Lectures on the organization and planning of mechanical engineering production - file Stages_of_theory_development_OP.doc. Theoretical foundations of organization and production management
The development of the science of “Organization of production” begins in the 18th century. A. Smith (1776) in his book “The Wealth of Nations” described the economic benefits of the division of labor. This phenomenon is also known as labor specialization.
Division of labor - breakdown production process into a number of separate operations, so that each worker performs only a small part of the total work.
In 1790 E. Whitney developed the concept of interchangeable parts. Interchangeable parts are parts of a product that are manufactured with such a degree of precision that they do not need to be adjusted by hand. Whitney designed an assembly line for the production of muskets with such a system of tolerances that any part could fit any product.
In 1911, F. Taylor in the books “Principles scientific management" and "Factory Management" outlined approaches to organizing production: he separated the preparation of production operations from their execution, differentiated the labor process, introduced timing, developed an accounting and control system, and developed a piece-rate - differentiated wage system.
The problems of improving labor processes were developed by the spouses Frank and Lillian Gilbreth. They classified micromovements, identifying 18 microelements, and called them therbligs. The Gilberts' work marked the beginning of microelement labor rationing.
G. Emerson, in his book “The Twelve Principles of Labor Productivity,” proved the possibility of rationally organizing the work of an entire team, using the following principles:
Clearly defined ideals or goals;
Common sense;
Competent consultation;
Discipline;
Fair treatment of staff;
Fast, reliable, complete, accurate and permanent accounting;
Dispatching;
Norms and schedules;
Normalization of conditions;
Rationing of operations;
Standard instructions;
Reward for performance.
In 1913, G. Ford introduced continuous production methods at automobile factories, which were based on the following principles:
Maximum division of labor;
Detailed development of technological processes;
Mechanization and automation of production processes;
Complete standardization of production.
K. Adamecki made a significant contribution to the development of the theory and practice of production organization. He created the theory of constructing production processes over time, developed schedules for the movement of parts through operations and formulas for calculating the production cycle.
It should also be noted the works of E. Mayo, in which he concluded about the primacy of psychological and social factors in labor productivity and the need for in-depth research “ human relations».
Among our compatriots we can mention A.K. Gasteva (1882 - 1941). He published these famous works, as “Labor guidelines” and “How to work”, which laid down the principles of programmed training in labor movements.
O.E. Yermansky (1866 - 1941) in the book “Theory and Practice of Rationalization” first introduced the concept of a physiological optimum in work.
O.I. Neporent (1886 - 1966) developed in the 30s the theory of organizing the production process in time (types of movement of parts).
L.V. Kontorovich (1912 - 1986) developed the basics of linear programming and applied them to production planning.
B.Ya. Katzenbogen (1897 - 1956) developed the theory and methodology for using continuous production methods in mass production.
E.A. Satele (1885 - 1968) was the first to point out the need to comprehensively solve the structural, technological, organizational, operational and economic problems of modern production.
S.P. Mitrofanov developed the scientific principles of group methods for processing parts, which made it possible to introduce continuous production in serial and small-scale production.
A.S. made a significant contribution to the development of the operational planning system. Childbirth. In 1963, he developed and implemented a system of continuous operational and production planning.
Modern tendencies development of production organization are as follows:
1) Globalization of the economy. Markets and companies are becoming more and more global in nature. Numerous US manufacturing companies have facilities in Europe or are planning to establish them. European and Asian companies locate their production in the USA. As a result, competition around the world is significantly increasing.
2) Total quality management, an approach when all employees of an enterprise, from the general director to the worker, are involved in the continuous process of improving the quality of goods and services.
3) Production flexibility - the ability of an enterprise to quickly adapt to changes in the overall volume of demand, in the range and design of products. IN modern conditions this is the main factor in the competitiveness of an enterprise.
4) Computer technologies. Development of new computer technology led to the emergence of new products and production processes. They have a huge impact on the organization of production. Applications of computer technology include product design, processing technology, information processing and communications. New technologies have great value for production systems, impact on competitiveness and quality.
5) Involvement of workers in solving production problems. All larger number companies relegate responsibility for resolving production problems to lower levels of the organizational structure. Company management recognizes workers' competence in the production process and their ability to contribute to the improvement of the production system.
6) Particular attention to environmental issues. Laws and regulations governing environmental issues are becoming more stringent, and fines and penalties are becoming more severe. Pollution control environment and waste recycling are becoming the main problems of enterprises.
Stages of development of the theory of production organization.
For the first time, R. Arkwright (1732 -1792), an English textile manufacturer, applied the “system” of organizing and managing an enterprise. He established a "factory code" for workers, which required workers to work according to strict schedules.
The science of organizing production originated in the second half of the 19th century.
One of the founders of this science F.U. Taylor (1856-1915), an American engineer, wrote in his work “Principles of Scientific Management” that the main task of enterprise management should be to ensure maximum profit for the entrepreneur. F. Taylor was the first to organize the elements of production within an enterprise:
Separated preparation for production operations from their execution;
He differentiated the labor process, assigning each worker, as a rule, one repeating operation;
Introduced timekeeping as a means of eliminating unnecessary, awkward work methods;
Developed accounting and control systems;
He proposed a staff of functional managers - foremen and instructors, each of whom was in charge of one side labor activity worker.
Using the principle of dividing work into operations and techniques, G. Ford Sr. (1863-1947), a famous American automobile industrialist, introduced a belt conveyor at his automobile plant in 1913, which made it possible to reduce the assembly cycle from one and a half days up to 93 min.
G. Ford's system, like F. Taylor's system, is dual in nature, since it combines sophisticated methods of exploitation with a number of scientific provisions in the field of labor organization.
Among other organizers of capitalist production who made a significant contribution to the development of the theory and practice of its organization, one should name:
G. Emerson (1853-1931), who put forward 12 principles, the observance of which ensures increased labor productivity in any field of activity.
These principles include:
1. accuracy in forming goals that every manager and his subordinates at all levels of management should strive to achieve;
2. a common sense approach to the analysis of each new process, taking into account long-term goals;
3. competence of consultation - the need for special knowledge (a truly competent council can only be collegial);
4. discipline;
5. fair treatment of staff;
6. fast, reliable, complete, accurate and constant accounting, providing the manager with the necessary information;
7. dispatching;
8. norms and schedules;
9. normalization of conditions, providing such a combination of time, effort and cost, which achieves best results;
10. rationing of operations, i.e. establishing the time and sequence of each operation;
11. drawing up written standard instructions that ensure clear consolidation of all rules for performing work;
12. performance rewards aimed at rewarding the work of each employee.
A. Fayol (1841-1925), creator of a production management system based on the identification of six groups of functions - technical, commercial, financial, security, accounting, administrative;
K. Adametski (1866-1933), who worked in Russia and Poland, was the creator of the theory of constructing production processes in time, who developed schedules for the movement of parts by operation and formulas for calculating the production cycle.
Interesting idea the science of organization was put forward by the Russian scientist and encyclopedist Bogdanov (pseud.; real name Malinovsky) Alexander Alexandrovich, economist, philosopher, politician, natural scientist, doctor.
Truth, according to Bogdanov, is the organizing form of collective experience.
Bogdanov put forward the idea of creating a science about the general laws of organization - tectology, being one of the pioneers systematic approach in modern science.
Greater role in development modern systems organization, planning and management played a role in the creation in the mid-50s of the 20th century. systems network planning and control, developed by American scientists M. Walker, D. Kelly and mathematician D. Malmcolm (CPM and PERT systems).
Of interest is also the “Z theory”, put forward in the late 70s and early 80s of our century by Prof. U. Ouchi (USA) on the possibility of transferring Japanese methods of organizing production to other countries.
Modern construction production also began to develop on the principles of flow in industry, i.e. continuity and uniformity.
The construction flow is the most important and indispensable element of industrialization, without which it is impossible to fully exploit the advantages of construction from prefabricated elements manufactured in factories.
Flow method - scientific method construction production, ensuring high organization of the construction technological process, eliminating losses of time, labor and resources by eliminating its irregularity and discontinuity.
Experience has shown that the flow method dramatically reduces the irregularity of production and reduces the need for production capacity.
The flow method creates favorable conditions for a significant (20 - 30%) increase in labor productivity due to the specialization of performers and their acquisition of skill in continuously repeating processes, as well as due to the high organization of work, eliminating downtime, rush jobs and other accidents.
By helping to save labor, time and resources, the flow method leads to a reduction in construction costs by up to 6-12%.
The beginning of the use of flow methods in construction production in our country dates back to the 30s of the 20th century. Over seven decades, builders and scientists have developed the theory and developed the practice of construction flow.
The theory of construction flow was developed in the works of professors A.V., Baranovsky, M.S. Budnikova, A.A. Tarmash, A.I. Nerovetsky, M.V. Vavilova, B.P. Gorbushina, V.V. Chikhacheva, V.I. Baturina, N.I. Pentkovsky and others.
In the development of continuous construction methods in our country, four periods can be distinguished:
The first period (1930 - 1948) - the development of the initial principles of flow in construction and the experimental use of flow in the construction of basically identical residential buildings;
Second period (1948 - 1961) - formation modern theory flow and its experimental application in different types construction;
The third period (1961 - 1967) - the transition from experimentation to the mass application of flow methods in construction, the transition to modern methods design of construction organization, development of the foundations of network methods of planning and management;
The fourth period (1967 - present time) - mass application of network modeling on a national scale, the introduction of computers in the design of mass construction organizations and the creation of a computer-aided design and construction system (CAD, ASUS),
development of local economic and mathematical models of construction production, research of organizational and technological reliability of construction production, application of continuous construction in market conditions and competition.
Topic 2. Scheduling of construction production
The essence of scheduling, its role in construction
Scheduling is an integral element of organizing construction production at all its stages and levels. The normal progress of construction is possible only when it is thought out in advance in what sequence the work will be carried out, how many workers, machines, mechanisms and other resources will be required for each work.
Underestimating this entails inconsistency in the actions of the performers, interruptions in their work, delays in deadlines and, naturally, increased construction costs. To prevent such situations, a calendar plan is drawn up, which serves as a work schedule within the accepted construction duration. Obviously, the changing situation at a construction site may require significant adjustments to such a plan, however, in any situation, the construction manager must clearly understand what needs to be done in the coming days, weeks, and months.
The duration of construction is assigned, as a rule, according to the standards (SNiP 1.04.03-85 “Norms for the duration of construction and backlog in the construction of enterprises, buildings and structures”, taking into account changes to them) depending on the size and complexity of the objects under construction. In some cases, the duration of construction may be planned differently from the standard (most often in the direction of tightening deadlines), if production needs require it, special conditions, environmental programs, etc. For objects built in complex natural conditions, an increase in construction duration is acceptable, but this must always be properly justified.
In construction practice, simplified planning methods are often used, when, for example, only a list of works is compiled with deadlines for their completion without proper optimization.
However, such planning is only permissible when solving small current problems during construction. When planning large work projects for the entire construction period, careful work is required to select the most appropriate sequence of construction and installation works, their duration, the number of participants, and it is necessary to take into account the many factors mentioned above. For these reasons, they are used in construction. various shapes calendar planning, allowing you to optimize in your own way the planned progress of work, the possibility of maneuvers, etc.
Linear calendar charts
Network graphs
In addition, depending on the breadth of the problems being solved and the required degree of detail of solutions, there are different kinds calendar plans that are used at different levels of planning.
When developing schedules in PIC and PPR, the best results are achieved when several options for the schedule are drawn up and the most effective one is selected.
2. Types of calendar plans (schedules))
There are four types of calendar schedules, depending on the breadth of tasks to be solved and the type of documentation they include. All types of calendar schedules must be closely linked to each other.
The consolidated calendar plan (schedule) in the PIC determines the order of construction of objects, i.e. the start and end dates of each project, the duration of the preparatory period and the entire construction as a whole. For the preparatory period, as a rule, a separate calendar schedule is drawn up. Existing standards (SNiP 3.01.01-85* “Organization of construction production”) provide for the preparation of calendar plans in monetary form in the PIC, i.e. in thousand rubles with distribution by quarters or years (for the preparatory period - by month).
For complex objects, especially water management and hydraulic engineering, additional summary schedules are drawn up, focused on physical volumes.
When drawing up calendar plans for the construction of hydraulic engineering and water management structures, it is required, as already noted, careful coordination of the progress construction work with the timing of the passage of water flows in the river, the timing of blocking the channel and filling the reservoir. All these deadlines must be clearly reflected in the calendar plan. When reconstructing such facilities, minimal interruptions in the operation of the hydroelectric complex or hydraulic structure must be ensured.
At the stage of developing a consolidated schedule, issues of dividing construction into queues, start-up complexes, and technological units are resolved. The schedule plan is signed by the chief engineer of the project and the customer (as the approving authority).
The object calendar schedule in the PPR determines the priority and timing of each type of work at a specific facility from the beginning of its construction to commissioning. Typically, such a plan is broken down by months or days, depending on the size and complexity of the object.
The object calendar plan (schedule) is developed by the compiler of the PPR, i.e. the general contractor or a specialized design organization engaged for this purpose.
When developing calendar plans for the reconstruction or technical re-equipment of an industrial enterprise, it is necessary to agree on all deadlines with this enterprise.
Work calendar schedules are usually drawn up by the production and technical department of a construction organization, less often by line personnel during the period of construction and installation works. Such schedules are not developed for a week, a month, or several months. Weekly-daily schedules are most widely used. Work schedules are an element of operational planning that must be carried out continuously throughout the entire construction period.
The purpose of work schedules, on the one hand, is to detail the site schedule and, on the other, to provide a timely response to all sorts of changes in the situation at a construction site. Work schedules are the most common type of scheduling. As a rule, they are compiled very quickly and often have a simplified form, i.e., as practice shows, they are not always properly optimized. Nevertheless, they usually take into account the actual situation at a construction site better than others, since they are compiled by persons directly involved in this construction. This especially applies to taking into account weather conditions, the peculiarities of interaction between subcontractors, the implementation of various rationalization proposals, i.e. factors that are difficult to account for in advance.
Hourly (minute) charts in technological maps and labor process maps are compiled by the developers of these maps. Such schedules are usually carefully thought out and optimized, but they are focused only on typical (most likely) operating conditions. In specific situations they may require significant adjustments. Hourly work schedules are drawn up mainly for the installation of prefabricated structures of buildings and structures; they determine the timing and sequence of installation of individual prefabricated elements into the design position. On hourly charts, in accordance with EniR, machine time is indicated; necessary for the installation of each element, as well as the composition of the installation team.
Principles and sequence of designing calendar plans
The schedule plan for the construction of an object is developed on the basis of comparing its various options and selecting the best one, i.e. one in which the work is planned to be carried out using advanced methods (maximum mechanization and the use of high-performance machines), on time, with minimal costs material resources and compliance with labor protection requirements.
The duration of construction of the facility should not exceed the directive standards provided for in SNiP 1.04.03-85 “Standards for the duration of construction and backlog in the construction of enterprises, buildings and structures”, taking into account changes to them.
The work schedule at the facility is developed in the following sequence:
1) a list of construction and installation works is established, according to which a calendar plan will be drawn up in the future;
2) the volume of work to be performed at the site is calculated;
3) the required quantity of basic materials, parts and structures is determined, indicating their dimensions, weight, brands and other data;
4) a method for carrying out basic construction and installation work is selected by comparing various options and accepting the best one;
5) the labor intensity of the work and the number of machine shifts required to complete all construction and installation work are calculated according to the standards;
6) the technological sequence and duration of construction and installation work and work on the installation of technological equipment are established, their mutual coordination is carried out in time and a schedule for the construction of the facility is drawn up;
7) schedules for the movement of workers by profession and summary, schedules for the use of machines and Vehicle, as well as schedules for consumption and delivery of basic materials and prefabricated structures.
The first recorded ideas in the field of organizing production date back to the times of the Egyptian pharaohs. The basic principles were formulated in Babylon, in ancient Hellas, in Greece, Percy, later in Europe.
At the end of the 19th century. In manufacturing, major shifts have occurred, both in production itself and in human potential.
The first to arise rationalist school . An American engineer was at its origins Frederick Taylor(1856 – 1913), who is recognized throughout the world as the founder of the scientific foundations of the organization of production.
Besides Taylor, the largest representatives of the rationalist school were Frank and Lillian Gilbert, who invented the device - microchronometer,G. Gant developed schedule, on which each worker could see the results of his work and the amount of his earnings for any time, and also lesson system wages.
In general, the rationalist school is based on the following main provisions:
Dividing the production process and labor into individual links and elements and identifying the range of time spent on their implementation, which allows them to be rationed;
Planning based on work assignment standards;
Performing planning functions by special divisions that determine the sequence within the deadlines for completing certain works;
Increasing labor productivity through high wages;
Selection of workers in accordance with physiological and psychological requirements and their training;
Recognition of management as an independent sphere and activity, the main function of which is the rationalization of production.
School of Administrative (Classical) Management
This school developed and offered universal principles management, suitable for all levels in all types of organizations. " Godfather» classical school is considered French Henri Fayol(1841 - 1925). Fayol paid his main attention to personnel management, and above all administrative personnel.
The American follower of A. Fayol was the mechanical engineer Garrington Emerson (1853 - 1931), who formulated 12 principles of productivity.
The name of G. Emerson is associated with the further spread of the science of organizing production in European countries.
In the same direction he developed his principles of management organization Henry Ford I(1863 - 1947).
His principles of production and management organization can be reduced to the following:
1. A strictly vertical organization of management of several enterprises; management of all parts and stages of production from one center.
2. Mass production, ensuring minimum cost, satisfying the mass buyer and maximizing profitability.
3. Development of standardization, allowing for a quick and inexpensive transition to new types of products.
4. Conveyor with a deep division of labor into many operations.
5. Continuous improvement of management.
In general, representatives of the classical school, and above all Fayol, viewed the organization as a closed system and looked for internal opportunities to improve its efficiency.
School of Human Relations
By the twenties of the 20th century, large-scale machine production brought the intensification of the use of human physical capabilities to the limit. The time has come for the intensification of the intellectual capabilities of the individual. The school of human relations considered every enterprise, every company as a certain social system .
The manager of one of the American companies contributed to the development of the school R. Wolfe, Professor Harvard University G. Munsterberg. The largest representatives of the school of human relations were Mary Follett and Elton Mayo.
1. Developing a sense of both individual and collective responsibility among workers.
2. Creation of an atmosphere of “genuine community of interests” at enterprises.
Most large companies have created special HR departments.
In the 60s, an American specialist on mental illnesses of industrial workers put forward his concept of labor stimulation F. Herzberg.
Entrepreneurs, managers and production organizers in their practical actions to improve “human relations” were guided by the following provisions:
Employees in equally want to enjoy both the process of work and the success of the entire enterprise and want management to clearly demonstrate that they are doing a good job assigned to them;
Only well-interested workers and employees are able to make a significant contribution to the achievement of high results by the enterprise, and only satisfied employees can treat the work of their enterprise with high responsibility;
Positive or negative relationships between management, workers and employees quite quickly affect, in a positive and negative sense, the position of the enterprise in the market on which the enterprise depends.
And yet the “school of human relations” could not provide answers to all the questions that life posed. Therefore, soon a whole group arose on its basis behavioral concepts, the developers of which set themselves the task of helping people to fully reveal their inner capabilities and thereby provide an additional incentive to increase labor productivity. Most prominent representatives of this school were D. McGregor, F. Herzberg, R. Likert.
And finally, with the advent of computers and the widespread spread of cybernetics and mathematical methods, quantitative theories of management. Their adherents, based on formalized descriptions of various situations, searched for intra-organizational relationships and, using modeling, tried to find the optimal solution to the problems facing the organization.
As in other countries, in Russia progressive thinkers expressed many valuable ideas in their works.
A major contribution to the development of organization theory was made by A. A. Bogdanov (Malinovsky)(1873 - 1920) – concept « organizational management », ABOUT. A. Yermansky(1866- 1941) - concept "physiological optimum", A. K. Gasteva(1882 - 1941) - concept "narrow base», E. F. Rozirovich(1886 - 1953) - "production interpretation" management processes,
TO social management concepts it is necessary first of all to include “the theory of organizational activity” P. M. Kerzhentseva (Lebedeva)(1881 - 1940). Another proponent of social management N. A. Vitke(dates of life unknown). One more important milestone in development social concepts management in our country can be considered the theory of “administrative capacity” F. R. Dunaevsky (1887 - 1960).
At the crest of the new stage of scientific and technological revolution, “ technical-cybernetic direction in management theory and practice", for example, automated control systems began to form. With the widespread introduction of the principles of economic accounting, economic management methods began to be widely used. As a result, the idea of an integrated approach to it as a unity of basic and superstructural processes arose, which was a significant methodological achievement. The concept of the economic mechanism as a unity of social, economic, and organizational systems was formed.
Finally, in the 1980s A new stage in the development of domestic management thought began, which consisted in the development of concepts for an economic management system in the context of the transition to market relations.
The development of the science of “Organization of production” begins in the 18th century. A. Smith in his book “The Wealth of Nations...” (1776) described the economic benefits of the division of labor. This phenomenon is also known as labor specialization.
Division of labor is the division of the production process into a number of separate operations so that each worker performs only a small part of the total work.
In 1790, E. Whitney developed the concept of interchangeable parts. Interchangeable parts are parts of a product that are manufactured with such a degree of precision that they do not need to be adjusted by hand. E. Whitney developed an assembly line for the production of muskets with such a tolerance system that any part could fit any product.
In 1911, F. Taylor, in the books “Principles of Scientific Management” and “Factory Management,” outlined approaches to organizing production: he separated the preparation of production operations from their execution, differentiated the labor process, introduced timekeeping, developed a system of accounting and control and a piece-rate differentiated wage system fees.
The problems of improving labor processes were dealt with by the spouses F. and L. Gilbreth. They classified the micromovements of a production worker, identifying 18 microelements and calling them therbligs. The Gilberts' work marked the beginning of microelement labor rationing.
G. Emerson, in his book “The Twelve Principles of Labor Productivity,” proved the possibility of rationally organizing the work of an entire team, using the following principles:
· clearly defined ideals or goals;
· common sense;
· competent consultation;
· discipline;
· fair treatment of staff;
· fast, reliable, complete, accurate and permanent accounting;
· dispatching;
· norms and schedules;
· normalization of conditions;
· normalization of operations;
· standard instructions;
· reward for performance.
In 1913, G. Ford introduced continuous production methods at automobile factories, which were based on the following provisions:
· maximum division of labor;
· detailed development of technological processes;
· mechanization and automation of production processes;
· complete standardization of production.
K. Adamecki made a significant contribution to the development of the theory and practice of production organization. He created the theory of constructing production processes over time, developed schedules for the movement of parts through operations and formulas for calculating the production cycle.
It should also be noted the works of E. Mayo, in which conclusions were drawn about the primacy of psychological and social factors in labor productivity and the need for an in-depth study of “human relations”.
Among our compatriots we can mention A.K. Gastev (1882–1941), who published such famous works as “Labor Attitudes” and “How to Work,” which laid down the principles of programmed training in labor movements.
O.E. Yermansky (1866–1941) in the book “Theory and Practice of Rationalization” first introduced the concept of a physiological optimum in work.
O.I. Neporent (1886–1966) developed in the 30s the theory of organizing the production process in time (types of movement of parts).
L.V. Kontorovich (1912–1986) developed the basics of linear programming and applied them to production planning.
B.Ya. Katzenbogen (1897–1956) developed the theory and methodology of using flow production methods in mass production.
E.A. Satele (1885–1968) was the first to point out the need to comprehensively solve the structural, technological, organizational, operational and economic problems of modern production.
S.P. Mitrofanov developed the scientific principles of group methods for processing parts, which made it possible to introduce production lines in serial and small-scale production.
A.S. made a significant contribution to the development of the operational planning system. Childbirth. In 1963, he developed and implemented a system of continuous operational production planning.
Current development trends
organization of production
1.Globalization of the economy. Markets and companies are becoming increasingly global in nature. Numerous US manufacturing companies have facilities in Europe or are planning to establish them. European and Asian companies locate their production in the USA. As a result, competition around the world is significantly increasing.
2. Total quality management, an approach when all employees of the enterprise, from the general director to the worker, are involved in the continuous process of improving the quality of goods and services.
3. Flexibility of production - the ability of an enterprise to quickly adapt to changes in the overall volume of demand, in the range and design of products. In modern conditions, this is the main factor in the competitiveness of an enterprise.
4.Computer technologies. The development of new computer technologies has led to the emergence of new products and production processes, which has a huge impact on the organization of production. Applications of computer technology include product design, processing technology, information processing and communications. New technologies have enormous implications for production systems, impact on competitiveness and quality.
5. Involvement of workers in solving production problems. An increasing number of companies are relegating responsibility for resolving production problems to lower levels of the organizational structure. Company management recognizes workers' competence in the production process and their ability to contribute to the improvement of the production system.
6. Particular attention to environmental issues. Laws and regulations governing environmental issues are becoming more stringent, and fines and penalties are becoming more severe. Pollution control and waste recycling are becoming major concerns for businesses.
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
FSBEI HPE "SAKHALIN STATE UNIVERSITY"
INSTITUTE OF ECONOMICS, LAW AND MANAGEMENT
DEPARTMENT OF ORGANIZATIONAL MANAGEMENT
Direction of training 080200.62 - "Management"
Discipline: PRODUCTION MANAGEMENT
STAGES OF DEVELOPMENT OF ORGANIZATION THEORY
4th year students 423 groups
Kwak Diana Alexandrovna
Scientific adviser:
Head of the Department of Management
k.econ. Sc., Associate Professor
Lysenko N.N.
Yuzhno-Sakhalinsk - 2014
Bibliography
Development of production organization in the pre-revolutionary period
IN pre-revolutionary Russia work was carried out to promote the ideas of F. Taylor and adapt them to the conditions of Russian reality.
In Taylor's approach, an organization - a plant - is a set of more or less autonomous elements, each of which can be rationalized, improved, and with rational specialization and coordination of the activities of the elements, high results can be obtained. Such an element can be a production unit, a process, or workplace, and the operation, and the labor movement. "The system developed by Taylor is a set of methods for organizing and rationing labor and managing production processes, selection, placement and payment work force aimed at increasing labor intensity and productivity. The system provides for a detailed study of labor processes and the strictest regulation of their implementation, as well as operating modes of equipment."* Taylor's approaches to analyzing worker movements, eliminating unnecessary and inconvenient movements, scientific standardization of labor, accounting and control serve as the basis of modern labor organization systems. Level of implementation Taylor's approaches - production itself, its unit, a specific workplace, F. Taylor was reproached for turning the worker into an appendage of a machine, into an automaton, but in his own way. later works he spoke about the need to form a conscious attitude of workers towards the innovations being introduced, to stimulate initiative, diligence, conscientiousness, diligence, training workers, caring for them, and explaining the goals of the organization. And although these wishes did not attract the attention of Taylor’s contemporaries, and Taylor’s system remained in memory as the “sweat-squeezing system,” without his work the pace would have clearly slowed down scientific and technological progress. For example, in modern Japanese systems of production organization, unnecessary and even more inconvenient movements have been eliminated, rationing has been brought to the highest level, problems of division, specialization, cooperation and coordination of labor, synchronization of all production have been resolved, but all this is done together with the workers themselves, with their interested and encouraged participation. So already in our time we have closed ranks best elements Taylorism and factors associated with treating personnel as the main asset of the organization.
Scientific organization of production in Russia in the 20-30s
In the 1920s Two directions have emerged in domestic management: organizational, technical and social management concepts. Supporters of organizational and technical concepts were A.A. Bogdanov (Malinovsky), O.A. Yermansky, A.K. Gastev, supporters of social concepts - P.M. Kerzhentsev, N.A. Witke and F.R. Dunaevsky.
During these years, scientific institutes were created in the country that developed problems of organizing labor and production - the Central Institute of Labor, the Taganrog Institute of Labor and Production Organization, the All-Russian Institute of Labor, the Kazan Institute of Scientific Organization of Labor, etc. Several special journals were created: "Enterprise" , “Issues of organization and management”, “Systems and organization”, “Labor organization”, etc. This period is characterized by the release of numerous works devoted to the organization of production, labor and management. If the 1920s notable for the publication of materials on individual problems of the organization, then already in the first half of the 1930s. theoretical work on the organization of production was complex in nature.
A number of scientists (N.A. Anosov, F.R. Dunaevsky, M.N. Lipsky) substantiated the idea of the need to highlight a special science of organization and production management, its usefulness for practical activities. The concept of the organizational process was formulated and its main phases were determined. A large group of scientists, including E.M. Alperovich, M.I. Vasiliev, I.S. Lavrov and others concentrated their creative efforts on solving problems of organizing production and management within a separate enterprise.
Outstanding scientist - naturalist, philosopher, economist A.A. Bogdanov (1873 - 1920) noted that all types of management in nature, technology and society have common features. Based on this, he developed the basic principles new science about the laws of organization operating in technology (organization of things), economics (organization of people), politics (organization of ideas), and declared the need to study them. Many provisions put forward by A.A. Bogdanov, anticipated the ideas of cybernetics, systems theory, and modern organization theory.
Fundamental works published in 1920 - 1930 include a book edited by B.Ya. Katzenbogen and D.T. Tobias "Calculation Methodology serial production", the book by P.V. Krepysh "Structure and calculation of the activities of the production cycle", the book by S.A. Dumler "Fundamentals of calculating the size of the most profitable batch."
A search was conducted for methods of design and organization of labor, production and management processes that would be adequate to the new conditions. Employees of the Central Institute of Labor, under the leadership of Gastev, developed the concept of labor attitudes, which in embryo contained the foundations of cybernetics, engineering psychology and ergonomics. The components of this concept were the theory of movements in the production process, the organization of the workplace, the organization of management processes, and the methodology of rational industrial training.
A.K. Gastev (1882 - 1941) developed the concept of a "narrow base". Its essence is that work on the scientific organization of labor must begin with an individual, be it a manager or a worker (all this was formulated even before the creation of the theory of “human relations in management” by E. Mayo). The concept of a narrow base boiled down to the fact that “the worker who operates the machine is the director of the enterprise, which is known under the name of the machine,” and the laws of machine control can be extended to the enterprise and the state as a whole. He believed that the work of any worker can be easily divided into separate operations that can be easily regulated, just like operations performed with the help of machines.
O.A. Yermansky (1866-1941) developed a methodology for rationalizing large-scale machine production, based on an integrated approach, and also formulated the subject of the science of labor organization and management, which was based on the idea of optimizing the use of all types of energy and production factors. He considered one of the basic laws of this science to be the law of the organizational sum, which is greater arithmetic sum its constituent forces, but this is possible only when all the material and personal elements of production are harmoniously combined and reinforce each other. This is how the law of synergy was anticipated.
The law of organizational sum allowed Yermansky to formulate main principle the theory of rational management - a physiological optimum, which was supposed to become a criterion for the rationality of any work. This criterion is based on a comparison of the energy expended and the effect obtained, expressed in the form of a rationality coefficient (Useful result / Energy expenditure).
Proponents of social concepts of organizing production and management, as already noted, were P.M. Kerzhentsev (Lebedev), N.A. Witke and F.R. Dunaevsky.
Kerzhentsev identified three elements: labor, production and management. Moreover, he attached special significance to the last element and understood it as scientific organization management study of organizational techniques and determination of the most rational methods performing management actions, such as forming organizational structures, distribution of responsibilities, planning, accounting, selection and use of personnel, maintaining discipline. Kerzhentsev also formulated his own principles of management, which included: setting goals and objectives, choosing a form of organization, drawing up plans, accounting and control, coordinating the use of human and material resources.
ON THE. Witke developed a “social and labor concept of production management,” in which he clearly distinguished between the management of things and the management of people. He saw the main task in the expedient organization of people as the main participants in a single labor cooperation (management consists in the expedient combination of human wills). Witke viewed management as a process that unites the system of social and labor relations and the real activities in which these relations are embodied. All these elements of the management process are connected through the administrative function, to which he paid special attention.
F.R. Dunaevsky developed the theory of “administrative capacity,” by which he understood the ability of managers to manage a certain number of subordinates. Moreover, this ability of leaders, in his opinion, slightly depends on their personal qualities. Dunaevsky believed that with the development of production there is a swelling of intermediate links associated with the need to compensate for the excess of the “administrative capacity” of the center. Thus, he highlighted the growing information barrier in management and proposed some ways to overcome it. The result of a lot of scientific and theoretical work by scientists in the pre-war period was the first domestic textbook on production organization, published in 1937, edited by B.Ya. Katzenbogena.
Theory and practice of organization from 1941 to 1945
In 1941, in the USA, F. Hitchcox solved the “transport problem” for the first time. The simplex method, developed by J. Dantzig, made it possible to solve wide circle linear programming problems.
Computerization is associated with the development of forecasting, inventory management, material resource planning, computer-aided design (CAD), and expert systems. The development of the manufacturing automation protocol (MAP) made it possible to streamline the use of computerization tools for production management and ensure the development of production systems up to the creation of computer integrated processing systems (CIM).
During the Great Patriotic War of 1941-1945, when the industry of the USSR was faced with the task of providing the front with a large amount of military equipment, the developments of scientists and production organizers were in demand. The enterprises widely used the continuous production method, and new forms of flow were developed - variable-flow and group production lines. Collective and brigade forms of labor developed. All this made it possible to organize mass production of weapons.
Economic victory in the war became possible due to the fact that the Soviet Union managed to create a more advanced economic organization and achieve more effective use all its resources.
The entire system of governing the country during the war years was of an emergency nature. June 30, 1941 was created State Committee Defense (GKO) in the following composition: I.V. Stalin (chairman), V.M. Molotov (deputy chairman), K.E. Voroshilov, G.M. Malenkov, L.P. Beria. Later N.A. was introduced into its composition. Bulganin, N.A. Voznesensky, L.M. Kaganovich, A.I. Mikoyan. “All power in the state” was concentrated in the hands of the State Defense Committee. State Defense Committee members supervised various industries National economy, in particular, they gave enterprises tasks for the production of weapons and ammunition and monitored their implementation. The GKO directly supervised the defense of Moscow and Leningrad, and city defense committees were created in a number of large cities.
The planned centralized management system created in the USSR at the beginning of the war made it possible to quickly rebuild the national economy. 65-68% of all goods produced in kind were military items. The war caused a gigantic shift both in the structure of the country's economy and in the distribution of productive forces. By the end of the war, the volume of industrial production in the eastern regions increased by 2 times, and military production by 5.6 times.
According to official Soviet statistics, military spending for 1941-1945. amounted to 58.2 billion rubles. (50.8% of general expenses according to budget). To ensure defense, levies from the population were increased (war tax, loans), but the basis of the revenue part (70%) was revenue from enterprises.
Organization of production from 1946 to 1965
After the end of the war, the next fourth five-year plan (1946-1950) was developed, which included, as the main economic and political task, the restoration of the destroyed areas of the country, the achievement of the pre-war level of industrial development and Agriculture, and then exceeding this level to a significant extent and, on this basis, increasing the material well-being of the Soviet people.
Industrial policy post-war period was sent:
for the return of enterprises from evacuation;
restoration of destroyed enterprises in areas subject to German occupation;
demobilization industrial production, i.e. enterprises transferred to military production returned to producing civilian products.
It should be said that the restoration of the destroyed national economy began during the war.
In 1947, food rationing cards were abolished, and then prices were lowered for several years. In 1947, the average price level was 3 times higher than in 1940, and the reduction in prices lowered them by 2.2 times, so that even after the reduction they remained slightly higher than pre-war. Thus, the material standard of living of people in 1946-1950. increased, but only approximately to the level of 1940.
The country's production potential was restored, according to official data, in 1948. Many enterprises still produced significant quantities military equipment, but of a new generation, the aerospace industry was formed, raw materials industries developed, and the material and technical base of agriculture was strengthened.
The main directions for the further development of industrial production in the USSR are:
further growth of all sectors of the national economy based on the primary development of heavy industry;
growth in social labor productivity;
development of progressive industries;
improving the quality and range of products.
For 1956-1958 2,690 large state industrial enterprises came into operation.
The need to solve a number of important national economic problems that go beyond the five-year plan, to find additional funds for socio-cultural construction, as well as the discovery of effective mineral deposits required a change in tasks for the last 2 years of the sixth five-year plan and the development of a seven-year plan (1959-1965). ). Tasks were set to develop productive forces in all sectors of the economy and ensure a continuous increase in the living standards of the people. This seven-year plan can be described as ambitious. By 1965, the USSR was supposed to overtake the United States and take first place in the world both in absolute production indicators and in per capita indicators.
In industry, special attention was paid to:
development of modern highly efficient industries and production;
the development of such industries that would make it possible to significantly change the structure of production in the future;
development of the research base of industrial production within the framework of the technical progress program;
increasing the level of concentration, specialization and cooperation of production, taking into account the need for improvement territorial organization industry, industry shift to the East.
theory organization production pre-revolutionary
The current stage of organizing production at enterprises and associations
The organization of production in modern conditions is an active factor in technical progress, which not only contributes to the better use of technology, but also determines changes in technology and technology. For example, flow methods for organizing mass production have led to the creation of multi-position machines and presses, as well as numerous transport devices, and, in particular, conveyors of various types.
In modern industry, important changes have occurred that have led to an increase in the role and importance of production organization. IN general outline This:
increasing complexity of production; a huge increase in the diversity of labor products - products produced by modern industry;
an increase in the multi-part nature of products, which leads to increased requirements for the accuracy of mating units and parts, and for the manufacturing technology of the latter;
changes in technology, which has become more differentiated and diversified, causing complex routes for inter-operational and inter-shop movement of parts and assemblies;
the growth in the possibilities of using various technological processes, which excludes an unambiguous solution to the question of the manufacturing technology of a particular product and requires research and selection of one of many alternative options;
an increase in the capacity and technical capabilities of equipment, as a result of which the equipment has become more diverse, allowing for a better combination of objects and tools;
installation of equipment in object, production and automatic lines makes it extremely important to organize the care of equipment and its repair;
the growing variety of types of technological equipment requires complex calculations when resolving issues related to its design, selection and replacement;
All higher value acquire the issues of placing all elements of the production process in space - the layout of the workplace, production site, workshop and enterprise, which has a decisive impact on labor productivity and production costs;
increasing and tightening requirements for the interchangeability of components and parts, which is due to high requirements for the precision of finishing of parts and components of manufactured products, the multi-operational nature of the technology, and the mass production of products and components;
increasing the role and importance of small-scale production, which is due to the frequent change of types and models of manufactured products.
Models of manufactured products become obsolete and change much earlier than the tools specially designed for the production of these products wear out. The complexity and diversity of modern technological equipment, together with rapid progress in the field of machine design, lead to the fact that in the machines and equipment produced by modern industry, the products of mass production, rather than mass production, become predominant (in the USA, 85 - 90\% of machine and equipment items are launched in batches no more than 25 pieces).
Thus, the most important problems of design and organization of industrial production, namely: the creation of object and production lines, the design of technological equipment, transport and movement devices and equipment - are solved in conditions of high dynamism of production facilities - frequent changes in types and models of manufactured products.
For modern stage in the field of production organization it is typical:
improvement of work methods;
introduction of a systematic, integrated approach;
use of electronic modeling and computing devices;
equipping work on organizing production with modern electronic equipment, automatic information transmission devices, recording devices, industrial television and other progressive means of communication.
The main goal of work on organizing production in modern conditions is to reduce production costs and increase the competitiveness of products in order to obtain the intended profit. The main task to achieve the goal is to increase productivity and labor intensity (worker productivity). In this regard, the complex of works on labor rationalization occupies an extremely important and large-scale place in all the activities of workers in organizing production.
Functions of the production organization department. A production organization department (service) is created at the enterprise or as part of the plant management. The main task of the department is to carry out work in the main production workshops.
Bibliography
1.Gallery of economists. #"justify">2. History of management. TOPIC 9. [Electronic resource]. URL: #"justify">3. Krayukhin G.A., Evdokimova E.N., Development of Russian industry in historically changing conditions, Ryazan: "SPbIEU; RGRTU". 2009.272 p. .Methods of organizing production. [Electronic resource]. URL: #"justify">5. The beginning of the Great Patriotic War June 22, 1941. [Electronic resource]. URL: #"justify">. Organizational behavior and personnel management [Electronic resource]. URL: http://www.bibliotekar.ru/upravlenie-personalom-2/5. htm
