A type of production characterized by exclusive production. Types of products, classification category. Examples. Activities related to production

Shops unit production plants usually consist of sections organized according to the technological principle. Significant labor intensity of production, high qualification involved in operations workers, increased costs of materials associated with large tolerances, determine the high cost of manufactured products. In the cost of production, a significant specific gravity has a salary, which is often 20 - 25% of the total cost.

Serial type production

Mass production- this is a form of organization of production, which is characterized by the release of products in large batches (series) with an established regularity of release.

Repetitive production is the most common type of production.

Characterized output constancy quite a wide range of products. At the same time, the annual range of manufactured products is wider than the range of each month.

This allows you to organize the release of products more or less rhythmically. The release of products in large or relatively large quantities allows for significant unification of manufactured products and technological processes, to produce standard or normalized parts included in the structural series, in large quantities, which reduces their cost.

The serial type of production is typical for machine tool building, production of rolled ferrous metals, etc.

The organization of work in serial production is different highly specialized. Each workplace is assigned the performance of several specific detail operations. This enables the worker to master the tool, fixtures and the entire processing process, acquire skills and improve processing techniques. Features of mass production determine the economic feasibility of releasing products according to a cyclically repeating schedule.

Serial production subtypes:

• small-scale;
• serial;
• large-scale.

Small-scale gravitates to the single, and large-scale - to the mass. This division is conditional. For example, in accordance with the classification proposed by Woodward, single and small-scale production (Unit Production), mass production (Mass Production) and continuous production (Process Production) are distinguished.

Small-scale production is transitional from single to serial. Products can be produced in small batches.

At present, one of the competitive factors in mechanical engineering has become the ability of the company to manufacture unique, often of increased complexity, equipment in small batches on special orders of buyers.

The introduction of computerization makes it possible to increase the flexibility of production and introduce the features of in-line production into small-scale production. For example, it became possible to manufacture several types of products on one production line with a minimum amount of time spent on equipment changeover.

large-scale production is a transitional form to mass production.

In large-scale production, products are produced in large batches over a long period. Typically, enterprises of this type specialize in the production of individual products or sets according to the subject type.

Mass production type

Mass production- is a form of organization, characterized by the constant release of a strictly limited range of products, homogeneous in purpose, design, technological type, manufactured simultaneously and in parallel.

The feature of mass production is production of the same type of products in large volumes for a long time.

The most important feature of mass production is the limitation of the range of manufactured products. A plant or workshop produces one or two items of products. This creates economic feasibility of widespread use of unified and interchangeable elements in product designs.

Individual units of manufactured products do not differ from each other (there may be only minor differences in characteristics and equipment).

The transit time for a unit of product through the system is relatively short: it is measured in minutes or hours. The number of product names in the monthly and annual programs are the same.

Products are characterized high standardization and unification their parts and components. Mass production is characterized a high degree complex mechanization and automation of technological processes. The mass type of production is typical for automobile factories, agricultural machinery factories, footwear industry enterprises, etc.

Significant production volumes allow the use of high-performance equipment (automatic machines, modular machines, automatic lines). Instead of universal equipment, a special one is used. A differentiated technological process makes it possible to narrowly specialize jobs by assigning a limited number of detail operations to each of them.

Careful development of the technological process, the use of special machines and equipment make it possible to use the work of highly specialized workers-operators. At the same time, the labor of highly skilled adjustment workers is widely used.

Characteristics of production types

The type of production has a decisive influence on the characteristics of its organization, management and economic performance. Organizational and technical features of the type of production affect the economic performance of the enterprise, the efficiency of its activities.

With an increase in the technical equipment of labor and an increase in the volume of output in the transition from single to serial and mass production, the share of human labor decreases and the costs associated with the maintenance and operation of equipment increase. This leads to a reduction in the cost of production, a change in its structure. Thus, in the mass production of products, the issues of using progressive technological processes, tools and equipment, complex mechanization and automation are solved easier than in individual and mass production.

Consider all the characteristics of production types in comparison:

	single	Serial	Mass
Nomenclature	Unlimited	Limited by series	One or more products
Release repeatability	Doesn't repeat	Repeats periodically	Constantly repeating
Applied equipment	Universal	Universal, partly special.	Mostly special
Equipment location	group	Group and chain
Process development	Aggregate method (per product, per unit)	Detailed	Detailed operation
Applied tool	Versatile, Pretty Special	Universal and special	Predominantly special
Fastening parts and operations to machines	Not specifically assigned	Certain parts and operations are assigned to machines	Each machine performs the same operation on one part
Worker Qualification			Mostly low, but there are highly skilled workers. (adjusters, toolmakers)
Interchangeability	Fit	incomplete
Product units

The movement of parts (products) in workplaces (operations) can be: in time - continuous and discontinuous; in space - direct-flow and indirect-flow. If the jobs are located in the order of the sequence of operations performed, i.e. in the course of the technological process of processing parts (or products), then this corresponds to a direct-flow movement.

Production in which the movement of products to workplaces is carried out with a high degree of continuity and straightness, is called in-line. In this regard, and depending on the form of movement of products at workplaces, mass and serial types of production can be in-line and non-in-line, i.e. there can be a mass, mass-in-line, serial and serial-in-line type of production.

As the degree of specialization of workplaces increases, the continuity and direct flow of movement of products through workplaces, i.e., in the transition from single to serial and from serial to mass production types, the possibility of using special equipment and technological equipment, more productive technological processes, advanced methods of labor organization, mechanization and automation of production processes. All this leads to an increase in labor productivity and a reduction in the cost of production.

Production plans

Depending on the type of production, various types of production layouts are distinguished.

At operational functional diagram production resources are grouped according to the work performed. Designated areas for various kinds maintenance (engine section, bodywork section, etc.). Can be used in small batch production. With this type of layout, there are problems associated with minimizing transport operations.

At fixed positional layout the manufactured product is stationary, and production resources are supplied as needed. This layout is used in the implementation of various projects (construction, for example). This layout is temporary and will be kept until the completion of the project.

Mass production is characterized linear or flow layout, where each manufactured product actually goes through the same processing operations. Thus, in-line production is characterized by the division production process into separate relatively short operations performed on specially equipped, sequentially located workplaces - production lines.

Chapter 11 TYPES, FORMS AND METHODS OF ORGANIZATION OF PRODUCTION

11.1. Types of production and their technical and economic characteristics

The type of production is determined by a complex characteristic of the technical, organizational and economic features of production, due to the breadth of the range, regularity, stability and volume of output. The main indicator characterizing the type of production is the coefficient of consolidation of operations Kz. The transaction consolidation ratio for a group of workplaces is defined as the ratio of the number of all different technological operations completed or to be completed within a month, to the number of jobs:

where K opi is the number of operations performed on i-th worker place;
K r.m - the number of jobs on the site or in the shop.

There are three types of production: single, serial, mass.

Single production characterized by a small volume of production of identical products, re-manufacturing and repair of which, as a rule, is not provided. The pinning ratio for a single production is usually higher than 40.

Serial production is characterized by the manufacture or repair of products in periodically repeating batches. Depending on the number of products in a batch or series and the value of the coefficient of consolidation of operations, small-scale, medium-scale and large-scale production is distinguished.

For small-scale production the coefficient of fixing operations from 21 to 40 (inclusive), for medium-scale production - from 11 to 20 (inclusive), for large-scale production - from 1 to 10 (inclusive).

Mass production characterized by a large volume of output of products that are continuously manufactured or repaired for a long time, during which most workplaces perform one working operation. The coefficient of fixing operations for mass production is assumed to be 1.

Consider the technical and economic characteristics of each type of production.

Single and close to it small-scale production are characterized by the manufacture of parts of a large range at workplaces that do not have a specific specialization. This production must be sufficiently flexible and adapted to the execution of various production orders.

Technological processes in the conditions of unit production are developed on an enlarged basis in the form of route maps for the processing of parts for each order; sections are equipped with universal equipment and tooling, which ensures the manufacture of a wide range of parts. Big variety the work that many workers have to perform requires them to have different professional skills, so highly skilled general workers are used in operations. In many areas, especially in pilot production, a combination of professions is practiced.

The organization of production in the conditions of unit production has its own characteristics. Due to the variety of parts, the order and methods of their processing, production sites are built according to the technological principle with the arrangement of equipment according to homogeneous groups. With this organization of production, the parts in the manufacturing process pass through various sections. Therefore, when transferring them to each subsequent operation (section), it is necessary to carefully consider the issues of quality control of processing, transportation, and determining jobs for the next operation. Features of operational planning and management are in the timely picking and execution of orders, monitoring the progress of each detail in operations, ensuring the systematic loading of sites and jobs. Great difficulties arise in the organization of material and technical supply. A wide range of manufactured products, application consolidated norms consumption of materials create difficulties in uninterrupted supply, which is why enterprises accumulate large stocks of materials, and this leads, in turn, to the deadening of working capital.

Features of the organization of unit production affect economic indicators. For enterprises with a predominance of a single type of production, relatively high labor intensity of products and a large volume of work in progress due to the long periods of storage of parts between operations are characteristic. The cost structure of products is characterized by a high share of costs for wages. This share is usually 20-25%.

The main possibilities for improving the technical and economic indicators of a single production are associated with its approximation in terms of technical and organizational level to the serial one. The use of serial production methods is possible with a narrowing of the range of manufactured parts for general machine-building applications, unification of parts and assemblies, which makes it possible to proceed to the organization of subject areas; expansion of constructive continuity to increase the batches of launch parts; grouping parts that are similar in design and manufacturing order to reduce the time for preparation of production and improve the use of equipment.

Serial production is characterized by the production of a limited range of parts in batches, repeated at regular intervals. This allows you to use along with the universal special equipment. When designing technological processes, they provide for the order of execution and equipment for each operation.

The following features are typical for the organization of serial production. Shops, as a rule, have in their composition subject-closed areas, equipment on which is placed in the course of a typical technological process. As a result, relatively simple connections between workplaces arise and prerequisites are created for organizing the direct-flow movement of parts in the process of their manufacture.

The subject specialization of the sections makes it expedient to process a batch of parts in parallel on several machines that perform successive operations. As soon as the previous operation finishes processing the first few parts, they are transferred to the next operation before the end of the processing of the entire batch. Thus, in the conditions of mass production, it becomes possible to organize the production process in parallel-sequential organization. This is his distinguishing feature.

The use of one or another form of organization in the conditions of mass production depends on the labor intensity and volume of output of the products assigned to the site. So, large, labor-intensive parts, manufactured in large quantities and having a similar technological process, are assigned to one site with the organization of variable-flow production on it. Parts of medium size, multi-operational and less labor-intensive are combined in batches. If their launch into production is regularly repeated, batch processing areas are organized. Small, low-labor parts, such as normalized studs, bolts, are fixed to one specialized section. In this case, the organization of direct-flow production is possible.

Serial production enterprises are characterized by significantly lower labor intensity and cost of manufacturing products than in a single one. In serial production, compared to single-piece production, products are processed with fewer interruptions, which reduces the volume of work in progress.

From the point of view of the organization, the main reserve for increasing labor productivity in mass production is the introduction of mass production methods.

Mass production is the most specialized and is characterized by the production of a limited range of parts in large quantities. Mass production workshops are equipped with the most advanced equipment, which allows almost complete automation of the manufacture of parts. Automatic production lines are widely used here.

Technological processes of machining are developed more carefully, by transitions. Each machine is assigned a relatively small number of operations, which ensures the most complete loading of jobs. The equipment is located in a chain along the technological process of individual parts. Workers specialize in performing one or two operations. Details are transferred from operation to operation piece by piece. In the conditions of mass production, the importance of organizing interoperational transportation and maintenance of workplaces is increasing. Constant monitoring of the state of the cutting tool, fixtures, equipment is one of the conditions for ensuring the continuity of the production process, without which the rhythm of work on sites and in workshops is inevitably disturbed. The need to maintain a given rhythm in all stages of production is becoming a distinctive feature of the organization of processes in mass production.

Mass production provides the most full use equipment, a high overall level of labor productivity, the lowest cost of manufacturing products. In table. 11.1 presents data on comparative characteristic various types of production.

Table 11.1
Comparative characteristics of various types of production

11.2. Forms of organization of production

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

Various temporal and spatial structural constructions form a set of basic forms of organization of production. The temporal structure of the organization of production is determined by the composition of the elements of the production process and the order of their interaction in time. According to the type of temporary structure, forms of organization are distinguished with sequential, parallel and parallel-sequential transfer of objects of labor in production.

The form of organization of production with the sequential transfer of objects of labor is such a combination of elements of the production process, which ensures the movement of processed products in all production areas in batches of arbitrary size. The objects of labor for each subsequent operation are transferred only after the completion of the processing of the entire batch at the previous operation. This form is the most flexible in relation to changes that occur in the production program, allows you to fully use the equipment, which makes it possible to reduce the cost of its purchase. The disadvantage of this form of organization of production lies in the relatively long duration production cycle, since each part, before performing the subsequent operation, lies in anticipation of the processing of the entire batch.

The form of organization of production with the parallel transfer of objects of labor is based on such a combination of elements of the production process that allows you to start, process and transfer objects of labor from operation to operation piece by piece and without waiting. This organization of the production process leads to a reduction in the number of parts being processed, a reduction in the need for space required for warehousing and aisles. Its disadvantage is the possible downtime of equipment (jobs) due to differences in the duration of operations.

The form of organization of production with parallel-sequential transfer of objects of labor is intermediate between serial and parallel forms and partially eliminates their inherent shortcomings. Products from operation to operation are transferred by transport parties. This ensures the continuity of the use of equipment and labor, it is possible to partially parallel the passage of a batch of parts through the operations of the technological process.

The spatial structure of the organization of production is determined by the number technological equipment focused on job site(the number of jobs), and its location relative to the direction of movement of objects of labor in the surrounding space. Depending on the number of technological equipment (jobs), 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 are distinguished. Possible options the spatial structure of the organization of production are presented in fig. 11.1. The workshop structure is characterized by the creation of sites where equipment (jobs) are 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 the necessary processing cycle goes through, after which it is transferred to another site (to the workshop).

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

Cell structure organization of production combines the features of linear and shop. The combination of spatial and temporal structures of the production process at a certain level of integration of partial processes determines various forms of organization of production: technological, subject, direct-flow, point, integrated (Fig. 11.2). Consider the characteristic features of each of them.

The technological form of the organization of the production process is characterized by a shop structure with a consistent transfer of objects of labor. This form of organization is widespread in machine-building plants, since it ensures maximum equipment utilization in small-scale production and is adapted to frequent changes in the technological process. At the same time, the use of a technological form of organization of 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 is the loss of time due to complex inter-sectional communication.

Rice. 11.1. Variants of the spatial structure of the production process

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

The subject construction of sections ensures straightness and reduces the duration of the production cycle for the manufacture of parts. In comparison with the technological form, the subject one allows to reduce the total cost of transporting parts, the need for production space per unit of output. However, this form of organization of production also has disadvantages. The main one is that when determining the composition of the equipment installed on the site, the need for certain types of processing of parts comes to the fore, which does not always provide a full load of the equipment.

In addition, the expansion of the range of manufactured products, its renewal require periodic redevelopment of production sites, changes in the structure of the equipment fleet. Direct-flow form of organization of production is characterized by linear structure with piece-by-piece transfer of objects of labor. This form ensures the implementation of a number of organization principles: specialization, direct flow, continuity, parallelism. Its application leads to a reduction in the duration of the production cycle, more efficient use of labor due to greater specialization of labor, and a decrease in the volume of work in progress.

Rice. 11.2. Forms of organization of production

With a point form of organization of production, 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 the worker moving around it. The organization of point production has a number of advantages: it provides the possibility of frequent changes in the design of products and the sequence of processing, the manufacture of products of various nomenclature in the quantity determined by the needs of production; costs associated with changing the location of equipment are reduced, production flexibility is increased.

An integrated form of organization of production involves the unification of the main and support operations into a single integrated production process with a cellular or linear structure with serial, parallel or parallel-serial transfer of objects of labor in production. In contrast to the existing practice of separate design of the processes of warehousing, transportation, management, processing in areas with an integrated form of organization, it is required to link these partial processes into a single production process. This is achieved by combining all jobs with the help of an automatic transport and storage 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 jobs.

The management of the production process here is carried out using a computer, which ensures the functioning of all elements of the production process at the site according to the following scheme: search for the necessary workpiece in the warehouse - transportation of the workpiece to the machine - processing - return of the part to the warehouse. To compensate for deviations in time during transportation and processing of parts, buffer warehouses of inter-operational and insurance reserves are created at individual workplaces. The creation of integrated production sites is associated with relatively high one-time costs caused by the integration and automation of the production process.

The economic effect in the transition to an integrated form of production organization is achieved by reducing the duration of the production cycle for manufacturing parts, increasing the loading time of machine tools, and improving the regulation and control of production processes. On fig. 11.3 shows the layout of equipment in areas with various forms of production organization.

Rice. 11.3. Layouts of equipment (workplaces) at sites with various forms of production organization: a) technological; b) subject; c) straight-through: d) point (for the case of assembly); e) integrated

Depending on the ability to change over to the production of new products, the above forms of organization of production can be conditionally divided into flexible (changeable) and rigid (non-changeable). Rigid forms of production organization involve the processing of parts of the same name.

Changes in the range of manufactured products and the transition to the production of a structurally new series of products require redevelopment of the site, replacement of equipment and tooling. The hard ones are inline form organization of 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.

The most widespread at the machine-building enterprises at present are such forms of organization of production as flexible spot production, flexible object and in-line forms.

Flexible point production involves the spatial structure of a separate workplace without further transfer of objects of labor in the production process. The part is completely machined in one position. Adaptability to the release of new products is carried out by changing the operating state of the system. A flexible subject form of production organization is characterized by the possibility of automatic processing of parts within a certain range without interruption for readjustment. The transition to the production of new products is carried out by readjusting technical means, reprogramming the control system. A flexible subject form covers the area of ​​sequential and parallel-sequential transfer of objects of labor in combination with a combined spatial structure.

The flexible rectilinear form of production organization is characterized by a quick changeover to the processing of new parts within the specified range by replacing tooling and fixtures, reprogramming the control system. It is based on an in-line arrangement of equipment that strictly corresponds to the technological process with a piece-by-piece transfer of objects of labor.

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

The creation of production with a block-modular form of production organization is carried out by concentrating on the site the entire complex of technological equipment necessary for the continuous production of a limited range of products, and uniting a group of workers in the production of final products with the transfer of part of the functions of planning and managing production on the site. economic basis creation of such industries are 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 the organization of the production and labor process in this case are: the creation of an autonomous system of technical and instrumental maintenance of production; achieving continuity of the production process based on the calculation of the rational need for resources, indicating intervals and delivery times; ensuring conjugation in terms of power of machining and assembly departments; taking into account the established norms of manageability when determining the number of employees; selection of a group of workers, taking into account full interchangeability. The implementation of these requirements is possible only with a comprehensive solution of issues of labor organization, production and management. The transition to a block-modular form of production organization is carried out in several stages. At the stage of pre-project survey, a decision is made on the advisability of creating such units in given production conditions. An analysis of the structural and technological homogeneity of products is carried out and an assessment is made of the possibility of completing "families" of parts for processing within the framework of a production cell. Then the possibility of concentrating the entire complex of technological operations for the production of a group of parts in one area is determined; the number of workplaces adapted for the introduction of group processing of parts is established; the composition and content of the basic requirements for the organization of the production and labor process are determined based on the planned level of automation.

At the stage of structural design, the composition and relationships of the main components of the production process are determined.

At the stage of organizational and economic design, technical and organizational solutions are combined, ways are outlined for implementing the principles of collective contracting and self-government in autonomous brigades. The second direction in the development of forms of organization of production is the transition to the assembly of complex units by the bench method, the rejection of conveyor assembly due to the organization of a mini-flow. For the first time, the mini-flow was introduced by the Swedish automobile company Volvo.

Production here is organized as follows. The entire assembly process is divided into several large steps. At each stage there are working groups of 15-25 assemblers. The team is located along the outer walls of a quadrilateral or pentagon, inside which there are cash registers with the parts necessary at this stage of assembly. Machines are assembled on self-propelled platforms, moving through enlarged operations within a given stage. Each worker completes his operation completely. The flow principle with such an assembly system is completely preserved, since the total number of identical stands operating in parallel is such that the average specified flow cycle is maintained. The movement of platforms with assembled machines from one stage of assembly to another is monitored by the dispatch service with the help of four computers.

Another solution for organizing in-line production is to keep the conveyor system with the inclusion of preparatory operations in it. In this case, the assemblers, at their own discretion, work either on the main or on the preparatory operations. These approaches to the development of the in-line form of organization of production not only ensure the growth of labor productivity and improve quality, but also give the assemblers a sense of job satisfaction and eliminate the monotony of labor.

11.3. Methods of organizing production

Methods of organizing production are a set of methods, techniques and rules for the rational combination of the main elements of the production process in space and time at the stages of functioning, design and improvement of the organization of production.

Method of organizing individual production used in conditions of a single production or its production in small batches and implies: lack of specialization in the workplace; the use of universal equipment, its location in groups according to its functional purpose; sequential movement of parts from operation to operation in batches. The conditions for servicing workplaces differ in that workers almost constantly use one set of tools and a small number of universal devices; only periodic replacement of blunt or worn tools is required. In contrast, the delivery of parts to the workplace and the mandrel of parts during the issuance of new and acceptance of finished work occur several times during the shift. Therefore, there is a need for a flexible organization of transport services for workplaces.

Consider the main stages of the organization of individual production.

Determination of the types and number of machines required to carry out a given production program. When organizing individual production, it is difficult to accurately establish the range of products produced, therefore, approximate calculations of the required number of machines are acceptable. The calculation is based on the following indicators: product removal from a piece of equipment q; the number of machine hours required to process a set of parts for one product h. The accuracy of the aggregated calculations depends on how correctly the values ​​of the indicated indicators are determined. The estimated number of machines Sp is determined by the formula

(11.2) where S p j is the estimated number of machines according to j-th group equipment;
Q - annual volume of output, pieces; K cm j is the coefficient of shift work for the j-th group of equipment; F e j - effective fund of working time of one j-th machine groups.

where t p is the standard time spent on the repair of this equipment,% of the nominal fund; t p - the standard time spent on adjustment, readjustment, relocation of this equipment,% of the nominal fund.

The nominal fund of the operating time of the machine depends on the number of calendar days D to and non-working days in the year D n, the adopted mode of shift work per day and is determined by the formula

(11.4)

where T hs - the average number of hours of operation of the machine per day according to the adopted shift mode.

The accepted number of machines for each group of equipment is set by rounding the resulting value to the nearest integer so that the total number of machines does not go beyond the accepted number.

The equipment load factor is determined by the ratio of the estimated number of machines to the accepted one.

Coordination of the throughput capacity of individual sections in terms of power. Productive capacity a site equipped with the same type of equipment is defined as follows:

where S CR - accepted amount of equipment; K n.cm - normative coefficient of shift of equipment operation; K - the coefficient of compliance with the standards achieved in the base year for the site (workshop); С tr - planned task to reduce labor intensity, standard hours.

The normative coefficient of shift operation of the equipment is determined based on the load of the installed equipment, as a rule, in a two-shift mode of operation, taking into account the normative coefficient that takes into account the time spent by machines in repair.

The conjugation of individual sections in terms of power is determined by the formula

(11.6)

where K m is the coefficient of contingency of sections in terms of power; M y1 , M y2 are the capacities of the compared sections (production of the 1st section is used to manufacture a unit of production of the 2nd section); At 1 - specific consumption products of the 1st division.

Workplace organization. Features of the organization and maintenance of workplaces are as follows: setting up the machine before starting work, as well as installing tools at workplaces, is carried out by the workers themselves, while workplaces must be equipped with everything necessary to ensure continuous operation; transport of parts should be carried out without delay, there should not be an excessive stock of blanks at the workplace.

Development of site planning. For individual production, the planning of sites by type of work is typical. In this case, sections of homogeneous machines are created: turning, milling, etc. The sequence of sections on the workshop area is determined by the processing route for most types of parts. The layout should ensure the movement of parts over short distances and only in the direction that leads to the completion of the manufacture of the product.

The method of organizing in-line production is used in the manufacture of products of the same name or design range and involves a combination of the following special techniques organizational building production process: location of jobs along the technological process; specialization of each workplace in the performance of one of the operations; transfer of objects of labor from operation to operation by the piece or in small batches immediately after the end of processing; release rhythm, synchronism of operations; detailed study of the organization Maintenance work places.

The flow method of organization can be used under the following conditions:

• the volume of output is large enough and does not change over a long period of time;
• the design of the product is manufacturable, individual components and parts are transportable, products can be divided into structural and assembly units, which is especially important for organizing the flow at the assembly;
• the time spent on operations can be set with sufficient accuracy, synchronized and reduced to a single value; continuous supply of materials, parts, assemblies to the workplaces is ensured; full loading of the equipment is possible.

The organization of in-line production is associated with a number of calculations and preparatory work. The starting point in the design of in-line production is the determination of the volume of output and the cycle of the flow. Tact is the time interval between the launch (or release) of two adjacent products on the line. It is determined by the formula

where F d - the actual fund of the line operation time for a certain period (month, day, shift), taking into account losses for equipment repair and regulated breaks, min; N 3 - launch program for the same period of time, pcs.

The reciprocal of the tact is called the pace of the line. When organizing in-line production, it is necessary to ensure such a pace in order to fulfill the production plan.

The next step in the organization of mass production is to determine the need for equipment. The calculation of the amount of equipment is carried out based on the number of jobs for the process operations:

where C pi is the estimated number of jobs per process operation; t i - the rate of time for the operation, taking into account the installation, transportation and removal of parts, min.

The accepted number of jobs C at i is determined by rounding the estimated number to the nearest whole number. At the same time, it is taken into account that at the design stage overload is allowed in the range of 10-12% for each workplace.

The load factor of jobs Kz is determined by the formula

(11.9)

To ensure the full load of the equipment and the continuity of the production process, in-line production, synchronization (alignment) of operations in time is carried out.

Ways to synchronize operations on metal cutting machines

Ways to synchronize assembly operations

• Differentiation of operations. If the operating time norm is larger and not a multiple of a cycle and the assembly process is easily differentiated, it is possible to equalize the time spent on each operation by breaking it into smaller parts (transitions).
• Operations concentration. If an operation is less than a measure in duration, minor operations or transitions configured in other operations are grouped into one.
• Combination of operations. If the execution time of two adjacent operations is less than the cycle of the assembly line, you can organize the movement of the worker along with the product he is assembling, instructing him to perform several operations. After the synchronization of operations on the production line is achieved, a schedule of its work is drawn up, facilitating control over the use of equipment and workers. The rules for constructing a line schedule are set out in 12.6.
• One of the main conditions for the continuous and rhythmic work of production lines is the organization of interoperational transport.

In flow production, vehicles are not only used to move products, but also serve to regulate the cycle of work and distribute objects of labor between parallel workplaces on the line.

Vehicles used in in-line production can be divided into driven and non-driven continuous and intermittent.

Most often, a variety of driven conveyor vehicles are used in flow conditions.

The speed of the conveyor belt during continuous movement is calculated in accordance with the cycle of the production line:

In the case of intermittent movement, the speed of the conveyor is determined by the formula

where l o is the distance between the centers of two adjacent jobs (conveyor pitch), m; t tr - the time of transportation of the product from one operation to another, min.

The choice of vehicles depends on the overall dimensions, the weight of the workpieces, the type and number of equipment, the magnitude of the cycle and the degree of synchronization of operations.

The design of the flow is completed by the development of a rational layout of the line. When planning, it is necessary to comply with the following requirements: provide convenient approaches to workplaces for repair and maintenance of the line; ensure continuous transportation of parts to various workplaces on the line; allocate sites for the accumulation of groundwork and approaches to them; to provide workplaces on the line for performing control operations.

The method of group organization of production is used in the case of a limited range of structurally and technologically homogeneous products manufactured in repeated batches. The essence of the method is to concentrate on the site various types of technological equipment for processing a group of parts according to a unified technological process.

The characteristic features of such an organization of production are: detailed specialization of production units; launching parts into production in batches according to specially developed schedules; parallel-sequential passage of batches of parts for operations; execution on sites (in workshops) of a technologically completed set of works.

Consider the main stages of organizing group production.

Structural and technological classification of parts. Despite the variety and difference in designs, machine parts have many similar design, dimensional and technological features. Using a certain system, you can identify these common features and combine the details into certain groups. The commonality of the equipment used and the technological process, the uniformity of equipment can be the unifying qualities in the group.

The final acquisition of groups of parts assigned to a given section is carried out taking into account the labor intensity and volume of their production in terms of relative labor intensity Kd:

(11.13)

where N i - volume issue i details in the planning period, pcs.; k oi number of operations for the technological process of processing the 1st part; tpcs ij - piece time i-th processing details for the j-th operation, min; K inj - average coefficient of fulfillment of time norms.

This indicator is calculated for each detail of the analyzed population. The establishment of summary indicators for details of the last stage of the classification ensures their synthesis into groups according to the accepted feature.

Determining the need for equipment. It is necessary to estimate the required number of pieces of equipment for each group for the annual production program according to the formula (11.1).

The accepted number of machines is set by rounding the obtained value of S pi to an integer. In this case, a 10% overload is allowed per machine.

Calculate the average equipment load factors for groups K zj and the site as a whole K z.u:

(11.14)

where S prj - accepted number of machines; h is the number of equipment groups in the area.

To ensure economically viable loading, it is established taking into account intra-sectional, and for unique and special machines of inter-sectional cooperation - by transferring some part of the work from underloaded machines to machines of adjacent groups.

Determination of the number of production sites. In accordance with the number of machines in the workshop, the number of sections created in it is determined based on the controllability norm for masters.

When reorganizing existing workshops, the number of organized sections can be determined by the formula

(11.16)

where P i - the number of key workers, people; C m - shift mode; N y - the rate of controllability for the master, expressed by the number of jobs served by him; C p - the average category of work on the site; To z.o - the average number of operations assigned to one workplace of the site during the month.

When designing new workshops, due to the lack of data on the attendance number of the main workers, the number of sections is determined as follows:

Determination of the degree of isolation of production sites.

Based on the analysis of the constructive-technological classification and Kd indicators, the selection and assignment of parts to sections is carried out. The efficiency of group production is determined by the degree of isolation of production sites.

The section is closed if all operations for processing groups of parts are performed on it (technological isolation) and the machines are not loaded with the performance of cooperation work from other sections (industrial isolation).

The quantitative assessment of the degree of isolation is determined using indicators:

(11.18)

(11.19)

where K t.z - coefficient of technological isolation; T S - the complexity of manufacturing parts assigned to the site, h; T wi - processing time i-th part outside the site, h;
k is the number of parts whose processing cycle is not completed in this area; K p.z - coefficient of industrial isolation; T ni - processing time of the i-th part, manufactured at the site for cooperation; m - the number of parts transferred for processing to a given area through inter-sectional cooperation.

The integral indicator of the degree of closure Kint is calculated by the formula

(11.20)

When K int = 1, the use of group production methods is most effective.

Development of a route map of the production process. The route map is a graphic representation of the sequence of all operations, including the movement of materials and their expectation.

Development of the layout of the workshop (section). The layout of the workshop (section) is drawn up taking into account the general direction of movement of materials. The necessary data is taken from the route map of the production process. The arrangement of equipment is carried out according to existing standards with maximum observance of straightness.

The method of organizing synchronized production. The basic principles of organizing synchronized production were developed in the 60s by the Japanese company "Toyota". The method of synchronized production integrates a number of traditional functions of organizing production processes: operational planning, inventory control, product quality management. The essence of the method is to abandon the production of products in large batches and create a continuous-line multi-subject production, in which at all stages of the production cycle the required assembly or part is delivered to the place of the subsequent operation exactly at the right time.

The goal is realized by creating group, multi-subject production lines and using the pull principle in managing the production process. The basic rules for organizing the production process in this case are:

• production of products in small batches;
• the formation of series of parts and the use of group technology in order to reduce the time for setting up equipment;
• transformation of storage materials and semi-finished products into buffer warehouses;
• the transition from the shop structure of production to subject-specialized units;
• transfer of management functions directly to the performers.

Of particular importance is the use of the pull principle in the management of production.

With the traditional system, the part moves from one section to another (next in the technological process) and then to the finished product warehouse. This method of organizing production allows you to use workers and equipment, regardless of whether there is a demand for this type of product. In contrast, with a just-in-time system, the release schedule is set for the assembly department only. No part is made until it is needed in final assembly. Thus, the assembly department determines the quantity and order of launching parts into production.

The management of the production process is carried out according to the following principles: the volume, nomenclature and deadlines for completing the task are determined by the site (workplace) of the next stage of production; the release rhythm is set by the section that closes the production process; the resumption of the production cycle on the site begins only if the corresponding order is received; the worker, taking into account the deadlines for the delivery of parts (assembly units), orders the number of blanks (components) that is necessary to complete the received task; delivery of components (parts, assembly units) to the workplace is carried out on time and in quantities specified in the application; components, assemblies and parts are supplied by the time of assembly, individual parts - by the time of assembly of assemblies; necessary blanks - by the beginning of the manufacture of parts; only good products are transferred outside the site.

The functions of operational management of the production process are transferred to direct performers. A kanban card is used as a means of conveying information about the need for parts.

On fig. 11.4 shows a diagram of the organization of synchronized production. The movement of parts containers and kanban cards between sites is indicated by arrows in the diagram and is described below.

For example, the provision of the grinding site with workpieces is carried out in the following order.

1. As soon as the processing of the next batch of parts at the grinding section is completed, the empty container with the flow chart goes to the intermediate warehouse.
2. At the warehouse, the consumption card accompanying the container is removed, placed in a special box - a collector, and the container with the production card attached to it is fed to the drilling site.
3. The production card serves as a signal for the start of production. It plays the role of a dress, on the basis of which parts are made in the required quantity.
4. Parts for each completed order are loaded into an empty container, a production card is attached to it, and the full container is sent to an intermediate storage location.
5. From the intermediate warehouse, a container with blanks and an expense card, which is attached instead of a production card, goes to the grinding area.

The effectiveness of the system using kanban cards is ensured by observing the following rules:

• the production of parts begins only if the production card is received. It is better to allow a suspension of production than to produce parts that are not needed;
• each container has only one shipping card and one production card, the number of containers for each type of part is determined as a result of calculations.

The method of synchronized production involves the introduction of a system of integrated quality management, which is based on the observance of certain principles, including: control of the production process; visibility of the results of measuring quality indicators; compliance with quality requirements; self-correction of marriage; checking 100% of products; continuous quality improvement.

Quality control during production in accordance with these principles is carried out at all stages of the production process, at each workplace.

To ensure the visibility of the results of measuring quality indicators, special stands are created. They explain to the worker, the management, what quality indicators are being checked, what are the current results of the check, what quality improvement measures are being developed and are being implemented, who has received quality awards, etc. In this case, the task of quality assurance comes first, and execution of the production plan - on the second.

The roles of departments and other subdivisions of technical control, their powers, the range of tasks to be solved, and the methods are changing. Responsibility for quality is redistributed and becomes universal: each organizational unit, within its competence, is responsible for quality assurance. Wherein primary responsibility falls on the manufacturers themselves.

To eliminate defects and ensure quality, a suspension of the production process is allowed. For example, at the Kawasaki plant in the United States, assembly lines are equipped with red and yellow warning lights. When difficulties arise, the worker turns on the yellow signal. If the defect is severe enough to require the line to be shut down, it lights a red signal.

The marriage is corrected by the workers or the team that allowed it, on their own. Each finished product is subject to control, and not a sample from a batch, and, where possible, components and parts.

The last principle is the gradual improvement of product quality. The challenge is to develop and implement quality improvement projects at each production site. All personnel, including specialists from individual services, take part in the development of such projects. Ensuring the quality of work and achieving the continuity of the production process in a synchronized production occurs through preventive maintenance of equipment, which includes recording the nature of the operation of each machine, carefully determining the need for maintenance and the frequency of its implementation.

Rice. 11.4. Scheme of the organization of synchronized production: I - route diagram of the production process; II - the scheme of movement of containers with "kanban" cards

Every day, a machine operator performs a number of operations to check his equipment. The beginning of the working day is preceded by lubrication, debugging of the machine, fixing and sharpening of tools. Maintaining order in the workplace is seen as a prerequisite for quality work. In domestic mechanical engineering, the implementation of the principles underlying the method of synchronized production is possible in several stages.

First stage. Creation of conditions to ensure uninterrupted supply of production with the necessary materials.

Second phase. Organization of the release of parts into production in batches, the size of which is determined by the needs of the assembly, based on a three- or five-day production of products.

The operational planning system in this case is simplified as much as possible. A workshop (section, brigade) is assigned a task: the quantity, the name of the parts that must be manufactured in one or another five-day or three-day period. The batch sizes, taking into account the applicability of parts and the five- or three-day production of machines, are determined by the production and dispatching bureau (PDB) of the workshop. The order of launch and release is determined by the master, the team. The dispatch service accepts and takes into account only those sets of parts that are provided for delivery during this period. Orders are also closed for payment. The schedule may be supplemented by emergency requirements due to marriage or other reasons. Reducing the size of batches can lead to losses in labor productivity, which will affect the wages of workers. Therefore, a raising factor to the price may be temporarily offered.

Third stage. Organization of work according to the principle: "The worker, the team, the workshop are responsible for the quality. A personal brand is for each worker."

Fourth stage. The introduction of an order in which the worker is busy doing his main job, provided that there is a need for it. Otherwise, it should be used where there is a shortage of labor.

If the task is not completed, the worker or team performs it in overtime. Each case of failure of the task must be analyzed with the obligatory participation of the worker, team, shop manager and specific culprits. Footnotes

1. The group method for manufacturing parts was developed by Dr. tech. Sciences S.P. Mitrofanov. The main results of his work are reflected in the works "Scientific organization of machine-building production" (M., 1976) and "Group technology" (M., 1986).
2. This dependence was proposed by Dr. Econ. Sciences G.E. Slesinger.

Determining the type of production and key indicators

Single production

Mass production

Mass production

Characteristics of production types

Conclusion

List of sources used

Determining the type of production and key indicators

The type of production is understood as a set of features that determine the organizational and technical characteristics of the production process carried out at one or many workplaces, on the scale of a site, workshop, enterprise. The type of production largely determines the forms of specialization and methods of organizing production processes.

The classification of types of production is based on the following factors: the breadth of the nomenclature, the volume of output, the degree of constancy of the nomenclature, the nature of the loading of jobs and their specialization.

Product range represents the number of product names assigned to the production system and characterizes its specialization. The wider the nomenclature, the less specialized the system, and, conversely, the narrower it is, the higher the degree of specialization.

Product output is the number of products of a certain type produced by the production system during a certain period. The volume of output and the complexity of each type of product have a decisive influence on the nature of the specialization of this system.

Degree of nomenclature constancy - this is the repeatability of the manufacture of a product of this type in successive periods. If in one planning period a product of this type is produced, and in other periods it is not produced, then there is no constancy factor. Regular repetition of the release of products of this type is one of the prerequisites for ensuring the rhythm of production. In turn, the regularity depends on the volume of output of products, since large: the volume of output can be evenly distributed over successive planning periods.

The nature of the workload means assigning certain operations of the technological process to the workplaces. If the minimum number of operations is assigned to the workplace, then this is a narrow specialization, and if many operations are assigned to the workplace (if the machine is universal), then this means broad specialization.

The main indicator characterizing the type of production is the coefficient of consolidation of operations Kh. The coefficient of consolidation of operations for a group of workplaces is defined as the ratio of the number of all different technological operations performed or to be performed and within a month, to the number of jobs:

(1)

where K op - the number of operations performed at the i-th workplace;

n- the number of jobs on the site or in the shop.

There are three types of production: single, serial, mass.

Figure 2 - Classification of production types

Other main indicators for determining the type of production are the coefficients of specialization of jobs (K cn), seriality (K ser) and mass character (K ​​m).

Coefficient of job specialization

K cn \u003d m d.o. /С pr, (3)

where m d.o. - the number of detail operations for the technological process performed in this unit (on the site, in the shop);

С pr - the number of jobs (equipment) in this unit.

The serialization coefficient is calculated by the formula:

K ser \u003d r / t pcs, (4)

where r is the cycle of product release, min/piece;

t pcs - average piece time for the operations of the technological process, min.

The indicators included in formula (4) are determined by the formulas:

r= F eff /N s; (5)

t pcs \u003d St pcs i /m (6)

where F eff - effective fund of time of the workplace;

N s - the volume of parts launched per unit of time;

t piece i - piece time on the i-th operation of the technological process, min;

m is the number of operations.

The mass coefficient is determined by the formula

K m \u003d St pcs i / mr (7)

Single production

X characterized by the manufacture of piece, usually unique, products various kinds and destination, a wide range and a small volume of production of the same products. Patterns either do not repeat or repeat irregularly. Jobs do not have deep specialization. It is impossible to permanently assign operations to individual workstations, and the coefficient of specialization is more than 40 detail operations per one workplace. The specialization of such jobs is due only to their technological characteristic and dimensions of processed products. In this production, universal equipment is used, and basically a sequential type of movement of a batch of parts through the operations of the technological process. Factories have a complex production structure, and workshops are specialized according to the technological principle. Single production is characterized by the presence of a significant work in progress, the lack of assignment of operations to workplaces, the use of unique equipment, frequent changeover of equipment, high qualification of workers, a significant share of manual operations, overall high labor intensity of products and a long cycle of their manufacture, high cost of products. A diverse range of products makes unit production more mobile and adaptable to fluctuating demand for finished products. This type of organization is typical for pilot plants that manufacture prototypes products. Such production justifies itself economically only in the manufacture of unique, technically complex products, units of large unit capacity, which require a limited amount (for example, turbogenerators).

Thus, we can distinguish the following features of a single production:

The inconsistent nature of the production process;

Wide and variable range of manufactured products;

Distribution of production by specialized divisions of the enterprise;

Manufacture of products based on individual (for each product) orders;

Use of highly qualified workers in the production process; increased duration of the production cycle;

Quality control of each finished product.

Unit production includes the production of the largest machines, unique instruments, equipment, powerful hydraulic turbines and generators, rolling mills, walking excavators, nuclear reactors and other products, as well as non-standard products according to individual orders.

Mass production

It is characterized by the release of batches of homogeneous products within a specified period of time. Serial production is characterized by the production of a limited range of products. Batches (series) of products are repeated at regular intervals. Depending on the size of the series, small-batch, medium-batch and large-batch production is distinguished.

In serial production, it is possible to specialize individual workplaces for performing similar technological operations. The level of production costs is reduced due to the specialization of jobs, the widespread use of labor of semi-skilled workers, the efficient use of equipment and production space, and the reduction in wage costs compared to unit production.

Series products are standard products, such as machines of the established type, usually produced in larger quantities ( metal cutting machines, pumps, compressors, chemical and Food Industry).

Distinctive features serial production are:

Series production of a relatively limited range of repetitive products;

Relatively short duration of the production cycle;

Typification of the technological process;

Availability of specialized equipment and jobs;

Use in the production process of workers of medium qualification;

Mechanization of product quality control.

Small batch production tends to be single: products are produced in small series of a wide range, their repeatability in the program of the enterprise is either absent or irregular, and the sizes of the series fluctuate; the company constantly develops new products and stops the production of previously mastered ones. A wide range of operations is assigned to jobs. Equipment, types of movements, forms of specialization and production structure are practically the same as in unit production.

Medium batch production it is characteristic that the products are produced in rather large series of a limited range; series are repeated with a known regularity. A narrower range of operations is assigned to jobs. The equipment is universal and special, the type of movement of objects of labor is parallel-sequential. Factories have a developed production structure, procurement shops specialize according to the technological principle, and machine-assembly shops create subject-closed sections.

Large batch production characterized by the manufacture of products in large series of a very narrow range. At the same time, the most important types of products can be produced continuously. Jobs are specialized, the equipment is usually special, the types of movements of objects of labor are parallel-sequential and parallel. Factories have a simple production structure, processing and assembly shops are specialized according to the subject principle, and procurement - according to the technological principle.

The development of machine-building production, especially manifested in last years, both in the creation of new essentially new technical means, and in the emergence of new strategies for constructing production systems, has led to the fact that many of the fundamental principles and concepts used in its description cease to fully correspond to reality. This phenomenon is inherent in any real systems in which significant changes occur, and each time leads to a complex process of rethinking what until recently seemed eternal. theoretical foundations and practical recommendations.

Thus, the problem of developing new time standards is generally recognized as relevant today, both for the performance of technological operations and for the stages of pre-production. There is nothing heretical or disrespectful in relation to the classics who participated in the creation of the norms: they are outdated, because they could not become outdated. However, the problem is deeper, since the progress of engineering production has significantly gone beyond the limits within which one could limit oneself to only a huge, but mostly mechanical work on the development of new standards. The new state of machine-building production requires a revision of the basics of its description, and then - the development of new practical recommendations that correspond to the new fundamentals. Of course, the revision does not mean a complete rejection of existing concepts and principles; as in any developing science, new definitions and new theories should include the previous ones as special cases, or expand them in accordance with the expansion and complication of the subject area. One of the fundamental concepts used in the design of production and technological processes and systems is the concept of "production type". Since ancient times, the division of production into mass, single and serial, which later received an internal division, has been known. This classification fully corresponded to the time of its creation and does not correspond at all to the present time, which is practically universally recognized. AT contemporary writings dedicated to design and reconstruction industrial enterprises, a reservation is often made that “types of production are traditionally distinguished”. At the same time, a new classification is being sought.

One of the common opinions is that all production is now mass-produced. Another point of view proposes to divide production systems into two types: flexible and inflexible. There are also other proposals for the introduction of new classification features, including such as the scale of production and its planning. The common thing in all these (and other) hypotheses is that the type of production is still proposed to be identified by any one feature and called by one word. The main reason for this is the traditional nature and "familiarity" of such an approach. Meanwhile, modern engineering and industrial production in general, much more diverse than it was at the time when the hitherto existing classification was created. And loyalty to traditions can no longer be a decisive argument in favor of maintaining such one-criteria.

Even in the name of a cutter, there may be more than five signs, but production is an object much more complex than a cutter. It can be recognized that modern production systems cannot be unambiguously classified by one parameter.

Having recognized the possibility of a multi-parameter classification of types of production, it is necessary to single out the main and additional classification features. Strictly speaking, to divide the classification features into basic and additional ones, since they are known and are constantly used in the scientific and technical literature. To select the main classification features, the following criteria can be formulated:

• - There should not be too many main features, so as not to create confusion, ambiguity and internal inconsistency in the classification.
• - The main features should not be in an explicit functional or close correlation relationship.
• - The main features should be reliably determined in the early stages of the design of production systems.
• - The main features should give the most complete picture of the goals of the designed production, and not be characteristics of the equipment used or organizational forms.
• - The main features should be applicable to any of the existing or planned production systems, in contrast to the additional features that determine the specific requirements imposed in special cases.

In general, it seems reasonable to use as criteria the target properties of production systems, which cannot be very numerous.

It is proposed to single out four main classification features of production systems:

• 1. The scale of production
• 2. Nomenclature of production
• 3. Changeability of production
• 4. Predictability of production.

The first two signs are obvious: of course, enterprises producing a thousand or a million units of the same product per year will differ significantly from each other, both in terms of the equipment used and in the organization of production. As well as different enterprises will be arranged, producing any one product and many products. At the same time, multi-nomenclature in itself does not at all mean small-scale, and single-nomenclature does not mean large-scale. The largest number of enterprises that exist today in industrialized countries are small enterprises specializing in the production and supply of a limited range of products or components, both directly to the market and for large companies, which are increasingly striving to leave only the functions of market operation, design and general assembly to their own divisions. Both of these varieties of production systems fit very poorly into the traditional classification of types of production.

The third classification feature production system it might be adaptable. Indeed, an enterprise can produce a large range of products on a large scale, but at the same time, the same operation will be performed at each workplace during the year (it is for this feature that the “classic” criterion is best suited - the coefficient of consolidation of operations, while while the tables that replace it, depending on the type of production on the number of manufactured products, speak of the scale of production, and not of its readjustability). Production can be multi-product and little readjusted, as well as low-product and often readjusted. The size of the enterprise, the number of employees, the types and quantity of equipment, organizational forms, and structural and layout solutions significantly depend on this.

The fourth main hallmark of production is its predictability. There are enterprises in which production programs are known for several years in advance, and production start-up new products takes months or even years. The other extreme is enterprises working on external, poorly predictable orders. Such productions have been developed not so long ago, which was facilitated by advances in automation. technical training production and the emergence of equipment that combines wide technological capabilities with high performance. Here is an example of setting tasks for the production of spare parts for a certain area of ​​mechanical engineering (taken from a real conversation with company managers): “we know about two thousand possible parts, each customer can bring a completely unknown drawing, their needs are determined by equipment breakdowns, and therefore are completely unpredictable, in the morning we don't know exactly what we have to do in the evening; At the same time, we must fulfill any order within three days, otherwise customers will go to competitors. The presence of competition and a significant increase in the range of manufactured products significantly reduce the "average" level of predictability modern production. This feature is very important, since the ratio of time spent on the actual production and on its preparation largely depends on it. In general, in view of the undoubted increase in the range of manufactured products and the related lack of opportunities in most branches of engineering to support non-adjustable production, Special attention At the present time, attention should be paid to the problems of reducing preproduction time and changeover time.

The proposed classification includes the previous one as special cases. Thus, the "classic" mass production of the Henry Ford era can be defined as large-scale, multi-product, rarely reconfigured and highly predictable. Production is single - as small-scale, medium-sized, often readjusted and poorly predictable. Of course, within the same enterprise there may be divisions with different types of production.

In addition to the main classification features, additional ones related to more particular examples of production systems can be proposed. Unlike the main features, additional features can be omitted in cases where they are not essential. So, one of the additional classification features can be the complexity of manufactured products. This property, usually well known at the design stage, significantly affects both the equipment used and the organization of the production process, but is not essential for all possible productions. The same applies (for example) to the danger of production and its secrecy.

Additional features may include the restructuring of production - the ability of the production system to switch to the production of a significantly different range of products. In cases where such a transition is not carried out according to the “completely demolish and rebuild” scheme, rebuildability must be taken into account even when designing the previous production, which affects design decisions and entails additional costs. A special case of restructuring is dual-use enterprises, for which this feature is one of the main ones.

Among the most important additional features is the modifiability of production, that is, the ability of the production system to produce various modifications of products within the range. Undoubtedly, modern market industrial products requires manufacturers to release an increasing number of product modifications. However, the question of the required level of modifiability of production systems does not have such an unambiguous answer as it is sometimes believed. The reason for this is well known: modifiability is a very costly feature.

A special conversation is about flexibility. Like any term used for promotional purposes, the concept of flexibility requires a careful approach. Flexibility can be defined as the ability of a technological or production system to adapt to changing tasks that do not go beyond some predetermined limits. This property, given by nature to man, is very difficult to achieve in automatic and automated systems.

A person standing at the assembly line, without significant readjustment, is able to wrap a rusty screw in one car, and a chrome-plated screw in another. But flexibility, even here, does not mean permissiveness: it requires the interchangeability of screws and the presence of instructions for a person.

A modern CNC automatic lathe is capable of processing different parts within one bar, if the tool setting allows it to do this and the program forces it to do so.

In general, the flexibility of a technological or production system is not its target property, flexibility is one of the ways to achieve the goal, especially useful in those production conditions that are typical for the present - multi-production and poor predictability.

The need to revise the classification of types of production does not belong to the realm of speculative reasoning.

The existing principles are embedded in the standards used in the design and reconstruction of industries, as well as in the worldview of many people.

Of course, the current state of machine-building production differs significantly from the one in the era of which the existing classification was formulated and the existing standards were drawn up, and therefore this problem is very relevant.