial enterprises by ownership of capital:
· National enterprise.
· Foreign company.
· Joint venture.
· Multinational enterprise.
Members of commercial organizations have the right to participate in their management, to receive information about their activities, to participate in the distribution of profits, to receive a proportion of their contribution, a part of the property remaining after the liquidation of the organization, to have other rights under the law and in accordance with the statutory documents.
List of used literature
1. Avrashkov L.Ya., Adamchuk V.V., Antonova O.V. Enterprise Economics: Textbook for universities - M. :: Banks and stock exchanges, UNITI, 2008. - 742 p.
2. Ivanov I.N. Organization of production at industrial enterprises: Textbook - M.: INFRA - M, 2009. - 351 p.
3. Turovets OG, Anisimov Yu.P., Borisenko I.L. Organization of production at the enterprise Textbook for universities - M .: INFRA - M, 2008. - 458 p.
4. Shtamov V.F., Malyshev Yu.M., Tishchenko V.E. Economics, organization and planning of production at oil and gas industry: Textbook for technical schools - M .: Nedra, 2007 .-- 441 p.
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The production structure of an enterprise is understood as the composition and size of its internal divisions (workshops, sections, services).
The production structure of an association is understood as the composition, size, ratio and interrelationships of its constituent production units.
The main elements of the production structure of the enterprise are workplaces, areas, 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-station: 1 worker - a group of machines
Collective: a group of workers - serve one unit.
Site - a production unit that unites a number of jobs, grouped according to a specific feature, carrying out part of the general production process for the manufacture of products.
A workshop is an organizational and separate division of an enterprise, consisting of a number of sections, performing certain limited production functions.
In most industrial enterprises, the workshop is their main structural unit.
Some small and medium-sized enterprises are built on a shopless structure (it is divided directly into production areas)
All workshops of the enterprise are divided into workshops of the main production, auxiliary workshops and service farms.
Ancillary workshops include those that contribute to the release of the main products, creating conditions for the normal operation of the main workshops: they equip them with tools and devices, provide spare parts for equipment repair and carry out scheduled repairs, provide energy resources. The most important of these shops are instrumental, repair and mechanical, repair and energy, repair and construction, model, stamping, etc. The number of auxiliary shops and their size depend on the scale of production and the composition of the main shops.
Side shops are those in which products are made from waste of the main and auxiliary production or used auxiliary materials are restored for production needs, for example, a shop for the production of consumer goods, a shop for the regeneration of molding sand, oils, cleaning materials.
Ancillary shops prepare basic materials for the main shops, and also manufacture containers for packaging products.
Service farms for industrial purposes include:
Warehouse facilities, including various factory warehouses and storerooms;
Transport facilities, which include a depot, garage, repair shops and the necessary transport and handling facilities;
Sanitary facilities, combining plumbing, sewerage, ventilation and heating devices;
Central factory laboratory, consisting of laboratories for mechanical, metallographic, chemical, pyrometric, X-ray, etc.
All of them perform work on the maintenance of 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 workshops and service farms, includes various general plant services, as well as farms associated with servicing workers (polyclinics, housing and communal services, canteens, private facilities).
The main factors influencing the formation of the production structure of the enterprise:
The nature of the product and its manufacturing methods;
Specialization of the enterprise and its cooperation with other enterprises;
The scale of production, determined by the quantitative size of the output and its labor intensity;
Controllability of production structure objects, which means the need to take into account the size of departments and their number from the standpoint of the effectiveness of their management.
Organizational types of building the production structure of the enterprise.
The production structure should be:
Firstly, flexible, dynamic and constantly in line with the changing private goals of the enterprise;
Second, to quickly adapt to unexpected changes in external conditions;
Thirdly, to have the ability to effectively self-organize production units as the tasks facing the enterprise change.
Depending on the form of specialization, the production units of the enterprise are organized according to the following types of production structure: technological, subject and mixed (subject and technological).
Each type of production structure is characterized by the following characteristics:
The nature of the construction of workshops and sections, that is, their specialization;
The nature of the location of the equipment (by groups, along the technological process);
The nature of traffic flows and small-scale production with a large range of parts.
The first type of building a production structure is technological.
The basis for the creation of workshops of such enterprises is the technological principle, when the workshops perform a complex of homogeneous technological operations for the manufacture or processing of various parts for all products of the plant.
The technological structure predetermines a clear technological separation. Consequently, the equipment is located not along the technological process, but in groups. For example, at textile enterprises spinning, weaving, finishing workshops are organized; at metallurgical - blast furnace, steelmaking, rolling. Plots are created within the shops on the principle of technological homogeneity. With such a structure, workshops and sections perform certain operations on equipment located in groups of the same type.
This type of production structure simplifies the management of a workshop or site: 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 makes it possible to maneuver the arrangement of people, facilitates the restructuring of production from one product range 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, devices.
This leads to parts lying in anticipation of their processing, lengthening the production cycle, reducing capital productivity, equipment utilization in time, labor productivity. In addition, with a technological production structure, there is no responsibility for quality. end products, since each workshop, site performs a part of the technological process. Increase transportation, oncoming traffic flows, since the equipment is not placed in the course of the technological process.
Despite the ineffectiveness of such a construction of the production structure, its use is inevitable in the conditions of a single. The disadvantages of this type are that the management of the shop is responsible only for a certain part of the production process, not being responsible for the quality of the part, unit, product as a whole. It is difficult to arrange equipment along the technological process, because in the workshop producing a wide variety of products. Technological specialization of workshops increases the duration of the production cycle. The organization of the main workshops on a technological basis is typical for enterprises of single and small-scale production, producing a varied and unstable range of products.
The second type of building the production structure of an enterprise is subject.
The basis for the creation of workshops of such enterprises is the subject feature, when the workshops specialize in the manufacture of a certain limited range of products, using the most technologically different processes and operations, using a wide variety of equipment.
The subject type of building the production structure of an enterprise is the most progressive because subject specialization allows you to organize subject-closed areas in serial production and production lines in mass production.
The subject type of the production structure is the most progressive. But its application in pure form possible only in large-scale and mass production. All workshops and sections are specialized according to the subject principle, which makes it possible to arrange equipment in the course of the technological process, to use high-performance machines, tools, stamps, fixtures. But, first of all, the equipment in the shops when using the subject principle is arranged in the order of the sequential execution of technological operations.
It is heterogeneous here and is intended for the manufacture of individual parts or component parts of products. The workshops are divided into separate subject areas, for example, areas for the manufacture of gear shafts, pistons. The equipment is installed so as to ensure the rectilinear movement of the parts attached to the site. Parts are processed in batches, the operation time on some machines is not coordinated with the operation time on others. Parts during operation are stored at the machines and then transported by the whole batch. Subject areas strive, if possible, to carry out a complete (closed) cycle of production of products. Such areas (workshops) are called subject-closed.
As a rule, they are equipped with the entire set of equipment required for the manufacture of products. A closed production cycle is achieved by combining various technological processes in the same workshop. This is not always possible for a variety of reasons. In mechanical engineering, most often in one subject shop, the processing and assembly stages of the production process are combined. Scientific and technical progress, manifested in the use of new resource-saving technologies and complex mechanization and automation of production, leads to the territorial convergence of individual stages of the production process and to the refusal of their isolation in separate shops.
When organizing workshops and sections according to the subject principle, favorable conditions are created for the application of advanced methods of organizing production and labor. Arrangement of equipment in the course of technological operations dramatically reduces the path of movement of the processed parts and the time spent on their transportation.
Favorable preconditions appear for the organization of flow and automatic lines, equipment is used more fully, workers specialize in performing a narrow range of operations, as a result of which their qualifications are improved, labor organization is improved, and responsibility for the quality of manufactured products is enhanced. In this case, the master is fully responsible for the entire cycle of manufacturing the product. All this leads to an increase in labor productivity and a decrease in production costs. The disadvantages inherent in subject workshops and areas include incomplete loading of equipment in individual operations due to the small amount of work.
As the scale of production increases, technological specialization deepens, taking into account the dimensions of equipment or products, the metal used or other characteristics. In mechanical engineering, the subject-technological, or mixed, type of construction of the production structure of an enterprise has become widespread. The basis for the creation of workshops of such enterprises is the subject-technological principle, when technologically specialized workshops at the same time have a limited nomenclature of the subject-matter order. So, in machine tool factories, mechanical shops can specialize as shops for large, medium and small parts, and foundries - as shops for gray, ductile iron shops, shops for steel or non-ferrous castings.
A mixed structure is characterized by the presence at the same enterprise of the main workshops, organized both by subject and by technological principle. Usually procurement shops are organized according to the technological principle. This is due to the fact that the procurement shops have powerful equipment, which produces blanks for any type of product, since otherwise it will be underutilized.
Processing and assembly shops are created according to the subject or mixed principle, depending on the mass of products. This type of production structure is practically applicable in any type of production. It is more widespread and used in most of the machine-building 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 building each workshop: subject or technological.
When choosing the type of organization of the production structure, it should be remembered that it is predetermined by the conditions of production. 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 the work of shops, the total amount of work is divided into separate operations for the manufacture of parts or assembly of products. These works were concentrated on the sections built according to the technological principle.
The structural diagram of the organization of the production process is that if sections formed from machines of the same technological purpose, then with such a structure there are numerous direct and feedback links between technologically specialized sections for the manufacture of many parts.
When using a subject-closed structure in the shop, there are sections built on the principle of detailed specialization at the intersection of external and internal relations. Here, the ultimate goals of the production system are made up of the goals of the detached sections that produce finished parts.
The focus of sites on the final result reduces production ties, simplifies the procedure for planning and managing work progress. This method of organizing production is called target-oriented.
The essence of the target-oriented approach lies in the formation of goals and their achievements with the help of special programs and resources.
The program-targeted method provides for such a construction of the organizational structures of the planning and management systems of workshops and sections, which is accompanied by:
Target (detailed or subject) specialization of sections, carried out using the 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 division of such homogeneous parts or products that would ensure the unidirectional movement of their movement in the production process;
The restructuring of the production structure of sites, workshops for their target specialization in accordance with the optimal organizational and technological route for the manufacture of parts assigned to each site.
The formation of production sites in the 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 their structural and technological characteristics, taking into account the parameter characterizing the degree of proximity of the structural and technological groups of parts.
Criterion economic efficiency and the expediency of choosing a particular type of production structure is expressed in the system of technical and economic indicators.
These indicators include:
The composition of production workshops and service farms, their specialization;
The size of production workshops and service farms by the number of PPPs;
Equipment capacity, the cost of fixed assets;
The share of different types of specialization of workshops, sections (subject, technological, subject-technological);
The ratio between the main, auxiliary and service divisions in terms of the number of equipment and occupied areas in each of them;
Labor productivity and labor intensity of production;
The duration of the production cycle for the manufacture of the main types of products;
Cost of the main types of products;
Length of transport routes;
Freight turnover of the enterprise is general and by type of transport;
A number of other indicators that take into account the specifics of the industry.
Specific expression organization of production, organization a separate industry industries are found primarily in their structure.
Production structure represents the ratio between the various stages and links of production, according to the forms of their connection, in their total volume.
Distinguish between two complementary to each other substructures: organizational and production, characterizing 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.
Production structure represents the composition and capacity of production enterprises that are part of a single production department, their ratio and forms of relationship at each stage (level) of production organization.
Organizational structure is designed to determine the composition and ratio of various levels in the organization of production, as well as the form 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.
Enterprise-level production structure is a set of subdivisions included in this production link, providing transformation source material into a finished product that meets all the basic requirements for its quality.
Applied to the association, under production structure it should be understood the composition of its constituent enterprises, factories, production units and organizations.
With regard to an enterprise, the production structure is the composition of its workshops and services, servicing farms, to the workshop - the composition of sections
The main structural unit of the enterprise and production unit is the workshop.
A workshop is an organizational and separate division of an enterprise, consisting of a number of production participants and service links. The shop performs certain limited production functions due to the nature of labor cooperation within the enterprise. In the workshops of the 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.
Depending on the processed raw materials, the nature of the production processes distinguish between main, auxiliary and secondary shops.
TO workshops of the main production includes workshops in which the main production processes are carried out, or part of them, that is, they are directly related to the manufacture of the main products of the enterprise and are intended to produce products that determine the purpose of the enterprise. These are procurement (foundry, press-forging, etc.); processing ( mechanical processing parts, cold stamping, thermal, etc.); assembly (subassembly, general assembly, assembly, adjustment and tuning, etc.) shops.
Auxiliary workshops- these are workshops that contribute to the release of the main products, creating conditions for the normal operation of the main workshops: they equip them with tools and devices, provide spare parts for equipment repair and carry out scheduled repairs, provide energy resources. The most important of these workshops are instrumental, mechanical repair, energy repair, construction and repair, model, die, etc.
In addition, the auxiliary workshops produce products that are consumed by the main workshops of the enterprise. Such workshops include workshops for construction, production of containers, electricity, etc.
Side shops are those in which products are made from waste of raw materials and materials of the main and auxiliary production, or the recovery of used auxiliary materials for the needs of production is carried out. For example, a workshop for the production of consumer goods, a workshop for the regeneration of oils, cleaning materials.
An important role in the production structure of the enterprise is played by design and technology departments and research laboratories. They carry out research, development work, develop technological processes, carry out experimental work, fine-tune products to readiness according to technical and economic indicators or the requirements of standards
The production structure of the enterprise also includes production management bodies and employee service units (educational institutions for advanced training and vocational training, canteens, medical institutions, etc.).
The formation of the production structure occurs during the creation of an enterprise, as well as as a result of the organization continuously carried out on it in the subsequent process.
The production structure of a production association (enterprise) significantly affects the forms of building the production process in time and space, the structure of production management bodies.
The choice of one or another variant of the production structure depends on a large number of factors, the main of which are the following:
1) The size and scale of production at the enterprise.
2) Technological and productive features of manufactured products. The design features of the manufactured products and the technological methods of their manufacture largely determine the composition and nature of production processes, the specific composition of technological 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.
3) Volumes of output for each type of product.
The volume of output affects the differentiation of the production structure, the complexity of intra-production links between them. The greater the volume of production. So, as a rule, the workshops of the enterprise are larger and their specialization is already. So, at large enterprises within each stage of production, several workshops can be created.
4) Nomenclature and range of products.
It depends on this factor whether the workshops and participants should be adapted for the production of strictly defined products or more diverse. The wider the range and range of products, the more complex the structure of the enterprise.
5) Forms of specialization of divisions of the enterprise.
Determine the specific composition of technologically and subject-specific workshops, areas of the enterprise, their location and production links between them. What is the most important factor in the formation of the production structure.
6) Forms of cooperation with other enterprises for the production of specific types of products.
Economically viable forms of cooperation make it possible to implement part of production processes outside of this enterprise and, accordingly, do not create at the enterprise a part of certain workshops and sections or service farms.
7) Standards for the number and manageability of production units.
These indicators are determined by the number of workers employed in workshops and on sites and significantly affect the size of enterprises, and, accordingly, production structures.
The production structure of an enterprise has been changing for a long time, it is dynamic, since the processes occur at enterprises: the development of technology and technology, deepening social division labor, raising the level of organization of production, the development of specialization and cooperation, the combination of science and production.
1 Theoretical part
1.1 Manufacturing. Company structure
Production Is the process of creating material goods necessary for the existence and development of society. The content of production is determined by labor activity, which presupposes the following three points:
expedient work, or work itself;
subject of labor, i.e. all that is aimed at rational human activity;
means (tools) of labor (machines, equipment, tools with which a person transforms objects of labor).
Each industrial enterprise consists of production units - workshops, sections, service farms, management bodies, organizations and institutions designed to meet the needs of employees of the enterprise and their families.
The complex of production units, organizations for enterprise management and employee service, their number, the magnitude of the relationship and the ratio between them in terms of the size of occupied areas, the number of employees and throughput represent the overall structure of the enterprise.
The production units of the enterprise - workshops, sections serving farms and services (directly or indirectly involved in the production process), the links between them, taken in aggregate, - constitute its production structure. It predetermines the level of labor productivity, production costs, the efficiency of exploitation of natural resources and technology under the given technical-economic and economic-geographical conditions of material production.
Formation of structure
Company structure- this is the composition and ratio of its internal links: workshops, departments, laboratories and other components that make up a single economic object (Fig. 1). The structure of an enterprise is determined by the following main factors: the size of the enterprise, the industry, the level of technology and the specialization of the enterprise.
To ensure the normal functioning, the firm must have in its composition workshops or workshops for the manufacture of basic products (performance of work, provision of services) and maintenance of the production process. In addition, each enterprise, regardless of its size, industry affiliation and level of specialization: carries out work on the registration of orders for the manufacture of products; organizes its safety and sale to the customer; ensures the purchase and supply of the necessary raw materials, materials, components, tools, equipment, energy resources.
A schematic diagram of a firm's structure is shown in Figure 1.
Fig. 1. - The structure of the manufacturing enterprise (firm)
It reflects not real structure any specific production facility, but its function. In a large facility, these functions are usually subdivided into smaller, specific responsibilities of individual units. The main shops are divided into groups: procurement, processing, assembly (finishing).
Sectoral differences in the structure of the enterprise
Sector affiliation almost always affects the structure of the enterprise and its size to one degree or another.
The structure of the enterprise is largely formed directly under the influence of the industry technology of production. In everyday practice, the complexity of the technological process is determined by:
a variety of ways to influence the subject of labor, necessary to obtain a finished product;
the number of parts, assemblies, assemblies, and other components from which the finished product is assembled;
the number of technological operations to which the product undergoes during its manufacture;
the level of extreme accuracy and quality of execution of technological operations.
Machine-building enterprises are characterized by a generally complex, multi-stage technology, and therefore the most cumbersome structure. On the contrary, it is enough for a trucking organization to have a garage for vehicles with a small repair shop and a control room. Firms, whose products do not require the use of complex technology in their manufacture, prevail in the light and food industries, in road transport, in consumer services. Baking bread, sewing clothes, transporting goods and transporting passengers by cars does not require the use of a large number of various equipment and the involvement of highly qualified specialists.
1.2 Production structure of the enterprise
The profile, scale, as well as industry affiliation of the enterprise is determined by the composition, technological specialization, capacity and size of its production shops, sites, workshops.
The construction of a rational production structure of an enterprise is carried out in the following order:
the composition of the workshops of the enterprise is established, their capacity is in the sizes that provide a given output of products;
the areas for each workshop and warehouse are calculated, their spatial locations are determined in the general plan of the enterprise;
all transport links within the enterprise are planned, their interaction with national (external for the enterprise) routes;
the shortest routes of interdepartmental movement of objects of labor in the course of the technological process are outlined.
The main structural production unit of an enterprise (except for enterprises with a shopless management structure) is a shop - an administratively separate link that performs a certain part of the overall production process (production stage).
A special role in the production structure of the association (enterprise) is played by design, technological units, research institutes and laboratories. They develop drawings, technological processes, carry out experimental work, bring product designs to full compliance with the requirements of GOST, technical conditions, carry out experimental and development work.
The workshops include main and auxiliary production areas. The main production sites are created according to a technological or subject principle. The auxiliary sections include the sections of the chief mechanic and the chief power engineer for the current repair and maintenance of equipment, transport service and etc.
Production departments (branches, sites, workshops, etc.) are divided into two groups:
workshops of the main production;
auxiliary and service shops.
The workshops of the main production include workshops in which products are directly manufactured for sale to consumers. The service shops include workshops whose task is to ensure the normal, uninterrupted operation of the main workshops. These are workshops and production areas:
for the manufacture, repair and adjustment of tools, devices, appliances, household equipment;
supervision and repair of equipment, machines, mechanisms, buildings and structures;
on the provision of electric and thermal energy, supervision and repair of electrical equipment and heating networks;
for internal and external transportation of raw materials, materials, blanks, finished products, production waste;
cleaning and cleaning of premises, inventory;
warehouses of the enterprise.
The specialization of workshops takes the following forms: subject, detailed (aggregate), technological (staged) and territorial.
Subject specialization consists in concentrating in separate workshops the main part or the entire production process for the manufacture of specific types of finished products. For example, in a confectionery factory there are separate workshops for the production of caramel, cookies and cakes, etc. Common to these various workshops is unified engineering and technical services, logistics and sales of products, storage facilities, which reduces their overall production costs.
Part-by-item (unit-by-unit) specialization of workshops is most common in mechanical engineering. Its essence lies in the fact that for each workshop the production of not the entire machine is assigned, but only individual parts or assemblies.
Technological (stage) specialization is based on the operational division of labor between workshops. At the same time, in the process of passing objects of labor from raw materials to finished products, fundamental differences in the production technology of each workshop stand out.
The territorial specialization of production units is most typical for transport, agriculture and construction enterprises. At the same time, each workshop, site can perform the same work and produce the same products, but in different, distant territories.
Production divisions include workshops, sections, laboratories in which the main products (manufactured by the enterprise) are manufactured, undergo control checks, tests, components (purchased from outside), materials and semi-finished products, spare parts for servicing products and repairs during operation; various types of energy are generated for technological purposes, etc.
The subdivisions serving workers include: housing and communal departments, their services, canteens, kindergartens and nurseries, sanatoriums, rest homes, technical training departments and educational institutions engaged in improving production qualifications, the cultural level of workers, engineering and technical workers, employees ...
1.3 Types of production structure
There are three types of production structure of an industrial enterprise: subject, technological, mixed (subject and technological).
With the subject structure, the main shops of the enterprise, their sections are built according to the principle of manufacturing a specific product by each of them, or any of its parts (assembly, assembly) or a specific group of parts. The subject structure has great advantages. It simplifies and limits the forms of production interconnection between workshops, shortens the path of parts movement, reduces the duration of the production cycle, and increases the responsibility of workers for the quality of work. The subject structure of the workshops allows you to arrange equipment in the course of the technological process, to use high-performance machines, tools, devices. This ensures an increase in production output, an increase in labor productivity and a decrease in the cost of goods.
The technological structure predetermines a clear technological separation. This type of production structure simplifies the management of the workshop (or site), allows maneuvering the placement of people, and facilitates the restructuring of production from one product range to another.
A mixed (subject-technological) structure is characterized by the presence of the main workshops at the same machine-building plant, organized according to both subject and technological principles. Enterprises of this type of production structure prevail in mechanical engineering, light industry (footwear, clothing, furniture) and some other industries. The advantages of such a construction of production include: a decrease in the volume of intrashop transportation, a reduction in the duration of the production cycle for manufacturing products, an improvement in working conditions, a higher level of equipment utilization, an increase in labor productivity, and a decrease in the cost of products.
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