Organizational structure of management of a machine-building enterprise, workshop. Production structure of an industrial enterprise Composition of the production system of a medium-sized machine-building enterprise

A modern machine-building enterprise is, as a rule, very complex in its composition and is divided into production units - workshops. Workshop is the main production unit of an enterprise that performs a certain part of the production process (main or auxiliary) assigned to it. The workshops are completely independent and consist of sections, the number of which depends on the scale of production, the complexity of the operations performed, and the composition of the equipment.

The main factors that determine the structure of production divisions (shops) of an enterprise include the design features of manufactured products; volume of output (scale of production); labor intensity of manufactured products; the nature and degree of specialization - the production profile of the enterprise; method of manufacturing products - the composition and nature of the technological processes used.

Depending on the design features of the machines, some workshops can be main and auxiliary at the same time. At the same time, the formation of auxiliary workshops and their internal structure is carried out. The volume of product output and the labor intensity of its production affect the size of workshops, their number and specialization - when an enterprise produces homogeneous products, a narrower specialization of workshops is possible. The nature of the technology used is one of the most important factors determining the production structure of the enterprise, for example, the presence of a significant number of parts made from forgings requires the organization of an independent forging shop, and a significant need for original fasteners requires the allocation of an automatic machine shop.

The manufacturing process of products manufactured by a machine-building enterprise goes through several production stages:

• the procurement stage, at which the necessary blanks are obtained from raw materials and materials, approaching in shape and size to the finished parts;
• the processing stage, at which materials and workpieces are transformed into finished parts that have all the properties required by technical specifications (dimensions, processing accuracy) and meet physical and chemical requirements;
• assembly stage, i.e. assembly of parts into individual parts of the product (assemblies, mechanisms) and general (final) assembly of the product, as well as its testing.

The workshops at the procurement stage include foundry shops (gray and malleable cast iron, steel and non-ferrous castings), procurement shops, cutting and blank shops, forging shops, press shops, and metal structures shops. The workshops at the processing stage include mechanical processing, woodworking, thermal processing, protective and decorative coating (plating, painting) workshops. Workshops at the assembly stage are workshops for basic and general assembly, testing shops, and painting shops for finished products.

These workshops refer to the main production workshops, in which the manufacturing process of products is directly carried out. The main production shops specialize in three areas: performing homogeneous technological operations - organized according to technological characteristics; manufacturing of structurally similar or homogeneous parts and parts of a product using various technological processes - organized according to subject matter; the production of a limited range of blanks and parts using homogeneous technological processes is organized on a mixed basis.

To ensure the functioning of the main production workshops, auxiliary workshops are organized at the machine-building enterprise - auxiliary production workshops. These workshops provide the process of manufacturing products with technological equipment, energy; carry out repairs of equipment and accessories; manufacture various auxiliary devices and accessories; provide transportation of material resources, blanks, parts, assemblies, assemblies and final finished products to the warehouse. The approximate structure of the workshops of a machine-building enterprise is shown in Fig. 1.4.

Rice. 1.4.

A certain influence on the structure of workshops is exerted by the level of their specialization - the concentration at the enterprise of producing homogeneous, similar products. Specialization can be aimed at technological uniformity of work or limiting the range of products. Therefore, depending on the nature and level of specialization, an enterprise may have various types of main and auxiliary workshops.

Specialization can be subject, technological and detailed. At subject specialization, the company produces finished products consisting of individual parts, assemblies, and assemblies. Advantages technological specializations are as follows: firstly, the possibility of using the most rational technological production methods; secondly, the possibility of the fullest use of equipment and materials; thirdly, the possibility of mastering the production of new products without significant changes in already used technological processes. Detailed specialization is considered as a combination of subject and technological specialization, and its use is possible only on a sufficiently large scale of production of similar products.

Each of the workshops of a machine-building enterprise has its own specific features and technical and economic characteristics. As an example, consider mechanical, foundry, forging and assembly shops, which can be considered as typical representatives of main production shops in relation to the process of commodity distribution and the organization of logistics chains.

A significant part of the parts included in the products manufactured by machine-building enterprises are subjected to mechanical processing. The labor intensity of mechanical processing on average reaches 50% of the total labor intensity of manufactured products. At the same time, the quality of processing significantly affects the quality and labor intensity of both assembly operations and the finished product as a whole. The high labor intensity of mechanical processing and the use of a whole range of processing equipment and technological equipment lead to significant financial costs and at the same time affect the rhythm of the production process.

In machine shops, a wide range of various parts are processed, which differ in the grades and sizes of materials used, the method of obtaining workpieces, configuration, overall dimensions, weight, as well as the requirements for processing accuracy and surface cleanliness. At the same time, machining processes are distinguished by multi-operational technological routes, including a significant number of operations. At the same time, the wide range and variety of products, as well as the multi-operational nature of technological routes, require rational specialization of workshops and areas based on unification, standardization and normalization of parts and assemblies, typification of technological processes.

Depending on the weight of the workpieces, the design and technological features of the parts, as well as the type and scale of production, machine shops are classified into four classes (Fig. 1.5). Based on the weight of the workpiece, which is taken as a characteristic feature of each class, products are classified into light, medium, heavy and especially heavy:

Light products - special devices; special cutting

and measuring instruments, dies, fixtures and accessories

Rice. 1.5.

accessories for machine tools; precision metal-cutting machines for watch production and accessories for them; normal measuring and cutting tools; rolling bearings; computers; sewing machines; electrical and radio equipment;

• medium-sized products - metal-cutting, woodworking machines, textile and shoe machines; engines; compressors and pumps of low and medium power; railway locomotives of low and medium power; small and medium-sized printing machines; cars; tractors; engines for cars and tractors; motorcycles; bicycles; Agreecultural machines. Agreecultural equipment; electric motors of low and medium power;
• heavy products - large-sized metal-cutting and woodworking machines; forging hammers and presses; engines, pumps and high-power compressors; water and steam turbines; steam engines; mining and metallurgical equipment; large-sized printing machines; high power electric motors; heavy lifting equipment; road cars;
• especially heavy products - rolling and blast furnace equipment; especially heavy metal-cutting machines; high power hydraulic presses; powerful engines and turbogenerators; water turbines; car dumpers.

Mechanical shops for single and small-scale production are distinguished by a wide and varied range of parts manufactured in small quantities. Production in such workshops, as a rule, has sufficient flexibility, and technological processes are developed without much detail - in the form

route maps. This provides for the maximum concentration of operations performed at one workplace, the use of universal equipment and universal technological equipment, as well as the use of universal-purpose transport.

Batch production machine shops produce a limited and recurring range of parts. Mechanical shops of this type of production are characterized by deeper differentiation of the technological process, the use of a parallel-sequential type of movement of a batch of parts, and specialization of jobs. At the same time, the workshops are equipped with both universal and special machine tools. The share of special equipment increases with the transition to large-scale production - for these purposes, closed areas predominate and production lines are organized, and along with universal equipment, special vehicles and transport systems are widely used. In mass production machine shops, a narrow range of parts are produced in significant quantities - this type of production is characterized by a high level of specialization of jobs.

The most progressive organization of mechanical shops is their detailed specialization, which allows the most efficient use of the latest equipment and modern, advanced technologies. In this regard, according to the nature of specialization, the main groups of mechanical shops are distinguished (Table 1.5).

Table 1.5

Classification of machine shops depending on the nature of specialization

	Group of workshops	Nature of specialization
	Detail-specialized workshops	Production of a narrow range of structurally and technologically similar parts on a significant scale
	Completely specialized workshops	Production of sets of original parts included in certain components and specific units of the product
	Same specialized workshops	Manufacturing of similar parts with a wide range of products and small production scales for each item in the product range
	Universal profile workshops	Production of a wide range of parts included in the components and assemblies of the product, with a significant scale of its production

Detail-specialized workshops are organized, as a rule, for the production of parts for widespread use. Such workshops are characterized by the highest level of specialization, optimal production volumes and the highest level of technical and economic indicators. Completely specialized workshops(according to a unit or aggregate feature) are organized, as a rule, at serial and small-scale production enterprises. Single-type specialized workshops are organized at serial production enterprises for mechanical processing of original parts - in this case, along with production and automatic lines, subject-closed areas with different levels of specialization are widely used. Universal profile workshops are organized in the production of fairly simple products with a small number of names of parts included in the product.

Logistics chains in machine shops are the most complex organizationally, since, firstly, these shops use a wide range of materials used in technological processes and delivered from various factory warehouses; secondly, in these shops they produce a significant range of parts, characterized by multi-operational processing, so there is a need to have certain backlogs (stocks) of materials, blanks and parts between operations. The movement of material resources and parts in machine shops is simultaneously sequential, parallel and series-parallel, which depends on the batch of parts put into production.

When organizing supply chains in machine shops, such initial data as the number of factory supply warehouses from which materials are delivered are used; timing, nomenclature and quantity of materials delivered from factory supply warehouses; volumes of stocks of materials in the workshop warehouse, ensuring uninterrupted production process for a certain planning period; the size of the batch of each part launched into production; stocks of parts in work in progress (operational backlog); total processing time for each part in individual operations; the route of movement of each part in the workshop through technological operations; the number of workshops that consume parts manufactured in a machine shop; timing, nomenclature and quantity of parts transported to consumer workshops; types and number of vehicles required to deliver materials from factory supply warehouses and parts to consumer workshops.

Foundry shops are among the procurement shops of a machine-building enterprise and produce castings of various grades of metal, weight, size and configuration, which are one of the most common blanks for machine parts. The widespread use of castings as blanks for machine parts is explained by a number of features and advantages of foundry production:

• firstly, the possibility of producing castings from metals and alloys with various properties - high strength and ductility, a wide range of physical and chemical properties;
• secondly, the ability to produce castings of various configurations, sizes and weights, as well as varying degrees of accuracy;
• thirdly, the possibility of fairly quickly restructuring the foundry production from one type of casting to another type of casting.

In industrial production, depending on the method of manufacturing the casting mold, the technology of forming the melt casting and the foundry equipment used, various types of casting are used: casting in earth molds, casting in metal molds (chill molds), centrifugal casting, lost wax casting, pressure casting. In turn, foundries are classified into three groups depending on a number of characteristics (Table 1.6).

Table 1.6

Classification of foundries

In single and small-scale production shops, the range of castings produced is varied and unstable - non-repeating or rarely repeating. In this case, molding is carried out mainly in the ground. Unit type of production includes

also small foundries and departments serving mainly tool and repair shops. In large-scale and mass production workshops, a limited, periodically repeating or permanent range of castings is produced. Molding is done mainly by machines. In such workshops, as a rule, continuous production methods are used.

The organization, planning and economics of foundries depend largely on the specific casting production process and the type and scale of production. At the same time, the technological processes of foundry production are distinguished by their multi-operational nature and variety of operations, and, consequently, by a whole range of equipment used. In turn, the technological processes for manufacturing castings are also distinguished by significant diversity, and the use of each of these processes requires the use of specific equipment, special tooling, and at the same time affects the production structure of the foundry, the professional composition of personnel, labor organization, production planning and, ultimately, to the level of technical and economic indicators.

Due to the fact that casting production is a material-intensive industry, powerful workshop warehouses are organized in foundries (the production of 1 ton of castings requires 1,300 kg of charge materials and from 3 to 9 m 3 of molding soil). At the same time, foundries require powerful vehicles (when making castings, for example, in earthen molds, for every ton of suitable casting it is necessary to move about 130-160 tons of material resources). Consequently, in organizing the logistics chain of foundry production, the transport and warehouse component is of paramount importance.

Accordingly, foundries, due to the specific nature of the production process for making castings, have an extensive network of storage facilities. The storage of materials in them is organized in such a way as to ensure a minimum of warehouse operations and maximally optimize the preparation of materials before releasing them into production. In this case, pig iron is stored in stacks, which are placed in a certain way, preventing the possibility of mixing different grades of cast iron. The sprues are stored separately - by melts. Molding materials are stored in bunkers, and coke is stored in bins - in enclosed spaces.

The significant turnover of foundries necessitates special attention to the organization of transport and loading and unloading operations. To service foundries, road and rail transport is used, and the main types of intra-shop transport are conveyor devices, roller tables, electric bridge cranes, hoists, and pneumatic transport devices.

As for material and technical supply as a component of the logistics chain, foundries consume a limited range of material resources, and the number of suppliers of raw materials and materials is significantly less than in the logistics chains of machine shops.

The peculiarity of the organization of maintenance and repair of equipment used in foundries consists, first of all, in the significant variety of this equipment, in the specific conditions of its operation (dust, high temperature) and the relative simplicity of the design of the technological equipment. Almost every section of the workshop uses equipment that is not used in other workshops of the machine-building enterprise. This circumstance significantly complicates the organization of repairs and, in particular, the resolution of issues of specialization and centralization of repair work, and, consequently, the organization of a logistics chain that provides repair work with spare parts, basic and auxiliary materials. In turn, the complexity of the operating conditions of foundry equipment places special demands on the quality of repairs and routine maintenance.

Forge shops, like foundries, are among the procurement shops. The products of these shops are forged and stamped forgings, which are transferred to machine shops for further processing, and in some cases, when sufficient accuracy is achieved, they are supplied to assembly shops. The widespread use of metal forming is due to the high mechanical properties of forgings, significant productivity of forging equipment and a relatively high metal utilization rate. Forgings are used in the production of the most critical machine parts.

The forging production process is distinguished by a number of characteristic features that determine the planning, organization and economics of forging shops: firstly, the technological process of forging production includes a small number of operations (metal cutting, heating, forging or stamping, burr trimming); secondly, forging equipment is characterized by high productivity, which is associated with the low-operation technological process of forging production, which leads to a minimum production cycle time; thirdly, forging shops are metal-intensive industries that use expensive carbon and alloy steels; fourthly, forging production is an energy-intensive industry that consumes a significant amount of fuel and electricity.

Forging shops are classified according to the following main characteristics: maximum weight of forgings, approximate annual output, and the technological process prevailing in this shop (Table 1.7).

Table 1.7

Classification of forge shops

Name workshops	Class	Group	Characteristic
			Maximum forging weight, kg	Annual output, t	Technology
Kuznechny					Free forging and stamping
					Free forging and stamping
					Free forging and stamping
Press-forging					Free
Kuznechno- stamped					Stamping

Forge shops are characterized by single and small-scale production. These workshops produce products that are used in machine tool manufacturing (light), tool production, engine building, shipbuilding, compressor building, road engineering, forging and hoisting and transport engineering, in the production of locomotives and cars. Forging and pressing shops are also organized in single and small-scale production, and their products are used in the manufacture of metallurgical equipment, turbine construction, heavy machine tool building and mechanical engineering. Forging and stamping shops are characterized by large-scale and mass production. These workshops produce products for the production of motorcycles, agricultural machines, automotive and tractor manufacturing, tool production, and ball bearings.

The significant metal consumption of forging production, combined with the high productivity of the equipment, results in a large turnover of goods. However, intra-shop transportation is characterized by constancy and straightforwardness of routes, which simplifies the organization of logistics chains, and if we take into account the low operational efficiency of technological processes, then organizationally, logistics chains in forge shops are the simplest options both in length and in the number of links. In this regard, it should be noted that in forge shops, as in foundries, there is a need for significant warehouse space designed to store materials and dies.

At most machine-building enterprises, the production process is completed by assembly shops. Their products are machines, instruments, units, various technical devices that fully meet the requirements formulated in the technical documentation. Some indicators of the functioning of assembly shops - production volume, product quality, rhythm of production, to a certain extent characterize the work of the enterprise as a whole, and their value, as a rule, gives an idea of ​​the organizational and technical level of production.

The assembly process in general consists of connecting and ensuring the specified relative position and interaction of parts, assemblies and assemblies of the product. The labor intensity of assembly operations takes up from 20 to 60% of the total labor intensity of product manufacturing. At the same time, the technology of the assembly process is determined by the nature (functions performed) and design complexity of the products, the degree of manufacturability of their design and the scale of production. At the same time, assembly operations technologically have much in common, which allows the use of universal technological equipment, standard technological processes and forms of organization of assembly processes.

In terms of the nature and design features of the manufactured products, as well as the type of production, assembly shops are distinguished by significant diversity. However, the limited number of assembly operations and the direct dependence of technology and production organization on its scale make it possible to use standard solutions both in the field of technology and in the field of organization and planning of the production process. In turn, the purpose and design features of the product, along with the volume of its production, determine the main features of the assembly technology, the composition of the equipment and standard equipment. Therefore, the nomenclature and scale of production play a decisive role in choosing the most rational form of organizing assembly processes.

Classification criteria that allow us to establish the general features of technology and production planning are the design features of the product, the type (scale) of production, the organization of assembly and its types (Fig. 1.6).

Rice. 1.6.

Depending on the type of production, one or another form of organization of the assembly process is selected. The main types of organization of the assembly process are individual (team) and line assembly. Individual The product is assembled at a stationary workplace, usually by one assembler or team. In-line assembly differs from individual assembly in the deep differentiation of the assembly process and the narrow specialization of jobs. In practice, a combination of individual and flow assembly within one workshop or site is often used. At the same time, the degree of differentiation of the production process in this case can be different: as a rule, subassembly is carried out separately from the general (general) assembly, and at the same time, both elements of continuous production and individual assembly methods can be used in these options.

In assembly shops of single and small-scale production, a significant amount of finishing work is provided and the use of individual (team) assembly, which is characterized by the longest assembly cycle and a relatively low level of technical and economic indicators. In serial production shops, finishing work is reduced to a minimum, and the assembly process is differentiated, which makes it possible to organize specialization of jobs. In-line assembly methods or their elements are used here, which significantly reduces the labor intensity of assembly work and shortens the duration of the assembly cycle. In workshops of large-scale and mass production, assembly is carried out on the basis of the interchangeability of parts, and technological processes are maximally differentiated on the basis of in-line assembly.

Logistics chains in assembly shops are quite complex in their organization for several main reasons:

• firstly, the receipt of parts, assemblies and assemblies into assembly shops must be carried out within a strictly defined time frame from numerous production divisions of a machine-building enterprise, therefore, there is a need for clear coordination of the product distribution process;
• secondly, a significant range and volumes of parts, assemblies and assemblies delivered to assembly shops, manufactured at a machine-building enterprise, require coordinated actions of the transport sector and the warehouse system;
• thirdly, some of the components are supplied to the assembly areas of workshops through cooperation from manufacturing enterprises (suppliers) to the warehouses of the procurement department of a machine-building enterprise, therefore maximum consistency is required between all participants in the distribution chain;
• fourthly, assembly shops consume a significant amount of fasteners, which are stored in the material warehouses of these shops and must be replenished, having the required amount of inventory, therefore, the problem arises of optimizing the volume of inventory of fasteners;
• fifthly, the organization of the process of goods distribution between operations in assembly shops and, accordingly, between sections of assembly shops must be clearly synchronized, eliminating the possibility of equipment downtime.

The stated reasons for the complexity of organizing logistics chains in the assembly shops of a machine-building enterprise require the adoption of such logistics decisions that make it possible to rationalize the functioning of logistics, transport facilities, warehouse systems, management of inventories of material resources and the production process itself, which should ensure the rhythmic release of final finished products at a machine-building enterprise.

6.1. general characteristics

6.2. resources used

6.3. Environmental impact

6.4. Measures to reduce the level of negative impact of the machine-building complex on the environment and their prevention

6.5. New environmentally friendly technologies

general characteristics

The machine-building complex occupies one of the first places in the overall industry of Ukraine. Its products are widely used in all sectors of the Ukrainian economy. Today it is impossible to imagine human life without cars. Previously, the concept of “machine” meant only a technical device whose operation was based on the use of mechanical movement. But today its content has expanded significantly (this includes a computer, a radar, etc.). Modern mechanical engineering has become very knowledge-intensive. The global trend is the constant complication of machines.

In Ukraine, mechanical engineering is multidisciplinary and is represented by such industries as general, transport And precision engineering. Depending on the technological features, each industry has its own principles of location. Thus, general mechanical engineering gravitates primarily towards consumers and metallurgical bases, transport - towards labor resources of a certain qualification, precisely - towards the largest scientific centers.

Mechanical engineering is characterized by a variety of production tools and product range: machine tools, transport, energy, agricultural equipment, equipment for the nuclear industry, that is, each production has its own specific technologies. At the same time, machine-building enterprises are characterized by the commonality of raw materials (ferrous and non-ferrous metals and their alloys), the identity of the basic technological principles of converting them into parts (casting, forging, stamping, cutting, etc.), and parts into products (welding, assembly, etc.). The process of creating and manufacturing products covers a number of interrelated stages, the so-called “product life cycle,” starting with the development of design and technology, manufacturing of parts, assembly units and mechanisms, and ending with the actual production of products, their processing, testing and shipping to the consumer.

Structure of a machine-building enterprise

The average machine-building plant consists of a number of main and auxiliary workshops and services. The main workshops are procurement, processing and production. Procurement shops include iron and steel foundries, forging and press shops, and workshops for cutting blanks. The processing shops include mechanical, thermal, assembly, metal-processing (plating) shops and others. Manufacturing workshops ensure the production of industrial products. Auxiliary shops include tool shops, mechanical repair shops, experimental shops and others. Each enterprise has a number of services, which include warehouses, energy management, intra-factory transport, heating, ventilation, sewerage and a number of others.

All sub-sectors of mechanical engineering can be divided into two groups:

Resource-intensive

Knowledge-intensive.

Features of knowledge-intensive sub-sectors of mechanical engineering (production of communications equipment, computer technology and peripheral equipment, electronic computers, optical and other precision instruments): low material and energy consumption, low water consumption and, accordingly, significantly less emissions, discharges and solid waste into the environment. compared to resource-intensive ones, whose impact on the environment is significant.

General characteristics of the machine-building complex

The mechanical engineering complex consists of metalworking, mechanical engineering itself and small metallurgy (Fig. 6.1).

Rice. 6.1. Structural diagram of the machine-building complex.

Metalworking- manufacturing of metal products, metal structures, repair of machinery and equipment. Small metallurgy- these are small workshops within machine-building enterprises that produce parts for various machines and blanks for their manufacture. Small metallurgy is represented by foundry and forging production, welding and stamping.

Mechanical engineering reflects the technical progress of the country and is of great importance for the development of its productive forces, increasing the economic power of the state and the well-being of the people, it includes about 70 industries, the main ones are:

General mechanical engineering engages in the manufacture of means of production and sufficiently metal-containing ones. Therefore, it is aimed at consumers and iron and steel regions. Its main industries are heavy and agricultural engineering, as well as tractor manufacturing, machine tool manufacturing, and the production of equipment for the light and food industries.

Heavy engineering produces energy, metallurgical, mining, chemical and petrochemical equipment, machinery for construction and port facilities. In Ukraine, such regions and centers of heavy engineering have developed: Donetsk (Kramatorsk, Gorlovka), Kharkov (Kharkov), Prydneprovsk (Dnepropetrovsk, Krivoy Rog), Prykarpattya (Lvov, Drohobych, Borislav).

Agricultural engineering produces combines and other agricultural machines. It is consumer-oriented (specialization in agriculture). Grain harvesters are produced in Kherson and Alexandria, beet harvesters - in Ternopol and Dnepropetrovsk, corn harvesters - in Kherson, forage harvesters - in Svetlovodsk. Tractor manufacturing quite labor intensive. It produces wheeled and tracked tractors (Kharkov, Dnepropetrovsk) and tractor units (Kyiv, Vinnitsa).

Machine tool industry Mainly engaged in the production of machine tools - metalworking, woodworking, diamond cutting. Recently, the share of manufacturing equipment with numerical and program control and automatic machines has been growing. This industry is represented in Kyiv, Lvov, Kharkov, Dnepropetrovsk, Kramatorsk, Zhitomir.

Equipment for light and food industries are manufactured in many cities, which is associated with significant needs for these products. In particular, these products are produced in Kyiv, Kharkov, Odessa, Lvov, Vasilkov, Mukachevo and other cities.

Transport engineering Nowadays it is developing at a rapid pace. It produces various vehicles and is distinguished by its labor intensity. Its industry sectors include railway engineering, automotive, shipbuilding, and aircraft and rocket engineering.

Railway engineering is one of the oldest industries in Ukraine. It consists of two sub-sectors: locomotive building and carriage building. In our country, diesel locomotives (Lugansk, Kharkov) and electric locomotives (Dnepropetrovsk) are manufactured. The largest center of car manufacturing is Kremenchug, where freight cars are traditionally produced and the production of passenger cars has begun. Other centers are Dneprodzerzhinsk, Stakhanov, Lugansk, Mariupol.

Shipbuilding is a traditional industry in Ukraine. It is close to the consumer of finished products, that is, sea and river ports. Domestic shipbuilding arose at the end of the 18th century. in Kherson; But due to the convenience of its geographical location, Nikolaev became the largest shipbuilding center in Central Europe. There are three large shipbuilding enterprises in Nikolaev. River shipbuilding centers are located mainly on the Dnieper (Kyiv, Zaporozhye, Kherson) and the Danube (Yulia, Izmail).

Automotive industry Ukraine is distinguished by a variety of products. The manufacture of KrAZ trucks, which is established in the city of Kremenchug, is of export importance. Passenger cars are produced in Zaporozhye, Ilyichevsk, Lutsk and Cherkassy, ​​cargo-passenger cars - in Kremenchug, Lutsk and Lvov, motorcycles - in Kiev, mopeds - in Lvov, bicycles - in Kharkov and Chernigov. Recently, considerable attention has been paid to the production of public transport to meet the needs of large cities. Thus, buses are manufactured in Lvov and Cherkassy, ​​trolleybuses - in Kyiv, Lvov and Dnepropetrovsk, trams - in Lugansk and Dnepropetrovsk; Recently, the production of subway cars has begun in Kyiv and Kremenchug. There is a growing trend of creating car assembly plants in Ukraine - branches of foreign automobile companies. They arose in Uzhgorod, Lutsk, Kyiv, Simferopol, Zaporozhye, Chernigov, Boryspil and other cities of Ukraine.

Aircraft rocket engineering. On the world market, Ukraine is known for its heavy-duty cargo aircraft (Ruslan, Mriya) and passenger An-70, which are manufactured in Kyiv and Kharkov. Today, passenger planes and helicopters are manufactured in Kyiv, Kharkov, and Donetsk. The production of launch vehicles and other space technology is developed in Dnepropetrovsk.

Precision engineering became the property of the second half of the 20th century. It gave the world new products in instrument engineering, electrical engineering and especially electronics. Precision engineering is knowledge-intensive. Thus, measuring and computing instruments, medical equipment, refrigerators, televisions, radios, tape recorders, and watches are manufactured in Kyiv. There are televisions and radios in Dnepropetrovsk. In Lviv - measuring and electric lighting devices. In Donetsk - refrigerators. However, domestic precision engineering products do not yet withstand the competition of foreign manufacturers.

Each industrial enterprise consists of production units: workshops, sections, service farms, management bodies, organizations and institutions designed to meet the needs of the enterprise’s employees and members of their families. The complex of production units, enterprise management and employee service organizations, their number, size, relationships and relationships between them in terms of the size of occupied space, number of employees and throughput represent general structure of the enterprise .

The construction of a rational production structure of an enterprise is carried out in the following order:

· the composition of the enterprise's workshops and their capacity are established in sizes that ensure a given output of products;

· the areas for each workshop and warehouse are calculated, their spatial locations in the general plan of the enterprise are determined;

· all transport connections within the enterprise are planned, their interaction with national (external to the enterprise) routes;

· the shortest routes for the inter-shop movement of objects of labor during the production process are outlined.

Production divisions include workshops, areas, laboratories in which the main products (manufactured by the enterprise), components (purchased from outside), materials and semi-finished products, spare parts for servicing products and repairs during operation are manufactured, undergo inspections, tests; various types of energy are generated for technological purposes, etc.

The main structural production unit of the enterprise is the workshop. In mechanical engineering, workshops are usually divided into three groups: main, auxiliary, and service facilities.

IN main workshops operations are carried out to manufacture products intended for sale. The first group of main production workshops is called procurement, the second – processing and assembly.

TO procurement shops include: foundries, forging and stamping, forging and pressing, and sometimes workshops for welded structures. With the development of specialization and cooperation in mechanical engineering, a progressive direction is the creation of specialized procurement enterprises, for example, central foundries (centrolits) or forging plants. They are intended for centralized supply through the cooperation of several factories in the industry. In this case, procurement shops are excluded from the consumer plant, which simplifies the structure of the plant and increases the economic efficiency of production.

TO processing workshops include mechanical processing, woodworking, thermal, galvanic, paint and varnish protective and decorative coating shops. TO assembly workshops These include workshops for aggregate and final assembly of products, their painting, supply of spare parts and removable equipment.

Auxiliary workshops perform the function of technical maintenance of the main workshops or the enterprise as a whole. These include tool, model, mechanical repair, repair and construction, electrical repair, tool and stamping, abrasive, experimental, container and other workshops.

Service farms perform the function of economic maintenance of production.

These include storage, energy, transport and other facilities.

In addition to the listed workshops, almost every plant has production workshops, services and departments serving non-industrial facilities (municipal, cultural, residential and others).

A special role in the production structure of the enterprise is played by design bureaus, research and testing laboratories . They develop drawings and technological processes, carry out experimental work, bring product designs to full compliance with the requirements of state standards (GOST), technical specifications, and carry out experimental and development work.

When creating automated workshops, certain requirements are imposed on production units and equipment used in these units. The main factors changing production conditions are the following:

· wide and in some cases unstable range of manufactured products;

· failures of production equipment, equipment, tools and controls;

· uneven supply of semi-finished products;

· change in the physical and mechanical properties of the material being processed, etc.

Changes in the input conditions for manufacturing products force the creation of production systems that allow them to quickly respond to them in order to ensure the implementation of the production program for releasing products on time and with the required quality parameters.

In turn, the workshops include main (production) areas and auxiliary departments.

Basic (production) plots are created according to a technological or subject principle. In areas organized based on the principle of technological specialization , perform technological operations of a certain type. For example, sections can be organized in the following technological areas:

· in the foundry: land preparation, production of cores, foundry molds, processing of finished castings, etc.;

· in the forge - areas for the production of forged blanks on hammers and presses, heat treatment, etc.;

· in mechanical – turning, turret, milling, grinding, metalworking and other areas;

· in the assembly - sections of the basic and final assembly of products, testing of their parts and systems, control and testing station, painting, etc.

In areas organized according to the principle of subject specialization , carry out not individual types of operations, but technological processes as a whole, ultimately obtaining finished products for a given area. That is, in such areas a specific product or part of it is produced.

The composition of production areas and auxiliary departments is determined by the design of manufactured products, the technological process, the production program and the organization of production.

Control questions

1. What is meant by enterprise structure?

2. What is a workshop called?

3. What groups are the workshops divided into?

4. What is meant by main workshops?

5. What function do auxiliary workshops perform?

6. What function do service departments perform? What does this mean?

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

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

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

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

IT IS IMPORTANT

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

Key requirements for an effective production structure:

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

Rational specialization and cooperation of production units.

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

Main factors influencing the production structure:

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

ELEMENTS OF PRODUCTION STRUCTURE

Workplace

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

Types of jobs depending on the number of performers:

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

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

All workplaces are subject to a service system:

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

Production areas

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

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

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

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

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

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

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

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

Production workshops

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

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

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

EXAMPLE

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

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

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

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

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

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

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

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

Types of production structure of main workshops

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

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

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

FORMS OF PRODUCTION ORGANIZATION

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

Temporary structure of production organization

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

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

Spatial structure of the production process

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

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

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

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

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

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

Technological form of production organization

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

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

Subject form of production organization

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

Direct-flow form of production organization

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

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

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

Point form of production organization

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

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

Integrated form of production organization

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

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

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

NOTE

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

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

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

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

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

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

Block-modular form of production organization

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

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

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

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

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

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

NOTE

The implementation of these requirements is possible only with a comprehensive solution to the issues of labor organization, production and management.

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

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

PRODUCTION STRUCTURE ON THE EXAMPLE OF A REPAIR ENTERPRISE

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

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

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

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

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

WAYS TO IMPROVE THE PRODUCTION STRUCTURE OF THE ENTERPRISE

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

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

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

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

IT IS IMPORTANT

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

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

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

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

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

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

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

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

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

STRUCTURE OF A MACHINERY ENGINEERING ENTERPRISE

The structure of a machine-building plant in most cases is determined by the composition of its shops and services and depends, as a rule, on a number of factors: the nature of the product and the method of its manufacture, the scale of production, as well as the level and forms of specialization of the plant and its cooperation with other plants.

The required composition of the workshops of a machine-building plant is determined by the nomenclature and design of the products produced by the plant, the range of materials used, the types of workpieces, methods of their production and processing.

The structure of the enterprise, which characterizes the mutual spatial arrangement of production processes occurring in shop buildings, structures and devices, is displayed on the master plan.

The above solution for the master plan of one of the workshops of a machine-building plant shows an example of combining a number of buildings that are similar in the nature of production processes into separate groups located in special zones.

The principle of zoning is especially important for hot metal processing shops, workshops with hazardous industries and energy facilities with emissions into the atmosphere, as well as buildings with an increased fire hazard.

Experience shows that the production structure of workshops depends on the composition of their production areas. It is customary to organize single-unit and usually small-scale production workshops according to a technological principle, dividing them into departments with homogeneous equipment depending on the type, nature and technological purpose.

Shops for large-scale production, and with stable specialization, small-scale production, are formed according to the subject principle and are divided into bays in which homogeneous parts are processed (for example, bays of beds, gearboxes, shafts, etc.).

The equipment is arranged in such a way as to ensure the linear movement of the most labor-intensive parts during processing.

The high level of mechanization and automation of modern production processes makes it possible to eliminate the boundaries of technological division of production into separate closed workshops.

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

The main production unit of the plant is the workshop (headed by the workshop manager). A workshop is an administratively and economically separate production part of a plant, consisting of several sections and specially designed for the production of certain products - blanks, parts, assembly units (assemblies), products - or performing homogeneous technological processes (thermal, galvanic, finishing, etc.). P.).

Shops are divided into main, auxiliary, service and secondary. The main workshops carry out the production process of products. The main shops are divided into procurement (forging, foundry), processing (mechanical, thermal, woodworking) and assembly (product kitting). The main tasks of the main production are to ensure the movement of the product during its manufacturing process and to organize a rational technical and technological process.

The auxiliary workshops of the plant include divisions in which processes are carried out to ensure the uninterrupted execution of the main production process. The task of the auxiliary shops is the production of tooling for the production shops of the enterprise, the production of spare parts for plant equipment and energy resources. The most important of these shops are tool, repair, and energy shops. The number of auxiliary workshops and their sizes depend on the scale of production and the composition of the main workshops.

The supply of energy, transportation of raw materials, semi-finished products, and finished products to the main and auxiliary workshops is carried out by service workshops and farms. The purpose of service farms is to provide all parts of the enterprise with various types of services; instrumental, repair, energy, transport, warehouse, etc.

In secondary workshops, waste from the main production is used and processed. Side shops are shops in which products are made from production waste or used auxiliary materials are recovered for production needs.

The workshop is divided into several sections. A site is a smaller production division of a machine-building plant, directly headed by a senior foreman (site manager). The plots, in turn, are divided into lines. The smallest structure in a machine-building plant is the workplace, individual for each employee. The location of workplaces is determined by the layout of the site, line, workshop.

The main production areas can be organized according to technological or subject principles.

Each site is assigned a specific team - 10-12 people and a foreman. A production team is a workforce of workers in one or more specialties of various qualifications, united by common objects and means of labor and jointly performing a common production task, working for a single outfit, bearing individual and collective financial responsibility for the timely and high-quality completion of this task.

Brigades are created specialized and complex. A specialized team, as a rule, unites workers of the same profession engaged in homogeneous technological processes. An integrated team is organized from workers of various professions to perform complexes of technologically homogeneous, non-interrelated work, covering the full production cycle of a product, or its completed part.

To carry out the plan, the brigade is provided with the necessary organizational and technical conditions. The production area and equipment are assigned to it, the team is provided with technical documentation, tools, raw materials and semi-finished products.

Social infrastructure units also play an important role at the enterprise, which are designed to provide social services to workers, primarily the implementation of measures to improve labor protection, safety precautions, medical care, recreation, sports, consumer services, etc.