Organization of the production process. Basic principles.

Any kind of industrial activity needs a competent construction of the production process, which is understood as the procedure for converting the subject of labor (raw materials, materials, semi-finished products) into finished products necessary for society.

The organization of the production process involves a rational combination of its elements: labor (people's activities), means of labor (tools of production), natural processes (chemical, physical, biological), aimed at changing the properties of the object of labor-its shape, size, quality or condition.

Principles of rational organization of the production process.

Existing production processes are extremely diverse, but at the heart of their correct organization are certain principles, the pursuit of which allows to optimize industrial activity.

1. The principle of differentiation. In accordance with this principle, the organization of the production process must be carried out in such a way that specific processes or operations that form the basis of the production canal are assigned to individual departments of the enterprise.

2. The principle of combining. It presupposes the unification of all or some operations of a different nature within a single production unit (workshop, section, link).

   At first glance these principles contradict each other. Which of them should be given preference, determines the complexity of the product and practical feasibility.

3. Principle of concentration. This principle means the unification within a single production site of works for the production of homogeneous products or the implementation of the same operations. Its use makes it possible to use equipment of one type more efficiently (its loading increases), increasing the flexibility of technological processes.

4. Principle of specialization. Assumes the fixing for each work site of an exactly limited number of operations, works, products. The level of specialization is determined by the nature of the parts produced, as well as by the quantitative volume of their output. The higher the level of specialization of an enterprise, the better the skills of employees, the higher the productivity of labor. At the same time, the possibility of automation of production increases and costs associated with the adjustment of equipment are reduced. Disadvantage can be considered the monotony of labor and the rapid fatigue of people.

5. The principle of universalization is the opposite of the principle of specialization. The organization of the production process, based on this principle, involves the production of a variety of products (or the implementation of heterogeneous processes) within a single work unit. The release of a wide range of parts requires a sufficiently high qualification of personnel and the participation of multifunctional equipment.

6. Principle of proportionality. Competent management of the production process is inseparable from the observance of the proportions between the quantity of products produced by various divisions of the enterprise. The production capacity of the plots should correspond to the loading of the equipment and be comparable with each other.

7. Principle of parallelism. Assumes the simultaneous manufacture (processing) of various products, which saves time spent on the production of the final product.

8. Principle of directness. The organization of the production process must be carried out in such a way that the path of the object of labor from one processing stage to the other is the shortest.

9. The principle of rhythm is that all production processes aimed at producing intermediate parts and manufacturing final products are subject to periodic repetition. Following this principle allows to ensure an even flow of production, free from the violation of deadlines and forced outages.

10. The principle of continuity presupposes the uniform arrival of an object of labor from one operation to another without stopping or delaying.

11. The principle of flexibility ensures rapid adaptation of production sites to changes in the realities of production associated with the transition to the manufacture of new products.

These principles in the organization of production are applied in accordance with their practical feasibility. Underestimation of their role leads to an increase in the costs of production and, as a consequence, to a decrease in the competitiveness of the products.