The main function of the production system. Production systems and their types. Forms of organization of production. What are the principles of the production system
2. Types of production systems
A variety of goals and interests leads to a variety of created production systems that differ in
sizes,
relations with government bodies,
forms of ownership.
appointment,
In accordance with these characteristics, production systems can be classified as follows.
By organizational and legal forms production systems are mainly divided into elements schematically shown in Fig. 6:
business partnerships and companies: general partnership and limited partnership (limited partnership), limited liability company and additional liability company, joint stock companies(closed and open);
state and municipal unitary enterprises.
The main reasons for the formation of subsidiaries and dependent business companies are:
technical and economic feasibility of separating production certain types products and services and some types of activities, including licensed ones, to specialized firms when expanding the scope and areas of work;
rationalization of production and economic activities, including intra-production financial flows, transfer of risky operations to subsidiaries to increase financial stability and reduce economic losses;
perfection organizational structure production system.
Manufacturing systems in the form state and municipal unitary enterprises are organizations that are not endowed with the ownership right to the property assigned to them, which is indivisible and cannot be distributed by contributions (shares, shares), including among the employees of the enterprise. In accordance with Russian legislation (Article 113 of the Civil Code of the Russian Federation), such a legal form exists only for state and municipal property.
By types of integration of production and management production systems are divided into
isolated - a plant, a factory, a mine, etc .;
group, integrated corporate structures- an association of legally or economically independent enterprises, conducting joint activities on the basis of cooperation or concentration of assets, contractual or contractual relations to achieve common goals, - a production association, a combine, a consortium, a concern, a financial and industrial group, a holding.
Rice. 6. Specific characteristics of business entities operating in Russia
The transition to integrated management is one of the ways to improve the economic condition of the production system. The economy of all developed countries is based on such structures, around which the networks of other enterprises are built. Production structures such as concerns, holdings, financial and industrial groups proved to be effective, since they allow concentrating production and financial potential, optimally loading production capacities and using them effectively.
Organizations can create enterprise-style production systems with different goals:
ensuring production efficiency and getting more profit;
pursuing a unified technical, pricing and sales policy;
establishing control over certain market sectors, etc.
The unification of independent enterprises into a production system of one type or another occurs when several enterprises of the same or different profiles, which are not direct competitors, have common interests and formulate common goals. Consolidation can be based on
unified control and ownership of the property of the merged enterprises,
access to production resources,
centralization of certain management functions,
ensuring resource allocation.
By the degree of integration merging enterprises into a production system have several options:
amalgamation of independent enterprises;
consolidation of partially dependent enterprises;
consolidation of dependent enterprises.
In the first option the participants in the production system retain their independence, and the structure of the association turns out to be symmetrical, since all its members have the same rights and responsibilities. An example of this type of production system is a cartel and a consortium.
cartel is a long-term association of a number of organizations performing functions related to the formation of a favorable infrastructure for their activities. The organizations included in it retain production, legal and financial independence. Cartel members, while maintaining independence, conclude among themselves agreement on
price policy,
demarcation of sales markets,
setting quotas for sale and purchase,
licensing of activities,
compliance with the terms of employment.
Manufacturing system in the form consortium is a temporary contractual association of enterprises, banks, research, design and construction and other organizations in order to jointly conduct major events in the field of production, capital construction, science, finance for solving specific problems within a certain period.
Funding for the work is carried out either through the participants' independent financing of the scope of work assigned to them, or through the creation of a common fund from the contributions of the participants.
The consortium members retain legal and economic independence, can participate in a particular consortium with a part of their resources and be at the same time participants in other associations. After the implementation of the project and the completion of the assigned tasks, the consortium ceases to exist.
In the second option the creation of production systems in the form of an association of partially dependent enterprises, the participants are in a certain dependence on each other, coordinating all or part of their activities, exchange shares, but at the same time retain their rights in the field of management. Forms of production systems of this kind include syndicates and industrial groups.
Manufacturing system in the form syndicate is an association of enterprises with a common structure for promoting products and services on the market, general marketing and sales management, while maintaining the legal and economic independence of the participants.
This form of organization production activities It has main goal
preservation and expansion of product markets,
regulation of prices and production volumes.
Manufacturing system in the form industrial group is an association of enterprises with a coordinated industrial, commercial and financial policy. In this case, the enterprises that make up the production system usually keep general accounting and manage general finances, and mutually exchange shares.
In the third option some participants transfer some management functions to others, losing some degree of independence. In this case, the structure of the association turns out to be asymmetric with different rights and responsibilities for different members of the association.
Forms of production systems of this kind include industrial plants, concerns, industrial associations, financial and industrial groups, holding companies.
Manufacturing system in the form combine is an amalgamation of enterprises of different industries, technologically related to each other, in which the products of one enterprise serve as raw materials, semi-finished or auxiliary material for another.
Concern, as a form of production systems, is a long-term contractual association of enterprises and organizations of industry, transport and other industries, which makes it possible to use the possibilities of large-scale production, combination, cooperation due to the presence of production and technological ties. Large production systems of this kind concentrate capital and production capacity, which ensures a certain stability of their functioning. Concerns centralize some of the functions - management, supply, sales. They have their own powerful ramified marketing apparatus and carry out a single economic policy.
Production Association is a single production and economic complex with a common management apparatus and auxiliary services, which, on the basis of specialization and cooperation, includes enterprises, research, design and engineering and technological organizations specializing in meeting the needs of society in specific types of products.
Enterprises that are part of a production association may retain full or partial legal independence or be its branches without preserving the rights of a legal entity.
In all types of production associations there is a parent enterprise that carries out, with a greater or lesser degree of centralization, the execution of managerial functions in relation to other enterprises-participants and ensures the implementation of a coordinated production and commercial policy.
Manufacturing system in the form financial and industrial group is an amalgamation of enterprises to create a powerful base to meet the strategic needs of society in defense, electronic equipment, high-demand goods, etc. Purpose of creation- technological or economic integration for the implementation of investment and other programs and projects aimed at
development of production,
increasing the competitiveness of products,
increasing production efficiency,
expansion of the sales market,
increasing export potential.
The creation of such groups is aimed at the wider use of non-equity mechanisms of joint activities.
A financial and industrial group is a type of production systems that can be created not only on the basis of vertical property relations (like holdings), but also on the basis of partnerships of equal participants (like a contract firm).
A financial and industrial group includes a set of legal entities acting as main and subsidiary companies, which have fully or partially combined their tangible and intangible assets on the basis of an agreement for the purpose of technological and economic integration for the implementation of production, investment and other projects.
V composition the financial and industrial group includes a variety of enterprises:
investment funds,
manufacturing enterprises,
Insurance companies,
trading houses, etc., united by the type of vertical and horizontal integration.
The most widespread are vertically integrated financial and industrial groups created according to the production and technological principle - about 60% of the total.
Without fail, the financial and industrial group includes a banking institution, which makes it possible to concentrate investment resources and direct them to solving the most important production problems. Therefore, when forming financial and industrial groups, as a rule, they are guided by the development and implementation of large investment projects, in which various enterprises become participants. As a result of such cooperation, close functional ties are established, costs are optimized, which ensures optimal project implementation times and quick return on costs.
Financial and industrial groups are the only form of integration of enterprises and organizations in respect of which government coordination is carried out.
Manufacturing systems in the form holding companies are a combination of enterprises connected by equity participation in property or by contractual relations that give the parent enterprise the unconditional right to determine the most important management decisions of subsidiaries.
Holding companies have control over the incoming organizations either through the ownership of a controlling stake or in connection with management functions and can comprehensively influence the economic and commercial decisions of the enterprises included in the holding.
V classic holdings a controlling stake in participating enterprises is concentrated in the parent company (for example, RAO UES, RAO Gazprom).
V distributed holdings the role of the parent company is performed by several independent firms (for example, members of the Alfa Group: Alfa-Bank, Alfa-Capital, Alfa-Eco).
By the degree of mutual participation in equity holding companies can be divided into several types:
fully consolidating their assets;
that have pooled their capitals under the auspices of the parent (holding) company in the amount of controlling or blocking stakes;
partially pooled assets in order to participate in the management bodies of the company, but without the right to a casting vote.
Holding companies are divided into "Clean"(in the composition of the authorized capital of which the majority are securities and other financial assets), performing only the functions of shareholders and conducting investment activities, and Mixed», Also carrying out entrepreneurial activities, credit and financial transactions, etc.
Holding functions of holders of controlling stakes can be performed by parent (parent) companies, banks, investment companies.
An enterprise whose controlling stake is part of the holding's assets is called a subsidiary.
One of the reasons for the increased attention to property (through participation in capital) mechanisms of integration in Russia is the privatization model implemented in the country, in accordance with which many small enterprises were created that turned out to be uncompetitive. Since, over time, the need for deeper integration of production, centralization of supply systems, sales and financing of capital investments has been realized, there are tendencies to create holdings that fully control their subsidiaries, and to create mechanisms for reorganizing the management system based on the conversion of shares of subsidiaries into shares of a holding.
The emergence of an increasing number of diverse activities legal entities, realizing common strategic interests, objectively needs organizational and economic coordination. The holding company, the mechanism and structure of its management are one of the forms of resolving the contradiction of modern large business between the need to expand the number of its participants and maintaining a high level of balance in the actions of various legal entities.
| " |
Production system Baltic plant(PSBZ) is, first of all, a business philosophy that allows our company, regardless of external factors, grow and develop. In the production system of the plant, as in many other PSs, tools are used lean manufacturing, which are great for optimizing the processes taking place in the enterprise. But at the forefront, of course, are employees - the only resource of an enterprise capable of self-development and development of systems around itself.
PRINCIPLES OF THE COMPANY
Prioritizing long-term goals
The staff of the plant is confident in tomorrow... We strive to achieve our goals by investing in the technological re-equipment of the enterprise and the creation of a management system based on the best world practices.
Customer orientation
It is the customer who determines the cost and quality of the products, whether it is an icebreaker or individual units of machine-building mechanisms. Baltiyskiy Zavod offers the country's largest organizations the latest courts, unparalleled throughout the world, a wealth of experience in their construction, maintenance and repair.
The principle of "customer orientation" at our plant also includes work with an "internal" customer, which is each employee of the plant in relation to a colleague-supplier who hands over the work done at the previous stage. An “internal” customer may well make reasonable demands on the performance of duties by fellow suppliers.
Employees are the most valuable asset of the plant
Our team is the best in its industry, today we have no competitors inside the country in the construction of surface nuclear vessels. This, in part, is due to the effective use of the professional skills and experience of the plant workers. We train and develop personnel, involving them in the analysis of our activities and participation in the improvement of processes.
We believe that by providing favorable conditions for work, education, health and recreation, we not only unleash the potential of employees, but also develop the competitiveness of the enterprise.
Culture of continuous improvement and zero loss - "KAIZEN"
To maintain our leading position in the industry, we are obliged to offer the customer the best quality at the lowest price, as soon as possible. To do this, the entire staff of the company is involved in the development and implementation process, each employee can make their own proposals and participate in their implementation, thereby reducing production costs and at the same time improving their workspace.
All attention to the production site ("GEMBA")
Key decisions are made at the production site. This is due to the fact that it is at the production site that value is added to our product. This is where employees who know the production process work, and they are the ones who are at the forefront of all improvements.
DEVELOPMENT OBJECTIVES
Shortening the construction time of orders
Minimizing the construction time of orders is the most important task facing the Baltic shipyard. Its solution will give a huge competitive advantage not only to the plant, but also to all partner enterprises of the Baltic plant, and, as a result, will help the development of the country's economy as a whole.
The unique products of the Baltic Shipyard have already been incorporated into development projects for the main enterprises in the energy industry, which ensure the strategic interests of Russia within the country and abroad.
Reducing enterprise costs
Costs of the Baltic Shipyard = costs of customers (state corporations) + costs of shareholders (state).
Accordingly, by reducing the costs of the enterprise, we are reducing the costs of the budget of the Russian Federation. The money we save will be spent on development budgetary institutions: kindergartens, schools, clinics, the army. That is, we can most likely say that by optimizing production, we are making our feasible contribution to the development of future generations and saving the lives of our fellow citizens.
The tools offered by lean manufacturing and the principles of the production system of the Baltic Shipyard will help to solve the problems considered in the shortest possible time.
Development of competencies within the enterprise
Baltiyskiy Zavod is unique for the whole world, because Baltic Shipyard is the only shipyard in the world that builds nuclear icebreakers. Unique experience of shipbuilders. Today, Baltiyskiy Zavod has two personnel development programs: a small shipbuilding academy - training young personnel, and a corporate university - developing existing personnel. The personnel development program includes not only professional training, but also training in progressive methods of conducting production activities - tools of lean production, in particular, the 5C tool. The training is carried out by the factory trainers according to a program developed specifically for the Baltic Shipyard.
PRIORITY TOOLS OF THE PRODUCTION SYSTEM OF THE BALTIC PLANT:
PRODUCTION SYSTEMS AND THEIR TYPES A production system is a large, complex, cybernetic system of interconnected and interdependent elements production process, technical and organizational orderliness of production, forming a single whole and functioning for the production of industrial products or the provision of services.
Types of production systems Classification criterion Types of systems According to the purpose of production of products rendering of services performance of work By the stability of behavior static dynamic homeostatic By the complexity of the structure simple complex very complex By the nature of internal connections with direct connections with indirect connections with mixed connections By the stability of a structure with a constant structure with variable structure By the form of representation of the entity, formalized material and material By the hierarchical level, production organization (firm) enterprise production workshop area workplace
PRODUCTION SYSTEMS AND THEIR TYPES A systematic consideration of the organization of production systems makes it possible to establish that they are isomorphic, that is, there is a formal correspondence between the general principles of their creation and special laws. This makes it possible to expound the laws of the organization of production systems mainly on the example of one system. The law expresses essential, stable, repetitive and necessary connections between phenomena. The organization of production systems is subject to the laws of the relevant sciences and the organization of production.
PRODUCTION SYSTEMS AND THEIR TYPES The two basic laws of conformity and development are the initial, independent from each other and not derived from other laws of organization of production systems. The law of conformity means the need for the organization of the production system to meet the goals for which the system was created, external environment, and system elements - to a friend. The truth of the law is proven from the opposite: it is impossible to imagine a viable production system that does not meet at least one of the requirements of this law.
PRODUCTION SYSTEMS AND THEIR KINDS The law of development means the need to create an elastic organization of the production system, which allows the production system to change over time. With regard to the organization of production systems, the law of development determines the need to change their organization under the influence of the deterioration of fixed assets, an increase in the general educational and cultural level of workers, scientific and technological progress, changes in production technology, as well as the production program.
THE ENTERPRISE AS A PRODUCTION SYSTEM Property Complex, intended for the implementation of a particular production activity and includes production and retail space, engineering infrastructure, production and retail store equipment, goods in stock and on sale, cash on the current account and at the cash desk, hired personnel, including often hired managers.
THE ENTERPRISE AS A PRODUCTION SYSTEM Industrial plant can be considered as a production system characterized by the following features: participation in the system of machines, natural environment and a team of people, as well as the influence on the system of disturbing deviations; the presence of highlighted parts (subsystems) that have a meaningful nature of actions; the presence of functioning goals and a criterion for the effectiveness of achieving goals; a hierarchical management structure with vertical and horizontal links between subsystems; a large number and variety of connections; movement of large labor, material and information flows between the subsystems that make up the enterprise.
THE ENTERPRISE AS A PRODUCTION SYSTEM An enterprise is characterized by the presence of production structure, which means the composition of its workshops, services, sections and the forms of their relationship. The production structure must comply with the principles of rational organization of the production process, ensure excellent product quality, high labor productivity and production efficiency. The main factors determining the production structure of an enterprise are the organizational and technical level of production, the level and forms of specialization and cooperation.
THE ENTERPRISE AS A PRODUCTION SYSTEM Among other factors affecting the production structure, the following can be distinguished: the profile of the enterprise, that is, the nature of its products and the technology of its manufacture; type of production, the presence of various stages of the technological process and significant volumes homogeneous production at every stage; the degree of industrial and economic development of the region in which the enterprise is located.
ENTERPRISE AS A PRODUCTION SYSTEM Types of production structures of enterprises can be classified according to two criteria: the composition of the available stages of the main production process and the nature of specialization. Depending on the composition of the stages of the production process, there are: Ø enterprises with a full technological cycle, that is, having procurement, processing and assembly shops; Ø enterprises of the mechanical assembly type, having only processing and assembly shops, while all the workpieces of the enterprise are obtained through cooperation; Ø factories for the production of individual parts that are consumed in large quantities (for example, gears, crankshafts etc.); Ø assembly plants with only assembly shops (for example, car assembly plants); Ø enterprises for the production of blanks, with only procurement shops.
THE ENTERPRISE AS A PRODUCTION SYSTEM The listed types of enterprises also include a certain number of auxiliary and service workshops and services. Depending on the nature of specialization, the following production structures of the enterprise are distinguished: Ø subject-specific enterprises, which in the manufacture of products carry out almost all technological processes and have all the main, auxiliary and service shops; such enterprises are universal, as they can produce a wide variety of products; Ø detail-specific enterprises with two technological stages of the main production (for example, procurement and processing shops or processing and assembly); Ø technologically specialized enterprises with one redistribution of the main production and their own auxiliary facilities; the range of products at such enterprises is small, a small number of operations are performed at each workplace;
THE ENTERPRISE AS A PRODUCTION SYSTEM Ø functionally specialized enterprises that arise as a result of the separation of service functions and their separation; the main production task here is to perform work on servicing other enterprises with energy, transport, tools, etc.; Ø complex-specialized enterprises of subject, detail, technological specialization, interacting with each other in the main production and with functionally specialized ones in service; such enterprises produce a limited range of products of the same type with a minimum number of details of operations at each workplace. The deepening specialization of enterprises, as well as the desire to increase their profitability, have a decisive influence on the change in the production structure. The achievement of these goals is ensured, in particular, by scientific and technological progress.
The structure of the enterprise is directly formed under the influence of the industry technology of production. The higher the complexity of the technological process, the more diverse and cumbersome is the structure of the enterprise, and, consequently, its size. In everyday practice, the complexity of the technological process is determined by: - the variety of ways to influence the objects of labor, necessary to obtain a finished product; -number technological operations to which the product is exposed during the production process; - the level of extreme accuracy in the execution of technological operations. For machine-building enterprises in general, a complex, multistage technology is characteristic, and therefore the most cumbersome structure.
To one of the most important industry specificities the structure of the enterprise includes the territorial distribution of production units. In the manufacturing industries, production and auxiliary workshops, as a rule, are located compactly on one site, since they are connected technological process, rigid transport devices and do not depend on natural climatic conditions.
The profile, scale, and industry affiliation of an enterprise are determined by the composition, technological specialization and size of its production shops, sites, workshops. All other links of the enterprise: functional departments, laboratories, governing bodies, are fully commensurate with the characteristics of production units and are created solely to ensure the effectiveness of their work. Production shops (branches, sites, workshops) are divided into 2 groups: shops of the main production and auxiliary and service shops. In the shops of the main production, products are directly manufactured for sale.
The task of the auxiliary shops is to ensure the normal, uninterrupted operation of the main production shops. Workshops and production sites for: -making, repairing, sharpening and setting up tools, devices, appliances, household equipment; - supervision over the performance and repair of equipment, machines, mechanisms, buildings and structures; -provision of electric and thermal energy, supervision and repair of electrical equipment and heating networks; -internal and external transportation of raw materials, materials, workpieces, finished products, -and also warehouses of the enterprise.
The end result of the main workshops is a finished commercial products that is sold to an external consumer; final result auxiliary workshops are consumed within the enterprise itself. Workshops of the main production are formed in accordance with the profile of the enterprise, as well as depending on specific types of products, scale and production technology. At the same time, the tasks of timely release of products, reduction of production costs, improvement of product quality, the possibility of timely restructuring of production in accordance with rapidly changing market needs are invariably set. These tasks are solved on the basis of rational specialization and placement of workshops, their cooperation within the enterprise, ensuring the proportionality and unity of the rhythm of the production process from the first to the last operation.
There are the following forms of specialization of workshops: subject; detailed (aggregate); technological (staged). Subject specialization is the concentration in separate shops of the main part or the entire production process for the manufacture of specific types and sizes of finished products. Common to these workshops are unified engineering and technical services, material and technical support and sales of products, storage facilities, which reduces their overall production costs.
Part-by-item (unit-by-unit) specialization of workshops, which is most common in mechanical engineering, is the assignment of individual parts or machine assemblies to each workshop. For example, in specialized workshops of an automobile plant, engines are manufactured separately, a gearbox for changing speeds, cabins, etc. are separately manufactured. All these units are transferred to the assembly workshops, where a finished car is assembled from them.
Technological (stage) specialization is the operational division of labor between workshops. At the same time, in the process of manufacturing finished products, each workshop uses various technologies production. The stage specialization of workshops and sections is widely used in almost all industries.
Several years ago, most Russian enterprises began implementing ISO 9001 standards. It was a kind of trend, fashion. Some companies have achieved measurable results. But for many, the result was only getting a certificate. Business processes became the next trend. A whole galaxy of consultants has appeared. Fashion programs ARIS, BP WIN, MS VISIO. Many companies have described their business processes. Someone has succeeded in this direction. But most companies have mastered working with beautiful software products... Then LIN became the next trend. All together began to implement PRODUCTION SYSTEMS (PS). The results were very similar. I would like to understand the reasons for the failures of these projects. I will try to offer my vision for general discussion.
ISO 9001
From my own experience, I can say that I saw several enterprises (and worked at some of them) of the following type. There is job descriptions, provisions on subdivisions. There are structures. But everything is formal. For check. Nobody asks for the functions of the unit. Orders, protocols can be executed with a delay. You can write reports and receive an award. Those. the general management system does not work. Work in the style of "Fire extinguishing". In these conditions, the implementation of the QMS begins. We are trying to describe everything by means of the QMS standards. Meanwhile, these are fundamentally different things and their goals are different. Quality management is part of general management, which includes, for example: Economic management, Personnel management, etc. So the company has its own goals or mission. This goal is not a goal in the field of quality Without volume and growth, you cannot talk about quality (for business). That is, it is impossible to introduce only the QMS. Foreign enterprises, on the other hand, had a clear working management system and built the QMS into the already working system.
Business processes
I came across the business processes of several companies after the "reengineering". If after the work of consultants (or on your own) you receive for manufacturing enterprise business processes: Purchase of materials, Production, Sales, then you are left in the place from which you started. Unfortunately, we had to see a lot of such options. I even had to see the business process of processing a part on lathe... In my opinion, the business process should be as follows: At the entrance - costs (including the salaries of participants), at the exit - revenue, turnover, profit. Accordingly, the KPI is the process amplification factor. Naturally, cardinal reengineering requires a change in the structure of the enterprise. Unfortunately, we lose the essence behind beautiful abbreviations and software products. It is interesting that a number of companies working in the service sector (cleaning, building maintenance) have just the right business processes. Perhaps this is due to the fact that they are usually quite recently created, and the processes on them are simpler and more transparent.
Production system
Currently, there are many companies that are building their production systems in the image and likeness of PS Toyota. I came across several documents describing the PS of different enterprises. Unfortunately, they were not clear to me. All included basic principles PS Toyota, ling tools were described. (I have not seen the KAIRYO instrument in the PS).
In my understanding, this is a small piece of the production system. Next, I will try to outline my understanding of the production system. Production system- a complex of infrastructure, equipment, tools, personnel, production, scientific, technical and information processes, operational, technological and organizational methods aiming at the efficient release of finished products. That is, for example, 4M - Model of the production system (Mensch + Maschine + Methode und Material), the concept is an order of magnitude wider. Further, I tried to summarize the components and functions of the PS into a table at the MACRO level (so far I do not pretend to be complete and accurate, let it be for discussion).
That is, LIN is one of the PS optimization tools. The PS, at least, should also include: development (KAIRYO, reengineering, purchase of new equipment), QMS (seen in PS KAMAZ), Economics (+ finance + accounting), etc. Separately, he summarized the methods of optimization of the PS in the table, which, along with LIN included: logistics, TOC, ERP (meaning work on changing, setting up software).
| Methods | Instruments | Description | Tasks | Goals |
| Lean Production | 5S | Workplace organization system | Improving production culture | |
| VSM analysis | Analysis of flows to create added value | Organization of flows to create added value | ||
| SMED | Rapid changeover system | Reduced changeover times, reduced batch sizes | Acceleration cash flow... Reduced WIP. | |
| TPM | System of universal productive equipment maintenance | Equipment management. Ensuring the smooth operation of equipment. | Cash flow acceleration. Reduced WIP. | |
| Kaizen | Bid submission system, aimed at improving the company's performance. |
Organizational system | ||
| JIT | System "Just-in-time" (Continuous flow, pulling system). Kanban. | Inventory Management | Reduced operating costs. Reduced WIP. | |
| CBT | T (Throughput); I (Inventory); OE (Operation Expense) | Cash flow generation rate. Connected capital. Operating expenses. |
Cash flow acceleration. Decrease Tied capital. Reduced Operating Costs. Return on Investment (ROI). |
|
| PB (Production Buffer) | A method of managing a production bottleneck. Production buffer. | Manufacturing management taking into account bottleneck | ||
| DBR (Drum-Buffer-Rope) | A method of managing a production bottleneck. Drum-buffer-rope. | Bottleneck Manufacturing Management | ||
| Logistics | ABC / XYZ analysis | Inventory management tool | Inventory Management | Reduced WIP |
| Freight traffic matrix | Traffic management tool | Freight traffic management | Cash flow acceleration. Reduced WIP. | |
| ERP system | Software, 1C, PDM | Automated control the whole enterprise | Planning and accounting. Inventory Management. Improving the efficiency of managerial decision-making. | Cash flow acceleration. Decrease in tied capital. Reduced operating costs. |
And in conclusion, I will try to answer the question of why PS projects often do not go, as the management would like.
It has already been mentioned many times on the forum that the key role is played by the head of the company. Otherwise, the whole process will turn into slogans, marking up and digging "let's implement something." If at the stand of the company implementing the PS it is written in order to: "Reduce the inventory turnover by 30%", then we can say that no one in the company is responsible for the inventory and PS - slogans!
Also, I would like to note that the implementation of the software system should be comprehensive, systematic and cover all components of the software system. For example, the PS postulate "the production process must be constantly improved with minimal or no cost" is tempting in itself. But shouldn't PS shouldn't develop, shouldn't there be investments? We're not talking about the PS of the post-war Toyta! In addition, the use of an acceptable SMED tool entails a change in the planning system and requires the calculation of a feasibility study (meaning the use of expensive fixtures for small parts). Perhaps this is the problem, that we are again trying to take part of a whole and try to make it work?
How do we count the millions saved when implementing the PS? Here, I would like to note one important point. Very often the savings are virtual. That is, it was possible, for example, to save a few hours of the time-attendant, or to save paper in the office. It is important not just to record the result. You just need to get a real economic effect. That is, take this reduction in hours into account in subsequent activities, or load the employee with other work. Reduce the paper consumption rate. In this case, financial and management support for the project can be provided.
From my point of view, the maximum optimization effect will be with the complex use of tools, as well as the analysis and possible optimization of the components of the software system. In one case, it is enough to use, for example VSM tool, in another, an additional ABC / XYZ analysis will be needed, somewhere development will be correct (investments, purchase of new equipment). In the following publications I will describe A complex approach to optimization based on the concept of development (KAIRYO). I would be grateful for critical remarks and additions.
At the center of the study of the organization of production are production systems, which are a special class of artificial material systems - social systems. (Remember - what other systems do you know from the course of studying other disciplines?)
A production system is a large, complex, cybernetic system of interconnected and interdependent elements of the production process, technical and organizational orderliness of production, forming a single whole and functioning for the purpose of producing industrial products or providing services.
The types of production systems are presented in table 1.1.
Table 1.1 - Types of production systems
| Classification attribute | Types of systems |
| By intended purpose | Production of products Provision of services Performance of works |
| By the stability of behavior | Static Dynamic Homeostatic |
| By the complexity of the structure | Simple Hard Very Hard |
| By the nature of internal connections | Directly linked Indirectly linked Mixed linked |
| By structure stability | Fixed structure Variable structure |
| By the form of entity representation | Formalized Material |
| By hierarchical level | Production organization(company) Enterprise Manufacturing Workshop Area Workplace |
Homeostasis(Old Greek ὁμοιοστάσις from ὁμοιος - the same, similar and στάσις - standing, immobility) - self-regulation, the ability of an open system to maintain the constancy of its internal state through coordinated reactions aimed at maintaining dynamic balance.
A systematic consideration of the organization of production systems makes it possible to establish that they isomorphic(that is, there is a formal correspondence between the general principles of their creation and special laws). This makes it possible to expound the laws of the organization of production systems mainly on the example of one system. The law expresses essential, stable, repetitive and necessary connections between phenomena. The organization of production systems is subject to the laws of the relevant sciences and the organization of production.
As the initial, independent of each other and not derived from other laws of the organization of production systems, two basic laws can be formulated: conformity and development.
Law of conformity means the need for the organization of the production system to correspond to the goals for which the system was created, to the external environment, and the elements of the system to each other. The truth of the law is proved by the opposite. It is impossible to imagine a viable production system that does not meet at least one of the requirements of this law.
Development law means the need to create an elastic organization of the production system that allows the production system to change over time. With regard to the organization of production systems, the law of development determines the need to change their organization under the influence of the deterioration of fixed assets, an increase in the general educational and cultural level of workers, scientific and technological progress, changes in production technology, production program.
A number of consequences follow from the laws of correspondence and development, which can be called second-order laws, and from them - third-order laws, and so on up to the consequences that characterize specific phenomena.
Systematization of the laws (and consequences) of the organization of production systems contributes to a more successful solution difficult tasks- for example, such as economic assessment activities of enterprises (and production systems in general); creating an atmosphere of interest of the collectives of enterprises in the adoption of intense plans; assessment of the preference of strategies for operational control actions; creation of a preferred organization of the production system, etc.
A systematic consideration of the laws of the organization of production makes it possible to more clearly delineate the areas of organization of production systems from the area of management of these systems.
The general director of dace group llc smbat harutyunyan, the prison trade house
Yakunin left, Rabinovich stayed
Rabinovich mikhail daniilovich
Lifting loads without special equipment - how to calculate and make a chain hoist with your own hands
New details about Dimona's "charity" empire
Principal Buyer
Edward cypherin biography. New Russian. How Eduard Shifrin, having earned $ 1 billion from Ukrainian steel, got involved in development in Russia. Eduard Shifrin and withdrawal of money