The main goals set in the course of labor rationing are to achieve the best ratio of the amount of labor and its remuneration, which will result in finding a fair measure of wages and the degree of workload of the employee.

The labor standards prepared by scientists-economists establish the proportion "the amount of labor / the volume of the product produced." If you need to display labor costs, then use the characteristics of the volume of work performed or working time. Labor standards are the basic component of labor standards in a particular production environment. The most common rules:

• time;
• workings;
• service.

These norms help to assess the measure of labor expended and, therefore, characterize the amount of labor and the amount of labor, the absence of which makes it impossible to implement the technological process. These norms make it possible to optimize the management process in the following areas:

1. Forecast the necessary production costs;
2. Calculate not only the number of required personnel, but also determine the structure according to the professional qualification principle;
3. It is optimal to organize the management of the production process and the promotion of products to the consumer.

In order to establish correct and scientifically confirmed labor standards, one must have a clear idea of ​​what each norm specifically regulates, understand the calculation methods and conditions for applying each of the norms.

Norm of time

Norm of time- confirmed expenditure of personnel time to complete a unit of work (production of a unit of output). The unit of account is 1 part, 1 product, 1 production operation, provision of some type of service, etc. The unit of measurement of this norm is man-hours. If the mining of 1 ton of coal requires the work of a miner for 1.6 hours, then it follows that the norm of time for this type of activity is 1.6 man-hours.

To fix the norm of time, a strict timing of the production operation is carried out in combination with strict observance of all technological conditions.

The calculation of the norm of time H vr is carried out as follows:

N vr \u003d t os + t s + t about + t ex + t pt,

where t pz - preparatory and final periods of work;

t c - main time;

t about - maintenance of the workplace;

t ex - necessary pauses for personal needs;

t pt - pauses specified by technology.

Time rationing provides an opportunity to develop production standards, assess the level of labor intensity of the product, and calculate labor productivity.

Production rate

Production rate- the volume of products / work of the appropriate quality, which is manufactured / performed per unit of time. The settlement time unit is considered to be any period of time convenient for these purposes - a shift, the time of a certain production cycle, an hour or other time period. reflected production rate in units of the manufactured product - pieces, liters, etc.

The calculation of the production rate H in per shift is carried out according to the following scheme:

H in \u003d T cm x H / H vr,

where T cm is the value of the shift;

N - the number of personnel involved in the process;

H vr - the norm of time per unit of work (product).

As an example, we calculate the production rate for a bricklayer who works independently for 8 hours, the time rate for 1 m³ of masonry is 5.3 man-hours:

H in \u003d 8 x 1 / 5.3 \u003d 1.5 m³

Thus, a bricklayer must lay out 1.5 m³ of brickwork per working day.

This norm is applicable to representatives of those professions whose production activity is reduced to the performance of one type of work in a normalized time cycle.

Service rate

Service rate- a rational value of subjects or objects (number of clients, jobs, machines, etc.) serviced by an employee or personnel of the enterprise for 1 work cycle in the conditions of his workplace.

The measurement value for this norm will be the number of customers, the number of equipment served, or the area in the appropriate metric units, etc.

If the time rate for servicing a client or equipment is known, it is possible to determine this rate H about as follows:

H about \u003d T cm x K / N time. about.,

where T cm is the value of the working day;

K - coefficient characterizing the degree of use of working time;

N time about. - service time.

With the help of simple calculations, we will establish that if the service time norm is accepted by the machine adjuster in the amount of 0.65 hours. with a working time of 8 hours. (K = 0.97), service rate will be:

H about \u003d 8 x0.97 / 0.65 \u003d 12 machines

This norm is used in the case of assessing the work of workers in auxiliary professions: service personnel, repair teams, quality control inspectors, storekeepers, transport workers, etc.

The norms considered allow us to carry out further calculations that determine the required labor productivity and the reserves of funds for wages. The way they are created, corrected, the intensity of the norms become the criteria for discussion during the conclusion of agreements on tariffs (collective agreements).

Reasoned norms make it possible to draw up an optimal task for the production period, avoid errors in planning, prevent large overfulfillment of planned targets and, thereby, balance production, preventing the creation of surplus parts and products, especially at intermediate stages of production.

Together with the labor standards adopted by individual enterprises, there are uniform norms for the production and prices of ENViR, calculated for enterprises of the same industry. They are set to standardize the most common types of work. When using these standards, the process of standardization at each particular enterprise is greatly simplified. ENViR operate in all state organizations and enterprises of any departmental affiliation.

Rationing of labor, its main tasks

Working time structure

Methodology for recording working time

Labor rationing- one of the main functions of production management, which includes the establishment of the time spent on the performance of work by specific employees and the establishment of labor standards, that is, norms of time, output, population standards, etc., established in accordance with the achieved level of technology, technology, organization of production and labor .

The most important tasks of labor regulation are:

• improving the organization and productivity of labor;
• reducing the complexity of products;
• increase in production volumes;
• effective use of the labor potential of employees, etc.

Labor rationing also makes it possible to determine the amount of individual remuneration for each employee, taking into account the quality of the work performed by him and to assess the loss of working time and their impact on the performance of the employee's main tasks.

Before proceeding to the study of the methodology for calculating the norms of time for the performance of a particular work, it is necessary to understand the structure of working time.

Work time- this is the time during which the employee must perform his labor duties in accordance with the labor schedule and his job description (the structure of working time is shown in the figure).

Working time structure

Working time consists of working time and break time.

Working hours- this is the part of the working time during which the employee performs certain work in accordance with the order of the management or according to the job description.

3 components of working time:

1) preparatory and final time;

2) operational time;

3) the time of maintenance of the workplace.

Preparatory and closing time- this is the time spent by the worker to prepare for the performance of the given work and the actions associated with its completion. The peculiarity of the preparatory-closing time is that its value does not depend on the amount of work, therefore, when the same work is performed for a long time, the preparatory-closing time per unit of work will be insignificant.

operational time is the time spent directly on the performance of a given task. It is divided into main and auxiliary time.

regular time is the time spent by the worker on the performance of his main work. Moreover, this process can be carried out directly by the worker or under his supervision (for example, the time to lift, move and lower the load; the time to actively monitor the progress of the hardware process and to adjust it).

Auxiliary time- this is the time spent by the worker on the activities that ensure the completion of the main work. It is repeated with a certain amount of work. Auxiliary are also the time spent on the movement of the worker necessary to perform operations and other similar work.

Workplace service time- this is the time spent by the worker on the care of the workplace and maintaining it in a condition that ensures productive work during the shift.

Break times- time, including regulated (time for rest and personal needs) and unregulated breaks (violations of labor discipline, violations of the sequence of the production process, etc.).

You can organize the accounting of working time using a methodology that is designed to calculate the labor intensity of work performed at enterprises, is based on the study of the cost of working time through observations and includes chronometric observations and photographic observations (photo of working time).

For your information

The lunch break is not included in the working time.

Timing observations- this is the study of the operation by observing and studying the costs of working time for the implementation of individual constituent elements of the operation, which are repeated many times during the work.

Note!

The purpose of timing is to obtain initial data for the development of time standards, the establishment of time standards for individual operations.

Photosurveillance (photography of working time)- observation and measurement of all, without exception, the costs of working time during the shift in the order of the actual sequence of these costs. A photograph of working time allows you to accumulate the necessary material for rationing the preparatory and final time, the maintenance time of the workplace, and rest time.

Accounting for working time: methods and stages

Tracking working hours with a photo of a working day

Let us consider the features of using a photograph of a working day to standardize the labor of the main production workers of industrial enterprises.

Stage 1. Determine the purpose of photo surveillance

The purpose of photographic observation is to establish the norms for the preparatory and final time, the time for servicing the workplace and the time for rest and personal needs.

For your information

A photograph of working time is not used to normalize operational time - chronometric observations are used for this.

Stage 2. We select the object of observation

It is important to choose the right employees when conducting observations, on the basis of which standards will be established, standards will be developed. The intensity of work for different employees is different due to psychophysical characteristics, and the norm should provide for an average intensity of work.

Observations should be carried out for employees whose qualifications correspond to the category of work and who have work experience of at least 2 years.

Stage 3. Determine the number of observations

To ensure sufficient accuracy of the results, depending on the type of production, it is recommended to carry out from 5 (for single and small-scale) to 20 (for mass) photo observations, summarizing the results obtained.

Stage 4. We carry out photo observations

Carrying out photographic observations consists in a detailed and consistent declaration of all operations performed by the employee at the workplace. Photographing is carried out from the moment the work shift begins, while the start time and end time of the observed operations are recorded. Recording can be made including using a video surveillance system.

To obtain results with a high degree of reliability, observations are recommended to be carried out for different performers.

Stage 5. Processing the results of the photo of working time

Processing the results of photographs of working time involves the analysis of the material, as well as entering the results of the observation into the observation sheet (Table 1).

Table 1

Observation Sheet No. 1

No. p / p		current time		Duration in minutes	Index
		watch	minutes
	Preparation of tools and equipment.
	Cleaning the workplace at the end of the working day
	Time for natural needs

The observation list indicates all the actions of the performer and breaks in work in the order in which they actually occurred, while fixing the current end time of each type of time expenditure, which, in turn, is the beginning of the next type of expenditure. Each entry shows either what the performer did, or what caused his inaction.

Paragraphs 1, 7, 23, 24, 25 reflect the preparatory and final work, maintenance of the workplace, time for personal needs. All other time costs are referred to operational time. These points are needed to determine the ratio of these types of time to operational time.

After filling in columns 1-4 of the observation sheet, the duration of each of the elements is calculated by subtracting the previous measurements from each subsequent measurement of the current time. The results are entered in column 5. Column 6 indicates the index of time spent, that is, the characteristic of the type of work time spent in accordance with the classification (Table 2).

table 2

Indexation of working hours

Index	Decryption
	Time (duration) of work
	Time (duration) of breaks
	Preparatory and closing time
	operational time
	regular time
	Auxiliary time
	Workplace service time
	Rest time
	Time for natural needs
	Time for rest and natural needs
	Break times for non-working reasons
	Break times for work-related reasons

Based on the results of observations, a summary of the elements of the preparatory and final time, time for servicing the workplace and time for rest and personal needs is compiled (Table 3).

Table 3

Summary of set-up time elements (time for maintenance of the workplace, time for rest and personal needs)

No. p / p	Index	Name of working hours	Observation sheet number					Average value
			23.11.2015	25.11.2015	26.11.2015	08.12.2015	16.12.2015
			Duration, min
		Preparation of tools and inventory
		Workplace cleaning
		Cleaning of tools and inventory. Delivery to the warehouse
		Time for natural needs (total per day)

With the help of a photograph of working time, the percentage of preparatory and final time (time for servicing the workplace and time for rest and personal needs) of the operational time is determined.

We will carry out calculations based on the fact that the duration of the working day is 8 hours:

• preparatory and final time - 0.11 of the operational time:

45 min. / (8 h - 30 min. - 15 min. - 15 min. - 10 min.);

• time for maintenance of the workplace - 0.037 of the operational time:

15 minutes. / (8 h - 30 min. - 15 min. - 15 min. - 10 min.);

• time for personal needs - 0.024 of the operational time:

10 min. / (8 h - 30 min. - 15 min. - 15 min. - 10 min.

Accounting for working time using chronometric observations

Stage 1. We analyze the list of work performed and divide the studied normalized types of work into constituent elements - operations, elements of operations, techniques, complexes of techniques, actions, etc.

Stage 2. We establish exact boundaries (fixing points) for the studied operations

Fixing points are the moments of the beginning and end of the execution of the operation (element of the operation). It is at these moments that time measurements begin and end.

Fixing points should be clearly identified by external signs (visible or audible).

Stage 3. Determine the number of timing observations

The number of necessary observations depends on the serial production:

• mass - 8-12 observations;
• large-scale - 6-10 observations;
• serial - 5-8 observations;
• small-scale — 4-6 observations.

Stage 4. Determine the object of observation

To identify the most rational methods of work, you should observe front-line employees.

If it is necessary to establish time standards for work performed by several employees, then several people are selected from them who have an average level of performance for the group and work experience in the specialty of at least 2 years.

With the number of 2-3 people in the group, it is enough to observe one; with a number of 4-5 people - for two; with a number of 6-8 people - for three, etc.

Stage 5. Timing observations

They should be carried out after 50-60 minutes. after the start of work and 1.5-2 hours before the end of work. It is not advisable to take measurements on the first and last day of the working week.

Let us consider the procedure for conducting chronometric observations using the example of small-scale production with an average number of observations of 5.

The observer counts the measurement results visually according to the indicators of the stopwatch hand and enters the results of the observations into the time card (Table 4).

Primary data is entered in the format "hours: minutes: seconds". In the future, when processing the results of observations, they are converted into a decimal format (man-hour; man-min.; man-sec.).

Table 4

Time card

No. p / p

Name of operation (element of operation)

Results of chronometric observations (hour:min:sec)

Number of results taken into account

Defective measurements, their cause and duration

Average operation time (hour:min:sec)

Stability coefficient, K set

norm

fact

Operation: Dismantling the A-712.11 sensor

Unscrew 4 bolts and open the compartment hatch

Disconnect the electrical connector cable from the sensor

Loosen 12 screws securing the sensor

Remove the sensor together with the rubber gasket

Install the plug in the place where the sensor was removed.

Wrap the sensor with plastic wrap

Close compartment hatch

TOTAL average duration of the operation "Dismantling sensor A-712.11":

After carrying out all the measurements, a series of values ​​is obtained that characterizes the duration of the operations (elements of operations), which is commonly called time series.

Stage 6. We analyze the quality of the results obtained

First, we identify and exclude erroneous (defective) measurements from further analysis.

For your information

Erroneous (defective) measurements are those measurements, the duration of which greatly exceeds the average duration of the operation or, conversely, is much lower than its value.

Secondly, we analyze the quality of the results obtained through the magnitude of fluctuations in values ​​- through the stability coefficient (K set), which shows the ratio of the maximum and minimum measurement results:

K mouth \u003d T max / T min,

where T max is the maximum duration of the execution of this element of the operation;

T min is the minimum duration of the execution of this element of the operation.

Comparing the actual values ​​of the stability coefficients for each element of the operation with its standard value, the quality of timing is determined:

if K mouth. fact ≤ K set. norms, observation is performed qualitatively;

if K mouth. fact > To set. norms, then one or both of the extreme values ​​(maximum or minimum) should be excluded from the series of obtained observational results, provided that they did not repeat more than once.

Note!

The number of excluded values, including erroneous (defective) ones, cannot exceed 15%. If the number of exclusions is exceeded, observations should be re-conducted.

After eliminating one or two extreme values ​​of the observation, it is necessary to re-calculate K mouth and compare it with the standard value. If these results also show that the observations are performed poorly and K const. fact ≤ K set. norms, observations must be repeated from the beginning, further exclusion of values ​​is not possible.

The normative values ​​of the stability coefficient are presented in Table. 5.

Table 5

Normative values ​​of the stability coefficient depending on the serial production and the duration of the operation

Duration of the studied element of the operation, sec.	Standard values ​​of stability factor
	during machine work	during machine-manual work	during manual work
Mass production
From 6 sec. up to 15 sec.
Over 15 sec.
Large batch production
From 6 sec. up to 15 sec.
Over 15 sec.
Mass production
Over 6 sec.
Small batch production
Small batch production

For the small-scale production analyzed by us during manual work, the standard value is K set = 3, its calculated value does not exceed 1.9 (0:02:30 / 0:01:19).

Thus, chronometric observations make it possible to set the average value for the operational time for the execution of work by production workers for the operation "dismantling the A-712.11 sensor" - 0:12:00, or 0.2 man-hours.

Stage 7. Processing the results

On the basis of the remaining results of observations (except for erroneous ones), it is necessary to establish the average duration of the elements of the operation by adding the recorded results and dividing them by the number of observations made.

The classification of working time is presented in Table. 6.

Table 6

Time classification

Time	Types of jobs
Preparatory and final time t pz	Receiving a tool, preparing it for work at the beginning of the shift and handing it over at the end of the shift; preparation of documentation necessary for the operation; obtaining consumables and spare parts necessary for the operation. The preparatory-final time is determined according to photographic observations and is set as a percentage of the operational time
Main operation time t O	The list of works related to the section "Main time for the execution of work" is determined by the technology of the work. The main time of the operation is determined according to the data of chronometric observations
Auxiliary execution time of the operation, t V	The time it takes a worker to move to complete an operation. The auxiliary time of the operation is determined by the data of photographic observations
Workplace service time, t orm	Inspection; cleaning the workplace after work. The service time of the workplace is determined according to photographic observations and is set as a percentage of the operational time
Time for rest and personal needs, t He	Time for rest and personal needs is determined according to photographic observations and is set as a percentage of operational time. In addition, rest time is also provided in accordance with the nature of the work performed: performance of work in cramped conditions; accounting for temperature during the performance of work; taking into account the explosive environment in the performance of work; working posture; pace of work, etc.

We determine the norms for spending time on regulated breaks

Rest time should not be less than 10 minutes. in shift. In addition, all employees, regardless of the type of work, are allocated 10 minutes. for personal needs. Where public areas are remote, the time for personal needs is increased to 15 minutes. in shift.

Thus, without the use of correction factors for working conditions, time for rest and personal needs should not be less than 20 minutes. in shift.

Time for regulated breaks, allocated depending on working conditions, is determined as a percentage or in minutes for an 8-hour work shift.

For your information

With a shorter or longer working shift, the time for regulated breaks increases or decreases proportionally.

Time for rest allocated for nervous tension. Nervous tension is caused by nervous stress, one of the psychophysiological elements of working conditions, and is caused by a high pace of work, the need for concentration and constant attention, a shortage of time to complete work, the need to ensure the safety of work, etc. (Table 7).

Table 7

Rest time allocated for nervous tension

Job Description	Rest time per shift
		% of operational time
Works of average accuracy. The size of the object of distinction is 1.1-0.51 mm Works on scaffolds with a fence Works related to hearing strain (radio operators, telephonists, etc.) Works in underground workings
High precision work. The size of the object of distinction is 0.5-0.31 mm Works with responsibility for material values Vehicle driving work Work at a low height without a fence, or with a fence above the molten metal, red-hot hearth of metallurgical units Works on slag downloading, draining and pouring hot metal, marking, cutting hot metal in the rolling stream
Works of special precision. The size of the object of distinction is 0.3-0.15 mm Work at height or on scaffolds without fencing, when the use of personal safety equipment is not taken into account by labor standards Work with responsibility for the safety of others, with the risk of injury
Works of the highest precision. The size of the object of distinction is less than 0.15 mm High personal risk jobs

For an uncomfortable working position time is also allocated for rest (Table 8).

Table 8

Time for rest allocated for a working posture

Characteristics of the main working postures and movements in space	Rest time per shift
		% of operational time
Fixed, "sitting"
Standing, frequent tilts and turns of the torso
Standing with arms outstretched
Crouching in cramped places, lying down, kneeling, squatting
Walking 11 to 16 km per shift
Walking over 16 km per shift

Time for rest allocated for meteorological conditions. Meteorological conditions at work include:

• temperature (in °C);
• humidity (in %);
• air mobility (m/s);
• infrared (thermal) radiation (cal / cm 2 × min.).

Time for rest is allocated for work with elevated air temperature (Table 9).

Table 9

Rest time depending on the air temperature in the working area

Air temperature, ºС	Rest time per shift
		% of operational time

With a decrease in relative humidity to 20% and an increase of more than 75%, the rest time should be increased by 1.2 times; with a decrease in humidity to 10% and an increase in it over 80% - 1.3 times.

With heavy physical work, the time for rest allocated for elevated temperature increases by 4 times.

Those working in open work areas at low temperatures are provided with time for warm-up breaks. During this period, the employee naturally rests. Therefore, additional breaks are inappropriate. It is recommended to allocate time for heating for those working in conditions that cause hypothermia of the body.

Time for rest when working with harmful substances. Harmful substances are substances that, when in contact with the human body, in case of violation of safety requirements, can cause occupational injuries, occupational diseases or deviations in health, detected by modern methods both in the process of work and in the long-term life of this and subsequent generations (GOST 12.1 .007-76).

Rest time allocated for lighting. Time for rest due to insufficient lighting is not provided, with the exception of work performed in complete darkness - in this case, 15-20 minutes are allocated for rest. in shift.

Time for rest allocated to employees of a mental type of activity with various labor intensity. With a 5-day working week and an 8-hour shift, the duration of the lunch break is 30-60 minutes, and it is recommended to set regulated breaks 2 hours after the start of the work shift and 2 hours after the lunch break lasting 5-10 minutes. each (Table 10).

During regulated breaks, in order to reduce neuro-emotional stress, fatigue of the visual and other analyzers, it is advisable to perform sets of physical exercises, including exercises for the eyes.

	Break	Time spending	Duration
				% of operational time
morning shift
	Scheduled break	2 hours after start of work
	Lunch break	4 hours after start of work
	Scheduled break	6 hours after start of work
	micropauses		40 sec.-3 min.
Evening shift
	Scheduled break	After 1.5-2 hours from the start of work
	Lunch break	After 3.5-4 hours from the start of work
	Scheduled break	6 hours after start of work
	micropauses	Individually as needed	40 sec.-3 min.
Night shift
	Break for meals	After 2.5-3 hours from the start of work
	Scheduled break. Alternate individual rest when the resting person is replaced by an adjuster or another operator	Deep hours of the night
	micropauses	individually as needed. Every hour (one and a half) of work	40 sec.-3 min.

The organization of work and rest regimes when working with a PC is carried out in accordance with SanPiN 2.2.2 / 2.4.1340-03 "Hygienic requirements for personal electronic computers and organization of work: sanitary and epidemiological rules and regulations" depending on the type and category of labor activities.

Types of labor activity are divided into 3 groups:

• group A - work on reading information from the screen;
• group B - work on entering information;
• group B - creative work in the mode of dialogue with a personal computer.

When performing during the work shift the functions related to different types of labor activity, the main work with a PC should be taken as the one that takes at least 50% of the time during the work shift or working day.

For types of labor activity, 3 categories of severity and intensity of work with a PC are established, which are determined by:

• for group A - according to the total number of characters read per shift, but not more than 60,000 characters per shift;
• for group B - according to the total number of characters read or entered per shift, but not more than 40,000 characters per shift;
• for group B - according to the total time of direct work with a PC per shift, but not more than 6 hours per shift.

Table 11

The total time of regulated breaks depending on the duration of work, type and category of labor activity with a PC

	The level of load per shift when working with a PC			Total break time
	group A, number of characters	group B, number of characters	group B, h		% of operational time

For your information

When working with a PC during the night shift (from 10 p.m. to 6 a.m.), regardless of the category and type of labor activity, the duration of regulated breaks should be increased by 30%.

In the general mode of operation, the following regulations should be followed: at 120 min. work is given 10 min. break for rest and personal needs.

Calculation of indicators of typical norms of time

Indicators of typical time norms are calculated according to the following formula:

H in = t pz + t o + t in + t orm + t he + t y,

where H in - the norm of time;

t pz - preparatory-final time;

t o - the main time of the operation;

t in - auxiliary time of work performance;

t rm - the time of service of the workplace;

t he is the time for rest and personal needs;

t y - time for rest allocated depending on working conditions.

The preparatory and final time, the time for servicing the workplace and the time for rest and personal needs is determined according to the photograph of working time as a percentage of the operational time.

Time for rest, allocated depending on working conditions, can be determined as a percentage of the operational time:

t y= t op × k he,

Where t op - operational time of work ( t op = t o + t V);

K he is a coefficient that takes into account the time for rest allocated depending on working conditions.

On the basis of the results of the conducted studies, the indicators of the complexity of performing each operation as part of the work are determined. At the same time, the total coefficient for taking into account the conditions of work (∑K control) is applied to the results obtained, which is calculated according to the following formula:

∑ K control \u003d K 1 + K 2 + K 3 +. . . + K n ,

where K 1 , K 2 , K 3 , ..., K n - coefficients for taking into account the conditions of work.

We apply the coefficients for taking into account the conditions of work. Then the formula for calculating the norm of time will take the following form:

H in = t pz + t o + t orm + t he + ( t op × ∑ K control).

Example

Let's calculate the time rate for the operation "dismantling the A-712.11 unit":

• operational time — 12 min. (0.2 person-hour), established by chronometric observations;
• preparatory-final time - 0.11 of the operational time, established by photographic observations; 0.11 × 0.2 = 0.022 man-hours;
• time for maintenance of the workplace - 0.037 of the operational time, established by photographic observations; 0.037 × 0.2 = 0.0074 man-hours;
• time for rest and personal needs - 0.024 of the operational time, established by photographic observations; 0.024 × 0.2 = 0.0048 man-hours

Now we apply the increasing factors for accounting for working conditions.

The dismantling of the A-712.11 unit involves:

• work with responsibility for material values ​​(from the section "Time for rest allocated for nervous tension"), which is 2% of the operational time;
• standing work, arms stretched up (from the section “Time for rest allocated for a working posture) - 2.5% of the operational time;
• work at a temperature of 25 ºС (from the section "Time to rest depending on the air temperature in the working area") - 1% of the operational time.

The total coefficient for taking into account the working conditions is:

0,02 + 0,025 + 0,01 = 0,055.

Thus, the norm of time for the dismantling of the A-712.11 unit will be:

0.022 + 0.2 + 0.0074 + 0.0048 + (0.2 × 0.055) = 0.25 man-hours, which is approximately 15 minutes.

Thus, the operational time for the dismantling work, spent by the production worker and associated with the direct performance of the dismantling work, is 12 minutes, and the remaining 3 minutes. are distributed to work on maintenance of the workplace, preparatory and final work, time for rest, personal needs, etc.

conclusions

Accounting for labor resources is mandatory, but impossible without a system of labor rationing.

Applying the considered methodology for accounting for the costs of working time, it is possible to determine reasonable and, most importantly, labor standards that are closest to reality.

In conclusion, we summarize the basic principles of labor rationing:

• proper organization of work and rest regimes for employees of the enterprise;
• mandatory classification of working hours with a clear definition of the list of works related to each group;
• determination of the type of enterprise depending on the serial production;
• determination of working time groups, which will be normalized with the use of photographic and chronometric observations;
• determination of a group of specialists for whom observations will be established;
• carrying out observations with a clear fixation of their results every minute in the appropriate forms of documents (you can use those presented in the article or develop your own forms, fixing them with a regulatory act of the enterprise);
• analysis of the results with an emphasis on the average values ​​of the indicators.

A. N. Dubonosov,
Deputy Head of PEO

Labor rationing is an integral part (function) of production management and includes the determination of the necessary labor costs of working time for the performance of work (production of a unit of output) by individual workers (teams) and the establishment of labor standards on this basis.

It is necessary to distinguish between the concept of a norm and standards for labor regulation. Norm- this is the quantitative size of the maximum allowable consumption of elements of the production process or the minimum required result of resources. Standards for labor rationing- these are the initial values ​​used to calculate the duration of the execution of individual elements of work under specific organizational and technological conditions of production.

The following types of norms and standards are distinguished.

1) The time limit - this is the amount of necessary and scientifically justified costs working hours for execution units of output or work in minutes or hours (min/piece, h/piece). from the norms of time for the performance of a unit of work.

2) Production rate- this is the established amount of work (number of units of production) that an employee or a group of employees (in particular, a team) of appropriate qualifications is required to perform (manufacture, transport, etc.) per unit of working time in certain organizational and technical conditions. The production rate (Hb) is defined as the amount of product to be manufactured within an hour.

3) Service rate- this is the number of production facilities (pieces of equipment, jobs, etc.) that an employee or a group of employees (in particular, a team) of appropriate qualifications are required to serve during a unit of working time in certain organizational and technical conditions. These norms are intended to standardize the labor of workers engaged in the maintenance of equipment, production areas, workplaces, as well as for persons servicing computers and cleaners.

4) Controllability rate is the number of subordinate employees per manager.

5) Number norm - this is the established number of employees of a certain professional and qualification composition, necessary to perform specific production, management functions or scope of work in certain organizational and technical conditions. According to the norms of the number, labor costs are determined by professions, specialties, groups or types of work, individual functions, as a whole for an enterprise or workshop, their structural divisions.

6) Number standard- a predetermined estimated value, which is the number of workers who can be kept to service a particular facility or perform a certain amount of work (that is, it is established on the basis of service standards).

In the course of rationing, the costs of working time are studied. Work time- the duration of the working day (working week) established by law, during which the worker performs the work entrusted to him.

Working time is divided into two parts:

* normalized time (associated with the task);

* non-standardized time (loss time).

1. Normalized time consists of preparatory and final time, operational time, time for servicing the workplace, breaks for rest and personal needs, breaks for organizational and technical reasons.

In general, the value norms of time includes:

The preparatory-final time is spent by the worker on preparing for the performance of the given work and on the actions associated with its completion. The norm of preparatory and final time is set either for a batch of products or for a work shift.

Operational time is used directly to perform a given work. It is divided into two parts: main (technological) time; auxiliary time. Basic (technological) time - this is the time spent by the worker to change the object of labor (its shape, size, appearance, physical-chemical or mechanical properties, etc.), its state and position in space and is repeated in the manufacture of each unit of production. Auxiliary time includes the time that is spent on working methods, without which the main (technological) process is impossible: installation and removal of a part, machine control, tool approach and withdrawal, etc.

The workplace maintenance time is used by the worker to take care of his workplace and maintain it in working condition throughout the shift and is divided into:

* organizational service time, it is not related to the work performed and is implemented 2 times per shift: at the beginning and at the end of the shift;

* maintenance time, related to the operation being performed; this is the time spent on adjusting equipment and fixtures during operation, changing dull tools, cleaning chips, etc.

Breaks for rest and personal needs are usually set at 8-10 minutes per shift (on construction sites - 15 minutes) and in all cases are included in the time limit.

Time of breaks for organizational and technical reasons - these are breaks associated with the repair of mechanisms on schedule, waiting for service due to the employment of a worker serving several machines.

2. To non-standardized time the loss time applies:

* for organizational and technical reasons. These are losses associated with waiting for work, workpieces, tools, machine repairs, masters, etc.

* due to the fault of the worker. Under the loss of working time due to the fault of the worker understand breaks in work due to violations of labor discipline and daily routine.

There are two main types of rationing of the cost of working time:

Experimental-statistical. With this method, the norms are set on the basis of the personal experience of the normer, statistical data. Such norms are called experimental-static, they do not contribute to an increase in labor productivity, therefore they must be replaced by scientifically based norms established by analytical methods.

Analytical. scientific method. It is based on the study of the operation by dividing it into labor methods, on the study of factors affecting the duration of individual labor methods; on the design of a rational labor process, taking into account the psychophysiological characteristics of a person. On this basis, the standard duration of individual elements of work is determined and the norm of time is calculated. When using the analytical method, labor standards are established in the following ways:

1) research. It is based on the photo data of the working day and timing, so it is quite laborious, but it provides high accuracy of calculations.

2) analytical. Time standards are calculated according to ready-made standards, which were previously established by an analytical and research method.

* 86 Essence and individual factors influencing people.

* 87 Financial aspects of the business plan.

* 88 Strategic, long-term, short-term financial planning.

Financial planning at the enterprise includes three main subsystems: long-term financial planning, current financial planning, operational financial planning.

Strategic financial planning determines the most important indicators, proportions and rates of expanded reproduction, is the main form of achieving the goals of the enterprise. Covers a period of 3-5 years. The period from 1 to 3 years is conditional, as it depends on economic stability and the ability to predict the volume of financial resources and directions for their use. Within the framework of strategic planning, long-term development guidelines and goals of the enterprise, a long-term course of action to achieve the goal and allocate resources are determined. Alternative options are being searched, the best choice is being made, and the enterprise strategy is based on it.

Long-term financial planning is “doing” planning. Covers a period of 1-2 years. It is based on the developed financial strategy and financial policy for certain aspects of financial activity. This type of financial planning consists in the development of specific types of current financial plans that enable the enterprise to determine for the coming period all sources of financing for its development, form the structure of its income and costs, ensure its constant solvency, and also determine the structure of its assets and capital of the enterprise at the end planned period.

The result of the current financial planning is the development of three main documents: cash flow plan; profit and loss plan; balance sheet plan.

The main purpose of constructing these documents is to assess the financial position of the enterprise at the end of the planning period. The current financial plan is drawn up for a period equal to 1 year. This is explained by the fact that seasonal fluctuations in market conditions are mainly leveled out over 1 year. The annual financial plan is divided quarterly or monthly, since during the year the need for funds may change and in some quarter (month) there may be a lack of financial resources.

Short-term (operational) financial planning complements the long-term, it is necessary in order to control the receipt of actual revenue to the current account and the expenditure of cash financial resources. Financial planning includes the preparation and execution of a payment calendar, cash plan and calculation of the need for a short-term loan.

* 89 The state budget is the main link in the country's financial system.

1. The state budget(from the English budget - bag, purse) - this is an estimate of the state's income and expenditure for a certain period of time, compiled indicating the sources of government revenue and directions, channels for spending money.

2. The state budget is drawn up by the government and approved by the highest legislative bodies (in Russia - in the form of a law of the State Duma of the Federal Assembly of the Russian Federation). At the end of the financial year, the Government of the Russian Federation must report on the execution of the budget.

3. The most important parts of the state budget are its revenue and expenditure parts.

* revenue part - shows the sources of budget funds;

* expenditure part - shows for what purposes the funds accumulated by the state are directed.

4. Sources of income:

* government loans (securities, treasury bills, etc.);

* issue (additional issue) of paper and credit money;

* loans from international organizations.

5. The structure of the expenditure side of the budget in developed countries:

* social needs (at least 50% of all expenses);

* maintaining the country's defense capability (approximately 20%);

* public debt servicing;

* provision of subsidies to enterprises;

* development of infrastructure (roads, communications, transport, external energy supply, landscaping, etc.).

The structure of the expenditure part of the budget is determined by the relevance of the tasks set and the ways to solve them in accordance with the concept of economic policy.

6. Budget policy includes determining the ratio between the revenue and expenditure parts of the state budget. There are three different options here:

* Balanced budget – budget expenditures are equal to revenues. This is the most optimal state of the budget.

* Deficit budget - budget expenditures are higher than revenues. The deficit is the difference between expenditures and budget revenues.

* Budget surplus – budget revenues are higher than expenditures. A surplus is the difference between budget revenues and expenditures.

7. Sources of covering the budget deficit

Ö Government borrowing (deficit financing policy)

* Domestic loans - loans within the country from firms and households through the issuance of securities (government bonds).

* External loans - from foreign states, foreign banks and international organizations.

Deficient budget financing is an important remedy against declines in private investment and consumption, and thus against a decline in employment.

Money issue (issue of money) by the Central Bank in exchange for government obligations. As a result of printing additional money, there is a threat of inflation (an increase in the unsecured money supply, resulting in an increase in prices), as additional demand for goods and services is created. If inflation assumes alarming proportions, then it is urgent to cut budgetary spending.

8. Factors affecting the state budget

* long-term trends in tax revenues and government spending;

* phase of the economic cycle in the country;

* current state policy.

9. Public debt is the amount of the state's debt on issued and outstanding loans, including interest accrued on them.

10. Debt service is the payment of interest on debt and the gradual repayment of the principal amount of the debt.

11. Public debt

Domestic public debt - debt obligations of the federal government to legal entities and individuals, expressed in national currency.

Domestic debt obligations:

* Market - debt obligations issued by the state in the domestic market in the form of securities - bonds

* Non-market - arise as a result of the execution of the budget (the debt of budgetary organizations is re-registered into the state internal debt by the end)

External public debt - the debt of the state on outstanding foreign loans and unpaid interest on them to international and state banks, organizations, governments, private foreign banks, etc., expressed in foreign currency

12. Domestic public debt is the result of the budget deficit and the issuance of government bonds to cover it. The state is the debtor of the bondholders.

Causes of Domestic Public Debt

* Obtaining government loans from commercial banks, legal entities, denominated in national currency.

* Realization by the state of internal loans (placement of securities on behalf of the state).

* Provision of budget loans from one level of the budget system to another.

13. External public debt is a more serious problem. With the advent of external debt, not only credit obligations arise, but also obligations of a different kind - for the provision of financial assistance, creditors require the fulfillment of a number of conditions. External public debt implies strict loan repayment terms, non-compliance with which leads to new sanctions.

It is not the absolute indicators of external debt that are important, but its relation to other economic indicators of the state:

* the amount of debt per capita;

* the ratio of debt to GDP (it should not be more than 80%);

* the ratio of the amount of public debt to the volume of exports (it should not exceed the amount of exports by more than 2 times);

* debt service costs in relation to the amount of exports (should not exceed 15-20%);

* the ratio of external debt to the amount of gold and foreign exchange reserves.

14. Debt restructuring - revision of the terms of debt service (interest, amounts, terms of the beginning of the return). Restructuring occurs when the country is unable to repay the debt on the original terms.

15. Measures for public debt management:

* Prevention of a debt trap, in which all resources are used to pay off debt, and not to increase national wealth.

* Search for funds to pay off debt.

* Neutralizing the negative effects of public debt.

* Efficient use of borrowing funds, that is, directing them to projects that, in the allotted time, will provide income in excess of the amount of debt and interest on it.

* 90 Theories of motivations.

Motivation is one of the most important functions of management. It implies a system of factors (motivating forces) that contribute to the implementation of a specific task aimed at achieving the goals of the enterprise.

Motivation- the process of stimulating a person (employee, performer) or a group of people to activities aimed at achieving the goals of organizations.

Motivation- a force that encourages action, a psychoenergetic potential that directs a person to a certain activity, the achievement of a certain goal.

motive- an internal impulse (impulse) that makes a person act in a certain way.

It is known that the stimulation of a person is directly related to the satisfaction of his various needs (physiological, spiritual, economic).

Need- the conscious absence of something, causing an impulse to act. Distinguish between primary and secondary needs. The primary ones are laid down genetically, and the secondary ones are developed in the course of knowledge and experience. Needs can be met with rewards.

Rewards This is what a person considers valuable for himself. Managers use extrinsic rewards (cash, promotions) and intrinsic rewards through the work itself (sense of success).

The development of the theory of motivation began at the beginning of the 20th century. There are the following groups of theories of motivation:

* procedural theories (Vroom and others);

* theories based on the attitude of man to work (McGregor, Ouchi).

According to the theory of A. Maslow, there are five main types of needs:

* physiological needs (level 1);

* the need for security (level 2);

* social needs (level 3);

* the need for respect and self-affirmation (level 4);

* the need for self-expression (level 5).

Rice. 17. A. Maslow's theory of needs

These needs form a hierarchical structure that determines human behavior, and the needs of the higher level do not motivate the person until the needs of the lower level are at least partially satisfied.

Maslow's theory is based on the following principles:

* needs are divided into primary and secondary and form a five-level hierarchical structure in which they are located in accordance with priority;

* human behavior is determined by the lowest unsatisfied need of the hierarchical structure;

* after the need is satisfied, its motivating effect ceases.

The degree of satisfaction of needs (from the desired) by levels:

* - level 1 - 85%;

* - level 2 - 70%;

* - level 3 - 50%;

* - level 4 - 40%

* - level 5 - 10%.

Maslow's theory was further developed in the theories of McClelland and Herzberg.

In the development of Maslow's classification, D. McClelland introduces the concepts of the needs of power, success and belonging (for example, to a certain class) or social needs.

From his point of view, today the needs of the higher order are of the greatest importance, since the needs of the lower levels are usually satisfied.

Rice. 18. McClelland's theory

The theory of F. Herzberg is based on the following provisions:

* needs are divided into hygienic (pay, working conditions, interpersonal relationships, nature of control) and motivating factors (feeling of success, promotion, recognition, responsibility, growth of opportunities);

* the presence of hygienic factors only prevents the development of job dissatisfaction;

* to achieve motivation, it is necessary to ensure the impact of motivating factors;

* for effective motivation of subordinates, the manager himself must delve into the essence of the work.

Rice. 19. Theory of F. Herzberg

Process theories of motivation.

The main contribution to the development of procedural theories was made by V. Vroom. His work is based on the theory of expectations, the essence of which is schematically reflected in Figure 19. This theory is based on the assumption that a person directs his efforts to achieve a goal only when he is sure that his needs will be met with a high probability.

Each "block of expectations" in the diagram reflects the manager's efforts to motivate the employee.

Process theories also include theory of justice.

Rice. 20. Expectancy Theory

It boils down to the fact that if a person considers his work underestimated, he will reduce the effort expended. The fairness of the assessment from the position of the employer and from the position of the employee may differ. In this case, labor rationing, i.e. estimating the effort required to complete a unit of work can resolve the issue of equity.

The theory of justice in combination with the theory of expectations is presented in the Porter-Lawlery model. This theory is based on the fact that motivation is a function of needs, expectations, and reward fairness. One of the most important conclusions of this theory is that productive work always leads to employee satisfaction.

Rice. 21. Theory of the Porter-Lawlery model

According to McGregor's theory, the approach to motivation can be chosen on the basis of a person's attitude to work. There are two types of workers: X and Y.

The main characteristics of the type X worker:

* by nature lazy, does not want to work;

* does not want to be responsible, avoids tension of nervous forces;

* not proactive unless you push him to do so.

Therefore, he must be forced to work by punishment or encouragement.

The main characteristics of a type Y worker:

* there is a natural need for work;

* strives for responsibility;

* creative person.

Therefore, he must be encouraged to work, and not forced.

In 1981, U. Ouchi developed the Z theory, according to which a person is neither type X nor type Y. He belongs to type Z, i.e., depending on the situation, a person behaves like X or like Y, respectively choose the method of motivation.

Table 3 - Comparative characteristics of the theory "X" and theory "Y"

Description by features	Theory "X"	Theory "U"
1. Ideas of the leader about the person	People do not initially like to work and avoid work whenever possible People have no ambition and avoid responsibility, preferring to be led People want security most of all Getting people to work requires coercion, control and the threat of punishment	Labor is a natural process. Under favorable conditions, people not only accept responsibility, but also strive for it If people accept the goals of the organization, then they will use self-management and self-control People have developed needs of higher levels The ability for creative problem solving is common in people, the potential intelligence of the average person is underutilized
2. Leadership practices a) planning	Centralized distribution of tasks, sole determination of the goals of strategy, tactics	Encouraging the definition of goals by subordinates in accordance with the goals of the organization
b) organization	Clear structuring of tasks, powers are not delegated	High degree of decentralization of powers
d) control	Total, all-encompassing	Self-control of subordinates in the process of work, control of the leader at its completion
e) communication	Rigid regulation of behavior	The manager acts as a liaison in the exchange of information
f) decision making	Denying the right to freedom of decision-making by subordinates	Active participation of subordinates in decision-making.
3. Use of power and influence	Psychological pressure, threat of punishment, power based on coercion	Persuasion and participation, power through positive reinforcement
4. Leadership style	Authoritarian	Democratic

The theory of labor attitudes of A. Gastev

This theory was developed in the 1920s. She happens to be

a reflection of the enthusiasm of the Soviet people of that time (slogans, early implementation of the plan, socialist competitions).

To apply the theory of A. Gastev in practice, motives must be created that appeal to the highest human characteristics, such as enthusiasm, duty, conscience, the spirit of competition.

The concept of quality circles

The concept (the theory of motivation of defect-free labor) was developed in 1962 in Tokyo. It is based on the principles of quality circles:

* activation of human behavior and his intellectual activity in the conditions of work in a group of people, and not independently;

* quantitative limitation of the number of employees of the circle (3-13 people);

* voluntary entry into the circle;

* work directly at the workplace, in a familiar working environment and atmosphere;

* formulation of tasks and problems as an integral part of the activities of the production group;

* the principle of defect-free labor (“personal brand”, personal responsibility of the site, etc.);

* the competitive nature of the groups;

* the presence of a reward system;

* policy of mutual learning, knowledge enrichment.

Motivation system

The motivation system implements three main functions:

1. Motivation planning:

* identification of actual needs;

* establishing a hierarchy of needs;

* analysis of changing needs;

* analysis of the relationship between needs and incentives;

* planning strategies and motivation goals;

* the choice of a specific method of motivation.

2. Implementation of motivation:

* creating conditions that meet the needs;

* providing rewards for the required results;

* Creation at the worker of confidence in achievement of objects in view;

* creating an impression in the employee about the high value of remuneration.

3. Management of motivational processes:

* control of motivation;

* comparison of performance with the required;

* adjustment of motivational incentives.

Common to all functions is the selection of personnel with a high level of intrinsic motivation.

Production rate. Technical norm of time. Auxiliary time. Basic (technological) time.

Technical regulation establishes the norm of time, i.e., the time required to perform a given operation under certain production conditions.

According to the norm of time for an operation, the time spent on the entire program for the production of parts is calculated, the required number of workers, machines, the amount of electricity are determined, the needs for grinding wheels are established, etc.

In accordance with the norms of time, a production plan is drawn up for the site, workshop, plant as a whole. Depending on the time spent, workers are paid. The time spent on the operation characterizes labor productivity. The less time spent on one operation, the more parts will be processed per hour or shift, i.e., the higher labor productivity.

The production rate is understood as the number of operations (volume of work) that a worker can perform per unit of time (per shift, per hour). Knowing the duration of the shift (420 minutes, with a 7-hour working day or 480 minutes, with an 8-hour working day) and the norm of time for one operation (T), determine the production rate (420: T or 480: T).

The norm of time is not a constant value, since with an increase in labor productivity the norm of time decreases and the norm of production increases.

When determining the norm, the best organization of labor and maintenance of the workplace is provided, that is, the norm should not include loss of time due to organizational problems in servicing the workplace.

The qualification of the worker must correspond to the work performed; the machine operator must not perform such work that is required to be performed by auxiliary workers.

The norm should not include the loss of time to correct the marriage or the manufacture of parts to replace the rejected ones.

When calculating the norm of time, the actual cutting conditions for a given operation, normal processing allowances, the use of a specific tool and fixture should be taken into account.

The technical norm of time for an operation consists of two main parts: the norm of piece time and the norm of preparatory and final time.

Under the norm of piece time is understood the time spent on processing the part on the machine.

The norm of preparatory and final time is understood as the time spent on familiarization with the drawing or operational sketch and the technological process of performing the operation, on setting up the machine, installing and removing tools (grinding wheels) and fixtures, as well as on performing all the techniques associated with the completion of the given task. work - delivery of finished products to the controller, delivery of tools to the tool pantry, etc.

The preparatory and final time is spent once for the entire batch of simultaneously processed parts. In mass production, the same operations are performed on the machines. Therefore, the worker should not change the device, tools, get acquainted with the drawings and technological maps for the manufacture of the part repeatedly. It does this once before performing this operation.

Consequently, in mass production, the preparatory-final time is not included in the technical norm. The processing time of a batch of parts in mass production is determined by the formula

T party \u003d T piece n + T pz,

where T desks - the norm of time per party, min; T piece - piece time, min;

n is the number of parts in a batch, pieces; T pz - preparatory and final time, min. From this formula, you can determine the time to manufacture one part, if you divide the right and left parts by the number of parts in the batch

where T shtk - the norm of piece-calculation time, i.e., the time for the operation, taking into account the preparatory and final time. The value of T pz can be taken in the normalizer's reference books.

It can be seen from the formula that the larger the batch of parts processed on the machine, the smaller the fraction and, therefore, the smaller T piece.

The following values ​​are included in the standard piece time:

T piece \u003d T o + T in + T obl + T from,

where T about - the main (technological) time, min; T in - auxiliary time, min; T service - time of service of the workplace, min; T from - time of breaks for rest and natural needs, min.

The main (technological) time T about is the time during which the shape and dimensions of the workpiece change. The main time can be:

a) machine, if the change in shape and size is carried out on the machine without the direct physical impact of the worker, for example, grinding on a machine with automatic feed of the grinding headstock;

b) machine-manual, if the change in shape and size is carried out on the equipment with the direct participation of the worker, for example, grinding on a machine with manual feed of the grinding headstock;

c) manual, if the change in the shape and size of the part is done manually by the worker, for example, locksmith work - scraping, filing the surface, etc.

The main machine time when grinding by the method of multiple passes is calculated by the formula

The main machine time when grinding by the plunge method is determined by the formula

In these formulas, the following designations are accepted: l - stroke length of the desktop when grinding this part, mm; q - allowance per side, mm; n is the number of revolutions of the part per minute; s pr - longitudinal feed per one revolution of the part, mm / rev; s pp - transverse feed per one stroke of the table (depth of cut), mm / stroke or mm / min, with plunge grinding;

K - coefficient taking into account the time for the spark output, is taken from 1.1 to 1.5. The length of the stroke l when grinding with longitudinal feed is determined by the formula l=l d -(1-2m)*B, where l d is the length of the grinding surface in the direction of the longitudinal feed, mm; m is the overrun of the circle beyond the limits of the ground surface in fractions of the height of the circle; B - circle height, mm. If it is necessary to determine the number of double strokes of the table in min n dx, then it is necessary to find the minute longitudinal feed and the length of the stroke, and then use the formula

where s CR - longitudinal feed per revolution of the part; n d - the number of revolutions of the part. In turn, between the reverse feed s pr mm / rev and the feed in fractions of the height of the circle s d per one revolution of the part, there is a dependence s pr \u003d s d B.

Substituting these values ​​into the formula, for s m we get:

s m \u003d s pr * n d \u003d s d * B * n d mm / min.

When determining the number of revolutions of a part, when its diameter and rotation speed are known, use the formula

where v d - speed of rotation of the part, m/min;

d d - part diameter, mm.

Auxiliary time T in is the time spent on various techniques used in the performance of the main work and repeated with each workpiece, i.e., feeding the workpiece to the machine, installing, aligning and clamping the workpiece, expanding and removing the part, machine control, control measurements of the part.

Auxiliary time is determined by timing. There are reference books that indicate the auxiliary time for various cases of processing parts.

According to the experimental research institute of metal-cutting machine tools (ENIMS), auxiliary time is distributed approximately as follows:

For the supply of blanks to the machine 5-10%

For installation, fastening, unfastening and removal of the part 15-25%

To control the machine, including manual approach (retraction) of the grinding headstock 35-50%

For measuring the part on the machine 20-40%

Auxiliary time should be reduced through the use of high-speed devices, mechanization and automation of control and management of the machine. The shorter the non-productive time, the better the machine will be used.

Maintenance time of the workplace T service is the time that the worker spends on caring for the workplace throughout the entire shift. It includes the time for changing the tool (grinding wheel), which, according to ENIMS, is 5-7% of the total amount of time spent on adjusting and adjusting the machine during operation, on dressing the grinding wheel with diamond or diamond substitutes, which is 5-10% of the total amount of working time spent, for removing chips during work, for laying out and cleaning cutting and auxiliary tools at the beginning and at the end of the shift, for lubricating and cleaning the machine.

To reduce maintenance time, it is essential to reduce dressing time, achieved by the use of diamond mandrels, pencils, plates, rollers, disks, automatic dressing commands and dressing automation (auto adjusters).

Time for rest and breaks in work for natural needs is determined for the entire shift. The time for servicing the workplace and for natural needs is set as a percentage of the operational time, i.e., to the sum of T o + T c.

Based on the study of the experience of grinders, it has been established that from 30 to 75% of the total working time is spent on the main time. The rest is auxiliary time, time for maintenance of the workplace, natural needs and preparatory and final time.

With a decrease in T in, T service, T from, T pz, T pieces and T pieces decrease, labor productivity increases.

Having counted all the components of the time norm T about, T in, T service, T from, T pz and knowing the batch of simultaneously processed parts, determine T piece.

Knowing T pieces and the number of hours of work per shift, you can set the production rate per shift:

where 480 is the number of minutes in a shift for an 8-hour working day.

From these formulas it can be seen that the smaller the time norm T pieces, the greater the output per hour and shift. With well-organized work, workers fulfill and exceed production standards, which leads to the fulfillment and overfulfillment of the production plan and to an increase in labor productivity.

In addition to the settlement and technical norms of time, experimental-statistical norms of time are used in unit production. Such norms are obtained as a result of mathematical processing of the actual time spent on the execution of the entire operation. These time standards do not take into account all the possibilities for increasing labor productivity, and therefore it is not recommended to use them.

However, until now, very little attention has been paid to the issues of rationing the consumption of this tool. At present, rationing is focused on using only the values ​​of specific actual costs and automatically transferring them to the rated year. Attempts to take into account the influence of conditions through a system of correction factors did not solve the problem of scientifically based rationing, since at best these factors took into account only the change in average well drilling depths.

For a long time, the standardization of the consumption of drill pipes was based on the conditional "wear and tear, accrued during the operation of short sets of pipes for work within one interval according to the formula

At present, the rationing of the consumption of materials is becoming increasingly widespread and mandatory in the manufacturing process of machines, which is reflected in technological weight standards that take into account both the features of production and the properties of materials.

The time established by law or based on it, during which the worker is obliged to perform work stipulated by the employment contract, is understood as working time. The rationing of the length of working time for all workers is carried out by the state with the participation of trade unions. The law determines the weekly length of working time, the number of working days per week (five or six), the duration of work on the eve of holidays and weekends, at night, overtime.

The indicator displays the result of calculations - the time is normalized (column 4)

The tabulagram of the distribution of accrued wages by foremen or production sites is compiled on the basis of the same arrays as the tabulagram by types of wages and categories of personnel. It indicates the month, codes of the workshop, master or production site, as well as the actual hours worked, normalized time and the amount.

A tabulagram of the distribution of accrued wages by types of payments and structural units is compiled on the basis of the OB-11 array. It reflects the month, the code of the structural unit, the type of payment, as well as the actual hours worked, normalized time, the amount of wages for each type of payment and structural unit.

In our opinion, the fact that in our time rationing is not given due attention is due, in our opinion, to several reasons. On the technological side, by the fact that the system of regulation of the Soviet period was very far from perfect and ineffective. From the social side, this situation can be explained by the fact that under the present conditions, management is not interested in clearly defining the circle of obligations for employees.

Currently, various services of the enterprise are engaged in the regulation of raw materials and materials, fuel and energy resources, equipment and the analysis of their use. These issues at industrial enterprises are dealt with by 0.5 - 1.0% of workers from the total number of industrial production

ND - the norm of the duration of the operation, including the time of technological impact and the time of normalized breaks

In the composition of T, only real breaks are taken into account. For example, if the machines are not turned off during normalized rest of workers (due to mutual substitution of workers), then the time for rest in the Type composition is not taken into account. It is taken into account in the Knz coefficient when calculating the optimal service and headcount rates. Thus, the value of Knp should be set on the basis of designing a rational for given

In the task order, in addition to the content and scope of planned work, the time allocated for the implementation of unscheduled (unforeseen) work should be indicated. In table. 2.2 shows an example of a normalized task for a team of electricians for the maintenance and repair of electrical equipment of the GCS. Based on the analysis of the work of electricians, it was found that the elimination of accidental malfunctions in the operation of the CS electrical equipment, including time for rest and personal needs, takes on average more than 40% of their working time. The analysis of the performance of standardized tasks will make it possible to establish the reliability of the existing electrical equipment and take measures to improve it.

In table. 2.3 shows a sample of a normalized task - an order - for the driver of a fuel truck transporting condensate to an oil refinery. To accrue bonuses to drivers working on standardized tasks, the following indicators are accepted: time to complete the traffic schedule - for drivers of rotational vehicles, time to complete special tasks - for drivers of special vehicles, the number of trips and car mileage - for drivers of trucks. The outfit issues and checks the ATX dispatcher; the actual execution of the task is checked by the ATX garage dispatcher.

Payment is made in accordance with the regulation on the time-bonus wage system approved by the GPO. Based on the timesheet and the volume of completed normalized tasks, a certificate is drawn up for calculating the bonus, indicating the amount of the bonus (as a percentage of the tariff payment for the hours worked). The time sheet and bonus certificate allow you to analyze the use of working time in order to identify ways to improve the efficiency of its use.

Knowing the number of simultaneously operating units and working days in a month, the time of year, the type and type of GPU, the type of layout of the units (shop or in shelters and block boxes), it is possible to develop a normalized task for a team of process compressor drivers. In table. 5.2 shows an example of a normalized task for a team of process compressor drivers of 9 people. maintenance of compressor stations with four simultaneously operating GPA-Ts-6.3 GTAs.

In some cases, in practice, the total method of normalization is used. When applying its labor standards, they are established not on the basis of a detailed study of the labor process, identifying and taking into account the production capabilities of a particular workplace and advanced methods of work, but based on the personal experience of the rate setter or on the basis of accounting (statistical) data on the level of output over the past time when performing this or similar work.

Work that is not provided for by the task is not included in the regulated duties of the worker. The time of such work may be dependent or independent of the worker (at the request of the administration). When rationing, the time spent on unproductive work and work not provided for by the task should not be taken into account.

The directions and types of time spent during the working day are very diverse, while the labor functions of workers can be combined in time with the operation of the machine or performed sequentially with a certain sequence. In addition, natural processes are possible in the production process, either overlapping or proceeding sequentially with the work of performers and machines. Therefore, when