Determining the type of production line. Methodology for standardization of certain types of work Standardization of work performed on a production line

In the conditions of continuous production, time and output standards should be established not for each workplace separately, but for the line as a whole. This is due to the fact that when establishing individual time standards, the production of workers is not tied to the flow cycle and thereby introduces an imbalance into the operation of the line. At the same time, as shown by workers, it fluctuates within significant limits - from 45 to 96%. Therefore, work on calculating standards and placing workers must be combined with a set of organizational and technical measures aimed at increasing the degree of technological and organizational synchronization of the line, ensuring the best use of working time and equipment and the highest possible output.

For such purposes, the production line cycle is first calculated. Then it is determined lead time technological operations on each machine included in the production line. At the same time, the values of all factors influencing the time of operational work are indicated, the time for technical and organizational maintenance, rest and personal needs and the worker’s busy time are calculated. All this is necessary for further work on line synchronization.

Each worker and their placement on the production line with the necessary measures to synchronize the line.

Technological synchronization measures are aimed at coordinating the processing time of a part on each machine with a given line operation cycle. They are ensured mainly by carrying out technical measures to increase production on limiting equipment through the use of more productive cutting tools, increasing the number of simultaneously working tools, using multi-place devices and high-speed clamping devices, improving the quality of workpieces, automating the control process, optimizing cutting conditions, etc. d.

An increase in the degree of organizational synchronization is ensured by establishing, on the basis of calculations according to standards, such an arrangement of workers based on the organization of multi-machine workplaces, in which their uniform and complete distribution is achieved. To carry out organizational synchronization and placement of workers on the production line, a summary sheet is compiled (Table 12.5).

Table 12.5. Summary sheet for calculating time standards and service standards at production line workplaces (part 70-1601021)

At the first stage, operational time is calculated (section 1 of the map) for each of the operations performed on the line. At the same time, the task is to ensure technological synchronization of operations. The operating modes of the equipment are selected in such a way that the calculated operating time is as close as possible to the takt time of the production line.

Further calculations are performed in this sequence.

The reduced operational time for manufacturing a part in an operation (column 11) is determined by the formula

If the operation is performed on several machines with the same operating time, the formula takes the form:

The number of parts processed on machines where this operation is performed, for the maximum operational time, is found by the formula

If the operation is performed on one machine (n = 1 and T op max = T op i), then the number of parts processed in the maximum operating time is equal to one.

In cases where parts of two or more types with different programs are processed at the workplace, the conditionally reduced operational time for processing the main part is calculated:

The worker’s employment on each of the machines included in the workplace is determined (column 12):

T zi = T v.n + T v.p + T a.n + T per,

The time for active monitoring of the operation of a machine included in the workplace, depending on the sum of the machine-automatic time of all operations at the workplace, is determined according to table. 12.6.

Table 12.6. Time standards for active observation in multi-machine service conditions

		The sum of machine-automatic time of all operations included in the workplace	Time for active monitoring of machine operation, min.
0,10	0,005	4	0,084
0,20	0,009	5	0,100
0,30	0,012	6	0,114
0,50	0,018	-	0,126
0,75	0,022	8	0,134
1,00	0,025	9	0,144
2,00	0,046	10 or more	0,150
3,00	0,066

The time for automatic tool advance is set (group 14 of table 12.5). It is taken from technical standardization cards for operations. Machine-automatic time is taken into account when its duration does not exceed the time spent by the worker on moving to the next machine.

Line production- a form of production organization based on the rhythmic repetition of the time for performing main and auxiliary operations at specialized workplaces located along the flow of the technological process.

The flow method is characterized by:

reducing the range of products to a minimum;
division of the production process into operations;
specialization of jobs to perform certain operations;
parallel execution of operations at all workstations in the flow;
location of equipment along the technological process;
high level of continuity of the production process based on ensuring equality or multiplicity of the duration of execution of flow operations with the flow cycle;
the presence of special interoperational transport for transferring objects of labor from operation to operation.

The structural unit of continuous production is the production line. Production line is a set of workplaces located along the technological process, designed to perform the technological operations assigned to them and interconnected by special types of interoperational vehicles.

Flow methods are most widespread in the light and food industries, mechanical engineering and metalworking, and other industries.

The production lines existing in industry are varied.

For the continuous production method, the following standards are used:

1. Production line clock(r)- time interval between the sequential release of two parts or products:

where is the duration of the shift;

t- regulated losses;

N- production program per shift.

If the duration of an operation is equal to or less than the takt time, then the number of workstations and pieces of equipment is equal to the number of operations. If the duration of the operation is longer than the takt time, then several workstations are needed for synchronization. Number of jobs per operation () determined by dividing the piece time () by the takt time (r):

2. The time opposite to the beat is called rhythm of the production line (R). Rhythm characterizes the number of products produced per unit of time:

R= 1/ r.

3. Step (1) - the distance between the centers of two adjacent workplaces. Total production line length depends on the step and number of jobs:

Where 1 - conveyor pitch, or the distance between the centers of two workplaces;

q- number of jobs.

4. Production line speed(v) depends on the pitch and cycle of the production line, m/min:

The economic efficiency of the flow method is ensured by the effectiveness of all principles of production organization: specialization, continuity, proportionality, parallelism, straightness and rhythm.

The disadvantages of flow organization of production are as follows:

1. The main requirements when choosing products for production by the in-line method include the sophistication and relative stability of their designs, large scale production, which does not always meet the needs of the market.

2. The use of conveyor transport lines increases the transport backlog (work in progress) and makes it difficult to transfer information about product quality to other workplaces and areas.

3. The monotony of labor on production lines reduces the material interest of workers and contributes to an increase in staff turnover.

Measures to improve in-line methods include:

organization of work with variable tact and production line speed throughout the day;
transfer of workers during a shift from one operation to another;
the use of multi-operational machines that require regular switching of workers’ attention to different processes;
financial incentive measures;
introduction of aggregate-group methods of organizing the production process, production lines with a free rhythm.

The main direction of increasing the economic efficiency of continuous production is the introduction of semi-automatic and automatic production lines, the use of robots and automatic manipulators to perform monotonous operations.

8.2. BATCH AND INDIVIDUAL METHODS OF PRODUCTION ORGANIZATION; STANDARDS

Batch method of organizing production characterized by the production of a different range of products in quantities determined by the batches of their launch and release.

Party is the number of products of the same name that are processed in turn at each operation of the production cycle with a one-time expenditure of preparatory and final time.

Batch method production organization has the following characteristic features:

§ launching products into production in batches;

§ processing of several types of products simultaneously;

§ assignment of several operations to a workplace;

§ wide application along with specialized universal equipment;

§ use of highly qualified personnel and broad specialization;

§ Predominant arrangement of equipment in groups of similar machines.

Batch organization methods are most widespread in serial and small-scale production, procurement shops of mass and large-scale production, where high-performance equipment is used that exceeds the throughput capacity of associated machines and machines in subsequent departments.

To analyze the batch method of organizing production, the following standards are used:

1. Basic standard- batch size (P). The larger the batch size, the more fully the equipment is used, however, the volume of work in progress increases and the turnover of working capital slows down:

where is the preparatory and final time;

Part processing time for all operations;

Time loss coefficient for equipment readjustment.

With the batch method of organizing the production process, the batch size can be equal to:

monthly production program (M/1);

0.5 month program (M/2);

0.25 monthly program (M/4);

0.15 monthly program (M/b);

0.0125 monthly program (M/8);

daily number of parts in a batch (M/24).

2. Frequency of launch and release of a batch of parts() is the period of time between two launches of successive batches of parts. It is determined by the formula:

Where P- lot size, pcs., m;

Average daily production of parts (products).

3. The size of the work in progress stock (backlog) is a stock of unfinished product within the production cycle. There are three types of reserves:

cyclic;

insurance;

negotiable

The size of the cycle reserve () is determined by the formula:

where is the average daily production of parts (products);

Duration of the production cycle.

The size of the insurance reserve () is determined by the formula:

where is the time for urgent production of this product.

Working stock - products that are in warehouses,

in distribution rooms, storerooms, etc.

4. Serial production coefficient() is determined by the formula:

where is the number of parts (operations) assigned to the workplace;

Number of workplaces in a workshop or area.

If = 30 - 20, then this is a single type of production organization;

if = 20 - 5 - serial type of production organization;

if = 3 - 5 - mass type of production organization.

In terms of economic efficiency indicators (increased labor productivity, equipment use, cost reduction, working capital turnover), batch methods are significantly inferior to in-line methods. Frequent changes in the range of manufactured products and the associated re-adjustment of equipment, an increase in inventories of work in progress and other factors worsen the financial and economic results of the enterprise. However, opportunities are emerging to more fully satisfy consumer demand for various types of products, increase market share, and increase the content of workers’ work.

The most important areas for increasing the efficiency of the batch method:

§ introduction of group processing methods;

§ introduction of flexible automated production systems (GPS).

Unit method of organizing production characterized by the production of products in single copies or small non-repeating batches. It is used in the manufacture of complex unique equipment (rolling mills, turbines, etc.), special equipment, in pilot production, when performing certain types of repair work, etc.

Distinctive features of the single method of organizing production are:

§ unique product range throughout the year;

§ use of universal equipment and special equipment;

§ arrangement of equipment into similar groups;

§ development of integrated technology;

§ the use of workers with broad specialization and high qualifications;

§ significant share of work using manual labor;

§ a complex system of organizing logistics, creating large stocks of work in progress, as well as in the warehouse;

§ as a result of the previous characteristics - high costs of production and sales of products, low turnover of funds and the level of equipment utilization.

The standards for a single method of organizing production are:

1. Calculation of the duration of the production cycle for manufacturing an order as a whole and its individual components.

2. Determination of reserves or work in progress standard.

Directions for increasing the efficiency of a single method of organizing production are the development of standardization, unification of parts and assemblies, and the introduction of group processing methods.

8.3. ORGANIZATION OF PRODUCTION IN AUXILIARY AND SERVICE DIVISIONS OF THE ENTERPRISE

The auxiliary and service departments of the enterprise include: repair, tool, transport, energy production, storage, steam power shops, etc.

The main task repair facilities is to maintain equipment in working condition and prevent its premature wear. The organization and procedure for carrying out repair work are regulated by standard regulations.

System scheduled maintenance(PPR) covers a set of activities, including equipment care, overhaul maintenance, periodic preventive operations (inspections, accuracy checks, oil changes, flushing), as well as scheduled preventative repairs (current, major).

The main standard of the PPR system is repair cycle - the period of time between two next major overhauls, which is measured in years. The number and sequence of repairs and inspections included in it are repair cycle structure:

A feature of repair work planning is that the unit of measurement for the volume of repair work is conditional repair unit , equal to the cost of working time for repairing a 1K62M screw-cutting lathe, produced by the Krasny Proletary plant. Depending on the complexity and labor intensity of the repair, all equipment is divided into 11 groups of repair complexity. To calculate the volume of repair work in units of repairability, it is necessary to multiply the number of pieces of equipment undergoing repairs during the planning period by a coefficient equal to the number of the repairability group for each type of equipment.

The volume of repair work in the workshop in physical units of equipment is determined according to the structure of the repair cycle and the date of the last repair for each type of equipment and type of repair (current, major). All time consumption standards are developed per unit of repair complexity for each type of repair work, regardless of the type of equipment being repaired.

Planning repair work includes the following calculations:

1. Types of repair work for each machine and unit and the timing of their implementation.

2. Labor intensity of repair work, labor productivity, number and payroll of repair personnel.

3. The quantity and cost of materials and spare parts required for repairs.

4. Planned equipment downtime for repairs.

5. Cost of repair work.

6. The volume of repair work in workshops and the enterprise as a whole, broken down by quarter and month.

Production program of the repair shop is determined by multiplying the norms of labor intensity of repair operations by the volume of repair work for the corresponding types of repairs in units of repair complexity.

Calculation of the need for materials, spare parts and semi-finished products is carried out on the basis of material cost standards per unit of repair complexity and the volume of repair work. The ratio of the total equipment downtime for repairs to the annual operating time of the equipment is percentage of equipment downtime for repairs .

Tool production is designed to solve the following problems:

§ uninterrupted supply of tools to all production departments of the enterprise;

§ organization of rational operation of tools and devices;

§ reduction of tool inventories without compromising the normal course of the production process;

§ reducing the cost of maintaining tool equipment.

Tool farming consist of: departments for supplying tools, restoring them, repairing them, adjusting them and sharpening them, a central warehouse and distributing storerooms involved in storing, assembling and issuing tools. The tool can be classified according to a number of characteristics. The stages in the production process are distinguished working) auxiliary) control and measuring instruments, fixtures, dies, molds.

Depending on the nature of use, the tool can be special And universal(normal).

For the purposes of accounting, storage and issuance of tools, a classification is used based on its division into classes, subclasses, groups, subgroups, types, depending on the design, production and technological characteristics. In accordance with the above classification, the instrument is indexed, i.e. assigning it a certain symbol. Indexing May be digital, alphabetic or special.

The need for a tool is equal to the expenditure fund () and the working capital - the difference between the planned and actual inventory of the tool:

Expenditure fund- the amount of tools that are consumed in executing the production program of the enterprise; Its calculation is based on tool life standards and wear time. Wear time is equal to the period of time the tool operates between two sharpenings, multiplied by the number of possible sharpenings.

The rational organization and planning of tool management is based on tool life standards and the amount of tool inventory (service life, wear time). For example, cutting tool life standard () is calculated using the formula:

Where A- permissible amount of grinding of tool edges, mm;

l- amount of grinding of the working edge per sharpening, mm;

T- tool operating time between two resharpenings, hours.

For a measuring instrument, the formula for calculating durability standards has the form:

where A is the standard of durability of the measuring instrument (the number of measurements until complete wear);

Number of measurements per micron of wear;

C - maximum permissible tool wear in microns;

R- the number of possible restorations of a worn tool.

Revolving fund is created for the uninterrupted supply of tools to workshops, areas, and workplaces. It includes stocks in warehouses, in workshop tool and dispensing storerooms, tools at workplaces, in sharpening, repair, restoration and inspection.

The amount of tool stock in the warehouse is determined according to the “maximum - minimum” system using the following calculation algorithm:

the minimum stock of tools of each type is determined as the product of the daily demand for it by the number of days for urgent delivery of the next batch;
the “order point” stock is determined as the sum of the daily requirement for a tool multiplied by the number of days of its normal receipt, and the minimum stock;
The warehouse stock as a whole is determined as the sum of the average stock of instruments of each item and the minimum stock.

Depending on the industry and scale of production, the composition transport sector may include various divisions: transport department, workshops and sections of railway, automobile, electric car and conveyor transport, etc. At individual enterprises, especially small ones, all functions related to the intra-factory movement of goods can be performed by a transport workshop (section) or a separate worker.

The scale and structure of the enterprise’s transport sector are assessed by freight turnover, Those. the number of goods arriving, shipped and transported within the enterprise. The volume and nature of cargo turnover determine the volume of loading and unloading operations, methods of their mechanization and the necessary unloading and loading fronts.

The average daily number of incoming railway cars is determined by the formula:

Where Q- the amount of cargo received on average per day, t;

R- carrying capacity of one car, i.e.

Data on the average daily turnover of wagons are the basis for calculations of the size of unloading and loading fronts.

Based on the number of goods transported by vehicles, the number of vehicles required by the plant is calculated:

Where Q- total amount of cargo transported by vehicles per day, t;

t- duration of one vehicle trip, including loading and unloading, hours;

R- vehicle load capacity, t;

T- vehicle operating time per day, h/day.

Part energy sector includes energy networks, facilities and points of energy consumption. At large diversified enterprises, the energy sector includes: heat and power plants, compressor, pumping stations, external power networks and other energy structures.

The main objectives of energy management are:

uninterrupted supply of the enterprise with all types of energy;
rational operation of power equipment, its maintenance and repair;
saving fuel and energy resources.

Purpose warehousing consists of storing the necessary reserves of materials, raw materials, fuel, semi-finished products and finished products, ensuring the uninterrupted and rhythmic operation of the enterprise, the quantitative and qualitative safety of materials.

The development of industrial technologies in recent decades has led to the widespread introduction of various mechanisms, devices, and automatic machines in all sectors of production. This made it possible to significantly increase the volume of production of consumer goods without reducing their quality, and to increase labor productivity tens of times. As a result, the role of the employee often became limited to starting equipment and monitoring the operation of machines. In such a situation, it would seem that the need for rationing disappears. However, this is not entirely true, and even new ways of organizing labor provide some opportunities for rationalization, optimization, and improvement of production results.

Main characteristics of automated (hardware) processes

The main difference between hardware processes is that the object of labor in them goes through all stages of processing with virtually no human intervention. The role of the employee in them comes down to active monitoring of the operation of the machines, adjusting them if necessary, and maintaining the specified operating mode. The release of finished products occurs on automated lines capable of performing all stages of the production cycle independently.

This type of work organization is called automated flow production. It has its own principles of construction:

1. Straightness – means that equipment and workplaces are located in a clear sequence with the technological process. Thus, the shortest path of movement of the object of labor and a constant pace are achieved.

2. Specialization – there are no automatic lines producing several significantly different products. Each type of equipment is designed to produce one, strictly defined type of finished product.

3. Continuity – means the movement of the subject of labor without delays in individual operations of the cycle.

4. Rhythm - systematic production of products and rhythmic repetition of operations.

The result of the work of automated lines is the fulfillment of production standards and the production of a given quantity of products of appropriate quality. For clarity, we depict the stages of operations in automated production lines in the form of a diagram:

Features of technological processes of automated lines

Most lines consist of individual machines that perform a specific operation as part of a production cycle. Despite the apparent differences in technologies, it is possible to single out sequentially separate areas that are characteristic of any production:

1. The area for preparing and mixing raw materials - meat can be processed here, barrels with concentrate can be opened, water can be prepared, bags of cereal can be unpacked, raw materials can be checked for compliance with recipes (grade, weight, content of any substances and microelements). As a rule, it consists of containers with pumps, mixers, cutters (chopper or, more simply, a meat grinder), baths. Here the mixing and primary accumulation of the product prepared for processing occurs. A very high degree of automation is used, although manual labor is often used during the unpacking and loading stage. Also in this area, preliminary filtration of liquid raw materials can be carried out.

2. Processing of raw materials is the direct preparation of the final product. This can be blending (then it occurs at the mixing section), heating, cooking, grinding, evaporation, cooling. One of the standard operations is the treatment of water used in cooking. Various devices for heat treatment, aging, fermentation, etc. can be used here.

3. Pre-storage area directly in front of the packaging machine. Typically consists of large containers that are heated or cooled depending on the type of product. It is from such containers (tanks) that products are sent for bottling, packaging, capping, and packaging. As a rule, all this equipment is collected in one area.

4. Automatic filling, packaging, pouring, packaging - allows you to fill a predetermined type of packaging with a product. These can be trays, glass jars or bottles, cardboard packaging, plastic bottles. Here the supply of materials for the formation of packaging or the container itself takes place. In addition, labeling equipment can be used to apply labels and tags.

5. Equipment for group packaging – forms cardboard boxes with a certain number of packages of the finished product, covers them with thermal film.

Separately, it is worth mentioning that the product most often moves through a pipeline before bottling, and in finished packaging along special conveyor belts that pass through all the equipment of the line. In addition to the above-mentioned equipment, capping machines (for glass containers) or applicators (for gluing straws onto juice bags or installing plastic caps) can be used.

Before starting to study the production process, you need to collect the following information:

· Models of equipment used;

· Productivity of each machine and the line as a whole;

· Operating modes;

· General characteristics of the raw materials used;

· Organization of workplaces.

A typical sequence of machines in an automated production line is shown in the figure below.

Methodology for studying working time costs and labor organization

For automated production, standard methods can be used - photography and timing. However, it is preferable to obtain the most complete picture using a type of photo accounting such as photograph of the production process . Its advantage is that it allows you to study both the working hours of employees and the duration of operation of equipment, compliance with all technological regimes. Using a similar procedure, the sequence and duration of individual stages of instrumental processes are determined. During observation, it is possible to calculate the time coefficient of active observation, the time required to perform manual operations (if any), and record equipment performance indicators.

The main elements that make up a working time study are:

· Preliminary study of the technological process;

· Preparation and adjustment of data collection methods;

· Observation;

· Processing the results.

During the preparation process, the technological process and the composition of the equipment are studied in detail; the main factors influencing productivity, composition of workers and their qualifications; procedure for supplying raw materials and materials; cutting-edge achievements in the industry. A sample photo of a production process might look like this:

OrganizationWorkshop

Photo of the process No. from 20

List of equipment inspected: Operating personnel:

1. Blending tank, volume 6000 l. Position:

2. Cooking ovenFull name:

Work experience:

No.	Name of working time costs	Current time	Duration	Index	Equipment						Comments and tech. data
					№ 1			№2
					Current time	Duration	Index	Current time	Duration	Index
	Checking temperature sensors	8:00	0:10	PZ	8:00	0:10	THAT	8:00	0:10	ETC
	Start mixing, heat up oven	8:10	0:30	OP	8:10	1:55	OP	8:10	0:40	THAT
	Active monitoring of the mixing process	8:50	1:05				op	8:50
	Disabling mixing, checking the mixture	9:55					op
	Starting pumping the mixture into the furnace	10:05	0:03		10:05

	Total

This option is just a possible format; if desired, you can add data on temperature, humidity, light, noise level and workplace equipment. During the survey, all the actions of the worker are recorded; in the photograph there may be one worker per piece of equipment, and not, as in the example, one worker per two machines. The actual time of use of the equipment, downtime for various reasons, indicators of the technological mode, quantity and time of loading of raw materials are determined , volume of products produced and amount of waste. Upon completion of the photograph, a summary of the same costs (time balance) is compiled:

No.

Index

Worker number

Equipment number

minutes

% to total time

minutes

% to total time

minutes

% to total time

minutes

% to total time

minutes

% to total time

minutes

% to total time

It is recommended to conduct such an examination over 2-3 days, by several employees, so as to cover three or four shifts. Based on the calculation results, conclusions are drawn about equipment loading, adherence to technological conditions, line productivity, use of shift time by workers, and comparisons are made with the passport parameters. If necessary, calculated balances of working time and equipment use time can be created.

Working automated lines are characterized by a large share of operational time, since the preparatory - final time includes only time that is not overlapped by machine time, the same applies to time for auxiliary actions. Operational time consists of:

· Computer time (most of it the employee is engaged in active observation);

· Auxiliary time for starting and stopping equipment not covered by machine equipment.

Here's an example: On the latest models of Tetra Pack filling machines, rolls of packaging material are loaded in pairs. That is, while one roll is being consumed, the operator, without stopping production, can supply a second one, which will begin to be used as soon as the first one is finished. Accordingly, there is no additional time for installing consumables.

Some sources make attempts to apply microelement standards to study processes in continuous production and determine time costs. This direction is certainly promising. However, due to different approaches to constructing initial motion tables, it is still difficult to talk about the uniformity of the methods used. Each consulting firm in this area considers the methodology it “promotes” to be the most acceptable, be it MTM, MOST, BSM, etc. In addition, it is quite difficult to obtain a microelement base “just like that,” and mastering the BSM technique with more than a dozen different movement tables seems quite difficult. If a company has the opportunity to use this approach, of course it should be used.

At the same time, automated processes are characterized by a brigade form of labor organization, and therefore production is determined not for a separate section, but for the team as a whole. For standardization, it is advisable to conduct a preliminary study by photographing working time, selective timing, or by photographing the production process described above.

A few words should be said about the rated performance of the equipment. Each line consists of individual nodes. In practice, the installer company immediately synchronizes all elements of the equipment to the same speed and performance. At the same time, sometimes elements of different brands with different performance levels are purchased to complete lines. In this situation, the calculation should take the performance of the “slowest” section. Oddly enough, the most bottleneck in this regard may be the last section of installation of finished products on pallets.

unexpected stoppages periodically occur, especially at the stage of commissioning of a new production complex, independent of the workers, in this case a special correction factor is introduced, which is derived statistically, for example:

Ts / Shm where

Тс – failure time;

Tsm – shift time.

Most often, the need to stop equipment is due to the need for washing and sanitizing. For example, TBA juice bottling lines must be flushed every time the product name is changed or after 20 hours of continuous operation. The washing duration is 4 hours, it is also carried out automatically.

Example: The nominal capacity of the line is 3600 bags per hour, the shift duration is 12 hours, with 2 hours per shift spent on washing, 30 minutes on preparation for launch. Then the production rate per shift will be:

3600 X (12-2-0.5) = 3600 x 10.5 = 37800 bags per shift, with each bag weighing 200 g, we get

37800 X 200 / 1000 = 7560 kg of product per shift.

Number rationing occurs on the basis of a comprehensive study of the work of all team members and the types of equipment entrusted to them. When analyzing the time spent by automated line workers, special attention should be paid to the elements of line maintenance (control and regulation of processes, active supervision) and their repetition and duration. The time for servicing an individual device and the entire line is determined. Having determined the total time for maintenance and active surveillance, you can calculate the planned number using the formula:

Total time spent on servicing the line for the period / Operational time of one employee for the same period

To determine operational time, a calculated (ideal) balance of working time is used, based on photographs. Based on the above formula, the planned size of the brigade is determined. If the time periods for servicing individual units of a worker do not coincide, he can be involved in several areas. A similar approach is used if a worker can move from site to site and consistently work with different units. However, in practice, for automated lines, such a situation does not occur so often and only in some areas (example: primary guidance and preparation of raw materials). Example: During one day, you need to make 8 blends for nectars of 15,000 tons, each of them takes 112 minutes or 112/60 = 1.87 hours. The employee's operational time per shift is 10.6 hours; in total, the employee is busy with 15 shifts per month. First we count the total time per month (365/12=30.4 days):

8 x 30.4 x 1.87 = 454.8 hours.

Employee operating time per month:

15 x 10.6 = 159 hours.

Then the planned number: 454.8 / 159 = 2.86 people, rounded to 3.

As already noted, the use of such a calculation is possible only in some areas. Most lines require simultaneous launch and constant active monitoring; in this case, the distribution of the crew size is made according to the principle: one section - one workplace. Sometimes the situation develops in such a way that even if the load is not 100%, an employee will only be able to service one area with equipment. But, unfortunately, the simultaneous operation of all nodes of an automated line requires precisely this approach. Equipment manufacturers, by the way, when transferring technical documentation, indicate in it how many people are required to control sections of the line. When commissioning new equipment, it is from this data that the relevant production services proceed. Checking the correctness of the arrangement and searching for optimization paths begins only after stable, uninterrupted operation of the lines begins. For clarity, we will try to show schematically what a typical arrangement looks like:

Service Standards are determined in a situation where the equipment can be started sequentially and the operator can be involved in working on several of its units. It is also advisable to define them for shift technicians or mechanics involved in daily adjustments and minor repairs of machines, as well as setting them up, for example, for a new packaging format (0.1 kg instead of 0.2, this is also required periodically). Nn, Np – average number of adjustments and subadjustments per shift per piece of equipment;

Tn ,Tp – labor intensity in man-hours of one setup and adjustment.

Data for calculations are obtained using one of the named methods for studying working time. Example: An employee’s operational time is 85% of the duration of a shift, which lasts 12 hours. Each piece of equipment requires adjustment (adjustment) on average once per shift for 25 minutes or 25/60 = 0.42 hour-hours. In addition, once a week you have to undergo scheduled maintenance activities lasting 3.5 hours, that is, 0.14 times per shift (once a week/7 days). We find that the service rate is equal to:

(12 x 0.85) / (0.42+ 0.14 x 3.5) = 10.2 / 1.31 = 7.78 or round 8 units. equipment per shift.

The calculation method is quite simple and is based on ordinary logical constructions. However, in order to obtain data for calculations, sufficiently extensive studies of production processes and their comprehensive analysis are required.

Possible ways to streamline processes on automatic production lines

There are not many ways to optimize a process that occurs with minimal human participation. Most of them are associated with strict adherence to the technological process and the avoidance of unjustified stoppages as a result of untimely or poor-quality maintenance, reducing the percentage of defects, and eliminating lost working time due to the negligence of workers. In addition, it is possible to take reorganization measures at the workplace.

Let's give an example of organizational changes that led to a positive effect. Initially, in agreement with the manufacturer, there was one operator at each filling machine. At the same time, the machines were located at a distance of 2 meters from each other. The location of employee workplaces looked like this:

1,4 - filling machine, 2,3 control panel, 5,6 - operator workstations, each machine has a conveyor belt. The function of the employees was to start the equipment, fill them with paper, and control the filling process. In addition, it was necessary to constantly monitor the progress of the finished packages moving along the conveyor. If one of them falls, a “jam” could occur, a failure could occur and a large amount of defects could form. In this situation, the operator stops the machine, returns the bag to its place and starts the machine again. As can be seen from the first figure, the observation areas of both employees overlap, and the control panels are at arm's length.

After analyzing the working hours (in the second picture), the peculiarities of the organization of workplaces, it was decided to leave one employee with two machines, giving him some additional payment for the increased intensity of work. As a result, there was a decrease in the number of employed personnel without a decrease in the quality and speed of production. As it turned out, the frequency of package drops is low and one person can easily control two sections of the conveyor.

Such opportunities for improvement can only be identified on the basis of a comprehensive study of the technological process, production features and employee working hours. As has already been said, there is less room for standardization activities on automated lines than on manual operations, but even here, a scrupulous analysis of procedures can bring certain results.

In the conditions of continuous production, time and output standards should be established not for each workplace separately, but for the line as a whole. This is due to the fact that when establishing individual time standards, the production of workers is not tied to the flow cycle and thereby introduces an imbalance into the operation of the line. At the same time, as the experience of enterprises shows, the workload of workers varies within significant limits - from 45 to 96%. Therefore, work on calculating standards and placing workers must be combined with a set of organizational and technical measures aimed at increasing the degree of technological and organizational synchronization of the line, ensuring the best use of working time and equipment and the highest possible output.

For such purposes, first of all, it is calculated production line cycle. Then the time required to perform technological operations on each machine included in the production line is determined. At the same time, the values of all factors influencing the time of operational work are indicated, the time for technical and organizational maintenance, rest and personal needs and the worker’s busy time are calculated. All this is necessary for further work on line synchronization.

After this, the optimal load of each worker and their placement on the production line are determined, with the necessary measures taken to synchronize the line.

An increase in the degree of organizational synchronization is ensured by establishing, based on calculations according to standards, such an arrangement of workers based on the organization of multi-machine workplaces, in which their uniform and full loading is achieved. To carry out organizational synchronization and placement of workers on the production line, a summary sheet is compiled (Table 4.5).

Further calculations are performed in this sequence.

The reduced operational time for manufacturing a part during an operation is determined (Table 4.5, group 11) using the formula:

where T op max is the maximum operational time for processing parts on one of the machines;

K to - the number of parts processed on machines in the maximum operational time.

If the operation is performed on several machines with the same operating time, the formula takes the form:

where T op i is the operational time of processing a part on one machine;

n is the number of machines on which this operation is performed.

The number of parts processed on the machines where this operation is performed, for the maximum operational time, is determined by the formula:

If the operation is performed on one machine (n = 1 and T op max = T op i), then the number of parts processed in the maximum operational time is equal to one.

In cases where parts of two or more types with different programs are processed at the workplace, the conditionally reduced operational time for processing the main part is calculated:

where N i is the program of the minor part;

N max is the production program for the main part (the part with the longest program).

COURSE PROJECT

Discipline: Organization of production at an industry enterprise

Topic: “Production line design”

Is done by a student:

Head: Bakhotsky V.V.

Introduction. 3

1. TECHNICAL LABOR STANDARDING.. 4

1.1 Calculation of the main parameters of production lines. 4

1.2. Determining the type of production line. 7

1.3 Organization of multi-machine service. 9

1.4 Organization of parallel maintenance of machines from different operations 12

1.5 Construction of a line operation schedule. 14

1.6 Calculation of line staff. 16

1.7 Determination of the size of intraline reserves. 17

2. PLANNING THE PRODUCTION COST OF A PART 19

2.1. Determination of equipment needs. 19

2.2 Determining the need for basic materials. 20

2.3. Determining the need for production space. 21

2.4. Determination of electricity needs. 22

2.5. Determination of capital investments in the organization of production. 23

2.6. Determination of annual production costs………..24

Conclusion. 26

Applications……………………………………………………………………..27

Bibliography…………………………………………………………….29

Introduction

In this course work, a production line is designed.

The course work aims to consolidate the theoretical foundations of production organization, practical application of acquired skills, and selection of the most rational methods of production organization.

The main task of the project is to select the form of organizing the production of housings according to a given program and operating time, determine the economic efficiency of the project - calculate the main production costs, create multi-machine maintenance schedules, schedules for reducing the staff of the designed line.

Theoretical and methodological manuals on the subject of the course, as well as lecture material, were used as educational material.

When completing a course project, calculations are accompanied by explanations, analysis and justification for the chosen solution. Many data are presented in tables for clarity and convenience. There are applications in the form of a schedule and multi-machine maintenance schedules.

TECHNICAL LABOR STANDARDING

Calculation of the main parameters of production lines

When designing a production line, its main parameters are calculated: the cycle of the production line, the number of jobs on the production line, the load factors of jobs and the production line as a whole. The following data is required for calculations:

Table 1.1

Operation time

Operation No.	t op	t o	t in	t then	t oo	t from	t r	t mr	t ma	t pcs
	6,0	4,8	1,2	0,2	0,1	0,1		0,2	4,8	6,4
	6,2		1,2	0,2	0,1	0,1		0,2		6,6
	5,2	4,2		0,2	0,1	0,1	0,8	0,2	4,2	5,6
	9,8	7,8		0,2	0,1	0,1		7,8		10,2
	7,6	6,1	1,5	0,2	0,1	0,1	1,2	0,3	6,1
	6,0	4,8	1,2	0,2	0,1	0,1		0,2	4,8	6,4
	6,8	5,4	1,4	0,2	0,1	0,1	5,4			7,2

F g =F n (1-k n)=240000*(1-0.06)=225600 min.

F n =60*D r *t cm *k cm =60*250*8*2=240000 min.

where k p =6% – loss coefficient

F n – nominal annual time fund, hour.

D r =250 days. – number of jobs in the period

t cm =8h. – shift duration

k с =2 – number of shifts

F g – actual annual equipment operating time, hour.

The production line cycle is the average estimated time interval between the launch (start cycle) or release (release cycle) of two adjacent parts on the production line. Production line cycles are consistent with the production program for the planned period and are calculated using the formulas:

Release stroke:

r in = F g /N in =225600/180000=1.25;

Start stroke:

r z = F g / N z = 225600/183600 = 1.23;

N s = N in * K s = 180000 * 1.02 = 183600 pcs.

F g – actual operating time of the production line in the planned period;

N in =180000pcs/year – volume of product production in the planning period;

N з – launch volume for the same period of time.

The number of workstations (machines) on a production line is calculated based on the need to process one part at each operation in a time equal to a cycle. The estimated number of jobs (machines) at the i-th operation of the production line is determined by the formula:

C r i = t pcs / r z;

Where C p is the estimated number of jobs (machines) at the i-th operation,

t pcs – piece-calculation time for the operation.

C р1 = 6.4/1.23=5.2

C p2 = 6.6/1.23 = 5.4

C p3 = 5.6/1.23 = 4.6

C p4 = 10.2/1.23 = 8.3

C р5 = 8/1.23=6.5

C p6 = 6.4/1.23 = 5.2

C p7 = 7.2/1.23 = 5.9

The number of workplaces can only be an integer, therefore the accepted number of workplaces - C pr - is obtained by rounding the estimated number of machines to the nearest larger integer.

h i = C r i / C pr i,

The accepted number of jobs as a whole is determined by summing the number of jobs for operations:

With pr = ΣSpr.=6+6+5+9+7+6+6=45work. places

We summarize the calculations in Table 1.2:

Table 1.2

Calculation of the number of jobs

ηav.=ΣСр./ΣСр.=41.1/45=0.91

Determining the type of production line

The type of production line based on the number of assigned items of labor is determined by the value of the average load factor. If the average load factor of a production line is at least 0.75, then the line is single-subject. Otherwise, creating a single-subject line is considered impractical and it is loaded with items of a different name, turning into a multi-subject production line.

Conclusion: based on the calculations given in Table 1.2, we conclude that this production line is single-subject, since h I = 0.91 > 0.75.

The type of production line according to the nature of the movement of the object of labor is determined by the value of the non-synchronization coefficient, which characterizes the degree of violation of the synchronization condition. The non-synchronization coefficient is calculated for each operation using the formula:

We summarize the calculations in Table 1.3:

Table 1.3

Calculation of the non-synchronism coefficient.

Operation No., i	r z	C pr, i	C pr, I *r 3	t pcs	D i , %
	1,23		7,38	6,4	13,28
	1,23		7,38	6,6	10,57
	1,23		6,15	5,6	8,94
	1,23		11,07	10,2	7,86
	1,23		8,61		7,08
	1,23		7,38	6,4	13,28
	1,23		7,38	7,2	2,44

When designing a production line, the deviation from synchronism is no more than 10%, so if for at least one operation the value of the non-synchronism coefficient exceeds 10%, then the production line is considered discontinuous.

Conclusion: this production line is discontinuous, because the coefficient of asynchrony for the first operation was 13.28%, for the second – 10.57%, for the sixth – 13.28%, which exceeds 10%.