Types and methods of planning. Operational production planning Operational planning is prepared on

Before you start implementing anything, you need to make a plan. It allows you to evaluate forces, calculate what is needed where and in what quantity. At the same time, strategic and operational planning are distinguished. We will look at the objectives and goals for the second of these.

What is operational planning and how does it differ from strategic planning?

When learning anything, you should start with the terminology. Operational planning is an activity that involves calculating the situation and drawing up development models over short periods of time. It presents the planned work in the most detailed form. Planning of operational activities is the final stage of the overall process of calculating situations and drawing up development models. The key goal pursued in this case is to organize uniform production of products in given volumes that meet quality criteria. What is the difference between strategic and operational planning? Speaking about them, a number of differences should be highlighted:

  1. Operational planning is carried out by middle and lower level managers, while strategic planning is the prerogative of managers senior management.
  2. Operational decisions are routine and are made daily. Strategic ones require more preparation time.
  3. Operational planning does not include development alternative option, whereas for strategic decisions their presence is mandatory.
  4. Operational considers only internal information sources, while strategic is also interested in external ones.

This is the difference between them, speaking generally. You can, of course, delve into the details and look at all this more carefully, but this would be a deviation from the topic. So let's move on to the next point.

Methods and tasks of operational planning

The basic goal that must be solved is organizing the work of enterprise employees in such a way that production is efficient. In addition, there are also the following tasks:

  1. Fulfillment of the set requirements for quantitative and qualitative production indicators.
  2. Effective use of working time.
  3. Creation of continuous production.

A number of methods are used to achieve and complete these objectives. There are four in total:

  1. Volumetric method of operational planning. Used to “break down” an annual time period into shorter-term components. As a result, plans for the month, week, day and even hour are highlighted. Its advantage is that the more detailed the planned production volume, the easier it is to monitor performance. In this case, in addition to calculations of “what and when,” optimization of processes in the enterprise is also carried out.
  2. Calendar method operational planning. It consists in determining specific dates for the launch of a certain product into production, as well as the end of its production. Although it may be adjusted if the market entry is successful. The calendar method is used to calculate the duration of the production cycle. This, in turn, forms the basis of the workshop’s monthly program.
  3. Mixed method of operational planning. Involves unification. In this case, the duration of the production cycle and the volume of work performed over a certain period of time are planned simultaneously. Used for combined activities.
  4. Dynamic method of operational planning. It is based on consideration of a number of indicators, such as volumes, timing, production dynamics. It is believed that it is this that allows the real capabilities of the enterprise to be taken into account as fully and reliably as possible. This method has one useful special tool - a schedule for fulfilling consumer orders.

Classification

Operational work planning is divided into two main types:

  1. In terms of timing and content. In this case, current and operational scheduling are distinguished.
  2. By scope. In this case, inter- and intra-shop planning is distinguished.

Classification differs from methods, keep in mind so as not to be confused. So, in this case, calendar planning is the distribution of annual plans between departments. In addition, this also includes bringing the required figures to the performers of the work. Data such as product delivery time and labor intensity are used as a basis. Current planning implies the presence and regulation of the consumption of materials for the production of goods. Now to another view. Inter-shop planning provides for the regulation of work by all shops. That is, if No. 1 did not make a workpiece from the materials, then No. 2 will not be able to produce products. Additionally, there is coordination of the activities of support services. That is, if the warehouse is full, then there is no point in producing something for sale.

Data such as the master sales plan and the order portfolio are used as a basis. Intra-shop planning is based on drawing up work schedules for production areas and production lines. This allows you to specify and detail the production program. The objectives of operational planning pursued here are to ensure uniform and uninterrupted production of products in certain quantities and within a specified time period, while maintaining quality standards and optimal use of available capacities. In addition, a coordinating function is performed, thanks to which the coordinated work of the company's divisions is ensured.

About the functions

Let's go over what operational planning in an enterprise allows us to do:

  1. Develop production schedule standards. These include the size of the backlog, the size of the batches, the duration of the production cycle, and the like.
  2. Calculations of loading volumes of space and equipment.
  3. Drawing up operational programs for the main procurement and production shops.
  4. Implementation management accounting and monitoring the implementation of plans.
  5. Operational regulation production processes, timely identification of existing deviations from the planned indicators, development and implementation of measures that will eliminate them.

Let's look at a small example. An operational plan is drawn up for the day. Constantly. Whereas accounting is a week late. The manager needs to know whether it is possible to conclude a contract for urgent production of a product, whether there is capacity for this. He uses the capabilities of management accounting by contacting the shop manager, and after that he decides whether the urgent order can be accepted (or not). There are great opportunities. The main thing is to use them. Proper organization of operational planning allows you to create extremely useful and flexible system, which has enormous potential.

About timing and content

Oh, how many points of view and approaches to solving certain problems there are. If the content and timing of the work plays a role, then in this case there are two types of operational planning, the work with which is entrusted to managers and specialists:

  1. Calendar. In this case, it means the distribution of monthly planned tasks to production units, when special attention is paid to deadlines. The established indicators are brought to the knowledge of specific performers of the work. Using it, daily shift assignments are developed, and the sequence of work carried out by individual employees is also agreed upon. The initial data are the annual production volumes, the labor intensity of the work performed, the timing of deliveries to markets and other indicators of the socio-economic plans of the enterprise.
  2. Intershop. Used to ensure the development, regulation and monitoring of the implementation of set plans for the production and subsequent sale of products. Also important here is the coordination of the work of main and auxiliary departments, design and technological, economic planning and other services.

Here, in general, we have considered what it is operational management planning. The consideration was carried out on individual points. But they operate as part of a certain system, right? And what effect can be observed in this case? We will now look for the answer to this question.

About systems in general terms

Various elements form into one community. If everything is built adequately, efficiently and effectively, then such operational planning systems show themselves to be very effective, allowing for the successful implementation of activities. In the modern world, they are influenced by both internal factors of the enterprise and external market conditions. But let's formulate the very concept of a system for this case. This is what a certain group is called various technologies and methods of planned work, which can be characterized by a certain degree of centralization, the order of movement and accounting of products (materials, raw materials, workpieces), the object of regulation, documentation, and the composition of calendar and planned indicators. All this is used to influence the course of the process of creation and consumption of goods and services. The pursued goal of the system is to achieve the planned market results, spending the minimum possible amount on it. economic resources and working hours. How can you characterize it? To do this, we can highlight the main indicators of the system:

  1. The procedure for coordination, interaction and coordination of the work of sections and workshops.
  2. The planning accounting unit used.
  3. Techniques and methods for calculating indicators.
  4. Duration of the planning period.
  5. Composition of accompanying documentation.
  6. Methods for generating calendar tasks for enterprise departments.

The choice of a particular system depends on the demand for services and goods, expenses and planning results, the scale and type of production, the organizational structure of the company and some other points. A simple description without considering the most popular options is of little value.

Therefore, the most famous operational planning systems will be considered. At the moment these are detailed, kit and custom. They are used in both small and medium-sized businesses, as well as large companies.

Detailed system

Operational production planning of this type is suitable for a stable and highly organized business structure. This system plans and regulates the progress of work, processes and technological operations for each part for a certain period, which can last an hour, a shift, a whole day, a week or even more. It is based on an accurate calculation of the rhythm and timing of the functioning of production areas and production lines. Also, this system is characterized by an adequate definition of technological, insurance, interoperational, transport and cycle backlogs. They must be constantly maintained at the calculated level during production. The use of a detailed system requires that high-quality calendar and operational plans be developed, which will contain indicators of production volume, as well as the route of movement of the part of each item. Moreover, it is necessary to indicate all production stages and technological processes. It is advisable to use such operational production planning only if there is a stable and limited range of products being created, that is, with mass and large-scale production.

Custom and packaged system

Where and in what cases can they be applied? The custom system is used when single or small-scale production is carried out, where there is a diverse product range and a small volume of products created or services provided. In this case, the main planning and accounting unit is a separate order, which includes several similar works for a specific consumer. This system is based on calculations of standards for advance and duration of production cycles. Thanks to this, lead times are estimated for customer or market requirements.

The complete system is used, as a rule, in serial machine-building production. Basic basic accounting units use different parts that are included in a common set of goods or an assembly unit. At the same time, they are grouped according to certain criteria. Calendar assignments for production units are created not for individual names of parts, but for sets or groups. And so that they are enough for a unit, a whole machine, an entire order or an agreed volume of services and work. Such a system makes it possible to reduce the labor intensity of planning and calculation work and organizational and managerial activities of employees of functional and line services of the enterprise.

The architecture of this system allows increasing the flexibility of operational planning, regulatory mechanisms and ongoing control. And this, it should be noted, in conditions of market uncertainty is an important tool for enterprises, which allows them to stabilize production.

Brief description of subsystems

Operational and production planning is a very extensive subject of study. Therefore, alas, it will not be possible to consider all the points in detail. After all, for this you need a book. But to mention briefly - this is quite possible. We have already examined the three most popular options for operational planning systems. But they are formed from certain subsystems, right? This means that they should be given at least a few words.

Operational and production planning provides for the presence of production cycle, warehouse, advance and a number of other processes and working moments subsystems. We will not consider all of them, because this is a great amount of material. But you can study one as an example.

Let's talk about the warehouse subsystem. So, we have a production facility where goods are made. For it you need to have a sufficient amount of wood. Suppliers are working as planned, supplying new boards, logs, sawdust - everything that is needed. A certain amount of stock is formed in the warehouse. It is calculated how many cubic meters of boards, logs and sawdust are used to manufacture products, and, if problems arise with suppliers, then the time for which the accumulated reserves will last. At the same time, the operational plan must provide for suppliers to replenish the warehouse. Moreover, it is advisable to write down contacts in the document itself, or simply have agreements. Operational and production planning in the considered example will prevent the stopping of processes occurring at the enterprise and avoid losses.

Understanding finances

Special attention should be paid to planning in the area of ​​funds. Why? Yes, because without money, long-term activity is not possible. If they don’t exist, then you won’t be able to pay suppliers for resources and materials, but you won’t be able to pay employees for labor. And if at first it is still possible to agree on a slight delay, then later... In general, the enterprise will not continue its activities. Therefore, prompt action is important, because with its help you can avoid more serious and unpleasant situations. For example, if ten days before the payment of wages it is clear that there is not enough money to pay for labor, this means that you do not need to wait ten days, but do something. The specifics depend on the situation. If the strategy provided for the creation of a reserve fund for this purpose, then operational financial planning may provide that a certain amount should be taken from it. Wasn't management concerned about this? Well, then you urgently need to look for someone to whom you can sell the product/services, and in such a way as to fit within the available ten days. After all, if there is a long delay, then he can get involved in the case Labour Inspectorate, and there is also the prosecutor's office. And it’s better not to bother with their attention. There are quite a lot of options for dealing with finances. If you cannot sell your products and there is no reserve fund, you can always turn to specialized organizations. For example, to a banking institution. But in this case, it is better to have ongoing negotiations or another source that will cover the payments. Otherwise, problems may only get worse.

Conclusion

So we looked at what operational planning is. Let's go over the main points again. the main task The problem that must be solved is to organize the work of the company's employees so that production is efficient. To achieve this, a number of methods and systems can be used. Ideally, it will be possible to reduce production defects, use resources economically, and optimally utilize production facilities, technological equipment and workers. It should be noted that planning as a management function is closely related to organization, motivation, coordination and control. Therefore, it is better to consider it in practice not separately, but as a component of the whole complex. This point of view will allow you to avoid various unforeseen and unpleasant moments. After all, if it is calculated how many resources are needed, but the situation for coordinating workers is not outlined, then it may turn out that the plan is not as good as originally thought.

The essence of operational marketing planning

Operational planning involves the development of a company's marketing program and the formation of budgets taking into account profit plans. It is operational plans that are used by company divisions in their current activities, in contrast to strategic plans, which are intended primarily for the management of the organization. The programs developed as a result of operational planning are guidelines for operational units in their ongoing work. The compliance of the actual actions of the company's employees with the operational plans ensures the profitability of the company's current operations.

Operational planning necessarily includes:

  • developing benchmarks;
  • presentation of the current market situation;
  • compiling a list of possible risks;
  • compiling a list of organizational tasks and problems;
  • description of marketing strategies and action programs;
  • drawn up budgets and ways to control them.

The principle of adaptability in operational planning

Operational planning should, in contrast to strategic planning, be carried out by those who will subsequently implement this plan. At the same time, operational planning is much more flexible and adaptive compared to strategic planning, since it is it that ensures the organization’s compliance with changes in the external and internal environment.

Note 1

The flexibility of the operational plan is especially important for Russian enterprises, many of whose managers are accustomed to considering any plan unchanged and mandatory for implementation regardless of changing conditions.

The principle of adaptability used in operational planning marketing activities, is as follows: the organization needs to take into account the dynamics of demand for the product, which determines the need and volume of its production, as well as the corresponding set of marketing activities.

The Importance of an Operational Marketing Plan

The operational marketing plan is developed based on the results of the strategic marketing planning. Typically, operational planning is carried out on an annual basis, that is, an annual operational marketing plan is drawn up.

Note 2

It is the marketing plan that plays a decisive role in the overall process of organizational planning. This is explained by targets operational marketing plan have a direct impact on the performance of other sections general plan, and also contains decisions that determine the products sold, their volume, price and methods of promotion.

Another important purpose of an operational marketing plan is its guiding nature. The operational marketing plan is a “route sheet” for personnel who are involved in the company’s marketing activities. At the same time, with the help of an operational marketing plan, company employees can determine the direction in which the company should develop and propose appropriate adjustments, if necessary, that return the organization to the planned course.

If a company does not have an operational plan for marketing activities, the emergence of related problems is inevitable. Without planning, an organization develops spontaneously, and every new crisis or problem that arises threatens its existence. Lack of a plan leads to conflicts between possible options development of the organization, which, in turn, leads to incorrect distribution of employee efforts and loss of resources, and can also contribute to the development of a conflict situation within the company.

The transition from a planned economic model to innovative development in our country was accompanied by a fierce denial of planned activities at all stages of management.

It got to the point that even the terms themselves containing the root “plan” were completely cleared from the vocabulary of practitioners.

All the more indicative is the growing interest of scientists in the topic of planning these days.

Although planners' attention is primarily focused on its strategic aspects, operational planning is considered equally, if not more, important. It is a representation of the day to come and what you will do and when.

If strategic planning strives for the long-term success of the enterprise, achieving the desired state in the future, then operational planning ensures the solution of small, current tasks along this long path.

Operational planning is the development of short-term plans

Operational planning is the final stage of planning in an enterprise. It specifies and details the production program for a decade (10 days), week, day and shift, ensures timely delivery of planned targets to departments, and also performs a coordinating function, ensuring the coordinated work of all departments of the enterprise.


The main goal of operational planning is to ensure uniform, uninterrupted production of products in specified quantities and on time, while the manufactured products comply with product quality standards and with optimal use of production capacity.

The main functions of operational production planning include the following:

  1. development of production schedule standards (production cycle duration, backlog size, batch size, etc.);
  2. volumetric calculations loading of equipment and space;
  3. drawing up operational programs for the main production and procurement shops;
  4. operational management accounting and control over the implementation of operational programs;
  5. operational regulation of production progress, timely identification of deviations from the plan, development and implementation of measures to eliminate them.

Depending on the content and timing, operational planning is divided into two types: calendar and current. These two types of operational planning are carried out by economists - managers and specialists from planning and production departments and workshops of the enterprise.

Scheduling includes the distribution of monthly planned tasks among production units and deadlines, as well as the completion of established indicators to specific performers of work. With its help, shift-daily assignments are developed and the sequence of work performed by individual performers is agreed upon.

The initial data for the development of calendar plans are the annual production volumes, the labor intensity of the work performed, the timing of delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.

Production dispatching provides for operational control and regulation of the progress of production processes, as well as accounting for product output and the consumption of various resources.

At most machine-building enterprises, operational planning is divided depending on the scope of application into inter-shop and intra-shop:

  • Intershop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all workshops of the enterprise, and also coordinates the work of the main and auxiliary workshops, design and technological, economic planning and other functional services.

    • At machine-building enterprises, as a rule, production programs are developed and issued to workshops by planning services for the next year with a quarterly and monthly breakdown.

  • The content of intra-shop planning is the development of operational plans and the drawing up of current work schedules for production sites, production lines and individual workplaces based on annual plans for the production and sale of products from the main workshops of the enterprise.

OP systems

IN modern production widespread various systems operational planning, determined both by internal factors and external market conditions.

In the economic literature, the system of operational production planning is usually understood as a set of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and the preparation of accounting documentation.

While generally agreeing with this definition, we consider it necessary to clarify the concept of an operational planning system in accordance with the new market relations of enterprises.

This system is a set of methods and methods for calculating the main planning and organizational indicators necessary to regulate the process of production and consumption of goods and services in order to achieve planned market results with minimal expenditure of economic resources and working time.

The main characteristics of any operational planning system include:

  1. methods for compiling calendar tasks for departments of the enterprise,
  2. the procedure for coordinating and interrelating the work of workshops and sections,
  3. selected planning accounting unit,
  4. duration of the planning period,
  5. methods and techniques for calculating planned indicators,
  6. composition of accompanying documentation, etc.

The choice of one or another operational planning system in market conditions is determined mainly by the volume of demand for products and services, costs and planning results, scale and type of production, organizational structure enterprises and other factors.

The best known at present are detailed, custom-made and packaged operational planning systems and their varieties, used in many large enterprises and firms, as well as in small and medium-sized businesses.

Detailed

The detailed planning system is designed for highly organized and stable production conditions.

According to this system, the progress of work, technological operations and production processes for each part is planned and regulated for a certain planned period - hour, shift, day, week, etc.

The detailed system is based on precise planning of the tact and rhythm of work of production lines and production areas, the correct determination of normal technological, transport, insurance, interoperational and cycle backlogs and their constant maintenance during the production process at a strict calculated level.

The use of this system requires the development of complex calendar and operational plans containing indicators of production volume and the route of movement of parts of each type through all production stages and technological operations.

Therefore, it is advisable to use detailed planning when there is a limited and stable range of products, which occurs in conditions of large-scale and mass production.

Custom

The order-based operational planning system is used mainly in single and small-scale production with its diverse product range and small volume of products and production services.

In this case, the planning object, or the main planning and accounting unit, is a separate production order, including several similar works of a specific consumer-customer.

This planning system is based on calculations of the duration of production cycles and lead standards, with the help of which the deadlines required by the customer or the market for completion of both individual processes or works, and the entire order as a whole, are established.

Complete

The complete system is mainly used in serial machine production. As the main planning and accounting unit, various parts included in an assembly unit or a general set of goods, grouped according to certain characteristics, are used.

Calendar assignments for production departments are developed not for individual parts, but for enlarged groups or sets of parts for a unit, machine, order or a certain amount of work and services.

This system helps reduce the labor intensity of both planning and calculation work and the organizational and managerial activities of the personnel of the linear and functional services of the enterprise.

With this system, the flexibility of operational planning, current control and regulation of production progress is significantly increased, which, in conditions of market uncertainty, serves enterprises important means production stabilization.

In addition to the three operational planning systems considered, domestic enterprises use such subsystems as planning by production cycle, by backlog, by advance, to warehouse, etc.

Planning according to the product release cycle involves equalizing the duration of technological operations at all stages of the overall production process in accordance with a single estimated time for performing interrelated work.

Source: "ecanomika.ru"

Automation of operational planning processes

Operational plans are the sequential implementation of tactical plans. These are routine, daily activities that enable the organization to achieve its tactical and, over time, strategic goals.

The main task of operational plans is to organize the daily activities of employees, directing them towards the priority goals and objectives. Operational planning is especially important for initial stage business: during rapid development or working on a new line of business. When business processes are not sufficiently streamlined and staff are not organized, then, most likely, they will set their own priorities.

Operational planning increases control over personnel work, results and improves overall work efficiency. You will be able to see how quickly and effectively this or that employee copes, whether the quality and work standards are maintained (in production, customer service).

It is also important to see how much the employee devotes himself to his work and what his achievements are. Therefore, operational plans also affect motivation.

Part operational work and tasks is periodic. For example, writing reports, scheduled maintenance, congratulating clients on holidays, etc. The presence of business automation tools allows such tasks to be set only once, and then periodically the system will remind the employee of the need to complete this task.

In general, business automation makes it much more efficient to set operational plans and monitor their implementation. An operational plan is a list of tasks that an employee must complete to get the desired result.

For example, in order to communicate plans to employees, you need to collect them, call them or send each one e-mail. At the same time, for each employee, determine the priority, deadlines and sometimes budget for each task.

In addition, you may be absent on site (employees often turn a manager’s business trip into a day off from work) and working with remote employees makes operational planning meetings impossible or ineffective.

As work progresses, adjustments to operational plans are possible, which should be made in a timely manner. This problem can be quickly solved by a business automation system, which significantly speeds up work and makes operational planning really efficient.

Within project management, if the organization’s activities are related to the implementation of projects, automation has an even greater effect. The manager can use time savings to adjust plans, analyze intermediate results, and take additional actions to make adjustments.

Operational plans begin with tactical goals and a program of action. For each item of the program for a certain period, you need to make a list of necessary tasks for the day for each employee or department. If an organization has departments, then it makes sense to delegate operational planning to middle managers, but with mandatory control over the plans they set for subordinates.

Don’t forget about indicators - each task must have performance quality criteria or a system of indicators. For example, for a sales agent this is sales volume or income from sales, for a programmer this is program code, compliance with technical specifications, for a marketer - compliance with advertising marketing strategy or budget.

For operational plans, the processes of communicating them to personnel and monitoring their implementation are important. The formulation of tasks should be simple and understandable to the employee, and control will allow not only to punish the negligent, but also to encourage those who distinguished themselves - to obtain information for possible adjustments to tactical plans.

Operational plans and the distribution of tasks among employees should be interconnected and aimed at one goal - making a profit and solving the tactical problems of the company.

Source: "prostoy.ru"

Making plans for short periods of time

Operational planning is one of the types of planning that involves drawing up plans for short periods of time, focused on maximum detail in previously outlined work plans and their schedules.

Operationally, financial planning is the planning of the financial fund and resources of an organization. Its necessity lies in the fact that the material sphere changes regardless of the internal conditions of the enterprise and in order to “stay afloat” it needs some savings.

Operational calendar planning is a detailed plan for the execution of work, determining the start and end periods for the manufacture of any product or the implementation of another area of ​​work.

Kinds

Operational planning in relation to subordination at the enterprise is divided into 2 types:

  • Intershop.

    • Ensures the development and control of all products produced at the enterprise in general, and also directs the work of each workshop or department in the right direction. This type of planning ensures coherence of the entire production process.

  • In-shop.

    • Aimed at synchronized implementation of their work plan by all employees. It includes the development of new monthly or quarterly production plans and the preparation of current work schedules.

Methods

In operational planning, depending on the specifics of production, several basic methods are used:

  1. Volumetric method.

    2. Designed to distribute annual production volumes and sales. This method helps not only to distribute the amount of work, but also to optimize the use production assets.

  2. Calendar method or operational scheduling.

    3. This is a detailed plan for the execution of a robot, determining the start and end periods of the production of any product or the execution of another front of the robot.

  3. Volume-calendar method.

    4. Allows you to plan simultaneously the timing and volume of work performed at the enterprise.

  4. Volume-dynamic method.

    5. Provides for close interaction of such planned indicators as timing, volumes and dynamics of production of products, goods or services.

Tasks

It should be said from the outset that the main task of operational plans is to organize the daily activities of employees, as well as direct them in the necessary direction that is beneficial for the enterprise.

There is also a secondary series of planning tasks, which includes the following:

  1. fulfillment of tasks for the production of final products;
  2. organization of complex production;
  3. efficient use of working time.

Principles

For the first time, general principles of planning were formulated by A. Fayol. He, in turn, identified 5 basic principles:

  • The principle of the need for planning.
  • The principle of unity of plans.
  • The principle of continuity of plans.
  • The principle of flexibility of plans.
  • The principle of accuracy of plans.

The stages of operational planning for each of the methods presented above are individual. We will now look at the stages of volumetric planning:

  1. Development of nomenclature and calendar plans for the launch of parts, assembly units of products.
  2. Development of planned targets for the beginning and end of the product production cycle separately for each workshop or department.
  3. Formation of a production program for launching finished products onto the market.

Source: "womanadvice.ru"

Features of operational planning

The annual plan of an economy or production unit, while defining the program for the year, does not affect the organization of individual work, which has agriculture its own characteristics associated with the seasonal nature of production, the need to carry out processes in optimal agrotechnical terms.

In this regard, operational (work) plans are drawn up for periods of work in sectors and departments of the economy. Operational planning serves as a means of ongoing regulation of the progress of production in order to ensure rhythmic, uninterrupted operation of the enterprise, effective use production and labor resources.

Its task is to detail the main indicators of the annual plan of an economic entity, its structural unit and bring them to the direct executors. For these purposes:

  • tables and network schedules for the execution of work are developed, indicating specific deadlines and performers, conditions are provided for high-performance work throughout the entire working time;
  • uninterrupted supply of workplaces is ensured necessary materials appropriate quality (seeds, mineral fertilizers, flammable and lubricants etc.), electricity, feed;
  • control is organized over the operational preparation of production, the implementation of plans by each structural unit, by each performer in strict accordance with the developed operational plans;
  • operational management of the entire course of the production process is carried out on the basis of current instructions to prevent or eliminate identified organizational and technical problems or inconsistencies that interfere with or complicate the rhythmic production activities;
  • Available reserves of material and labor resources are identified, and measures are developed for their use in production.

For operational planning, calculation-analytical, statistical, economic-mathematical and graphical methods are widely used, which make it possible to organize the operational management of the technological process using personal computers. Operational plans are a further detail of annual plans.

Agricultural enterprises are developing:

  1. plans for periods of agricultural work (for raising plowed land, applying fertilizers, sowing, caring for crops, harvesting, etc.);
  2. ten-day, monthly, quarterly plans (tasks) in livestock farming, construction, industrial and service industries;
  3. Work plans are assignments to specific performers to perform specific work for a period of one or several days.

Operational (work) plans are a production program for carrying out relevant work in certain periods of the year.

In the livestock industries, there are operational plans for the production and sale of products, the placement of livestock on the farm territory, the use of pasture lands and the green conveyor, and schedules for providing farms with feed.

Ancillary production has operational plans for the periods of receiving products, processing and selling them. Operational plans must be interconnected by plans for the use of labor resources, tractors, agricultural machinery and vehicle fleet.

Work plans in crop production by periods of work reflect the organization of labor processes in optimal agrotechnical terms, the calculation of the means of production and labor required for this. They are developed first in teams, taking into account technical equipment based on the actual sown areas and expected yields in individual fields and areas.

The work plan for periods of agricultural work includes the following main indicators:

  • list (in chronological order) and scope of work, agrotechnical requirements for their implementation;
  • calendar and optimal agrotechnical terms (number of working days) for completing each work;
  • place of work (team, unit, field number, crop rotation, crop, current, etc.);
  • the composition of the units (brand and number of machines in the unit) or the method of performing the work - manually or using live draft power;
  • the number of service personnel on the unit or when performing horse-drawn handmade;
  • shift, daily and seasonal output of the unit and workers in horse-drawn manual work;
  • daily need for tractors, combines, other agricultural machines and implements, vehicles, labor (including machine operators) and various materials(seeds, fertilizers, fuel, etc.).

The starting material is taken from technological maps, which cannot replace a work plan, since they are compiled for individual crops.

The main task of the work plan is to establish the relationship and sequence of operations during the cultivation of all crops assigned to the team, the daily need for equipment, workers, and materials. Particular attention is paid to creating conditions for meeting shift and daily production standards and high-performance use of equipment.

The daily need for tractor units and self-propelled combines is calculated by dividing the expected (planned) volume of work by the seasonal output of one unit or combine. The number of required machines and implements is determined based on the daily need for tractor units and the number of machines and implements in one unit.

The need for labor is determined as the product of the number of service personnel on one unit, the number of units and the shift ratio. In manual work, the number of workers is determined by dividing the volume of manual work by the output of one performer for the entire period of performance of this work.

The daily need for materials is determined based on the norms of their consumption per unit of work and the amount of work that can be completed per day by the household or team.

The total daily demand for tractors and labor is determined using a schedule, which clearly shows the days of maximum stress. To eliminate “peaks”, the schedule is leveled by slightly changing the calendar dates of work. If this is not possible, additional equipment and labor will be involved.

This problem is solved using a network diagram, which represents the sequential execution of both individual work processes and their complexes of varying degrees of complexity. With its help, they take into account the dynamics of work, deviations from established deadlines and standards, and find ways to overcome emerging difficulties.

The network schedule allows you to control the implementation of the plan not only in terms of deadlines, but also in terms of the cost of work and timely delivery of materials.

Route plan

An integral part of work plans are plans-routes for the movement of units across sites and fields. Their development allows:

  • prepare areas and fields for work in a timely manner,
  • avoid unnecessary moving of units,
  • promptly and uninterruptedly provide workplaces with materials, and machine and tractor units with technical maintenance.

The route plan of the unit indicates the brand and business number of the tractor, combine, the number of the field in the crop rotation, the type and volume of work, the beginning of their implementation, and the scheme for moving the unit from one site to another.

Work plan

Work plans are tasks for a team, unit, or individual unit to perform certain work. They are given for a certain period - a decade, a week, a five-day period, one to three days, or in one piece - to perform a certain type and amount of work.

The work plan indicates the name of the performer (or group of performers), his class, the composition of the unit, the service life of the tractor, combine, the type and location of the work, agrotechnical requirements for its implementation, production rates, material consumption rates, tariff category work and tariff rate.

The work plan is not only a planning document, but also a reporting document. After completing the work plan, the foreman, agronomist and accountant note on the back of this document the timing, volume and quality of work performed, consumption of fuel and other materials, and basic and additional earnings are calculated.

Operational plans have a number of features:

  1. in terms of the timing of their preparation and action, they are closest to the production process and are closely related to it;
  2. they are composed quite often, which gives them the property of continuity;
  3. Through operational planning, the entire system of on-farm plans is linked to production management.

Source: "eclib.net"

Enterprise planning

To ensure the normal functioning of an enterprise, it is necessary to constantly plan activities.

Planning is the process of developing and subsequently monitoring the implementation of a plan for the creation, development and operation of an enterprise.

The following units can be planning objects: products (its type and quality), personnel, sales, finance, investments, scientific and technological development and environmental activities.

In order for the plan to be effective, it must reflect the following:

  • grade external environment enterprises;
  • assessment of the enterprise’s capabilities taking into account favorable and unfavorable environmental factors;
  • defining and formulating goals;
  • identification of current operational tasks consistent with goals;
  • methods for analyzing and monitoring plan implementation, providing feedback to the next planning cycle.

Forms of planning organization:

  1. Top-down planning is when management determines the main goals of the enterprise and the mechanisms for achieving them, and then communicates it to the staff in order to implement the plan. The disadvantage of such planning is that the company's management cannot always see and take into account the potential capabilities of lower levels.
  2. Bottom-up - here each employee analyzes his current work, finds reserves for its improvement and submits proposals for work in the future to the management of his department.
The head of the department, independently or with employees, based on the proposals submitted, forms a work plan for his department in the planning year and transfers this information to the planning department, where the process of planning and coordinating the work of all departments actually takes place.

Then the plan is returned to the departments, where it is reviewed and approved, and, if necessary, adjusted taking into account comments and submitted for approval to the head of the enterprise.

Mixed planning - the company's management develops the main performance indicators in the planning period and transmits them to divisions.

There, the possibilities of fulfilling the assigned tasks are analyzed, programs for achieving goals are developed and, after adjustment, the information is transferred to the planning department, where it is compiled into a single draft plan, which, after consideration and refinement in accordance with the wishes of both parties, is agreed upon and approved.

Each enterprise independently determines the form of planning, but the mixed type is often more successful, because the manager determines the goals that he, as the owner, wants to achieve, and the departments adjust them depending on the capabilities, therefore, “desires and opportunities” are taken into account.

Technology

Planning technology includes the following stages:

  • Determining the goal;
  • Defining tasks that will achieve the goal;
  • Determining ways and means to achieve the goal;
  • Development of alternatives;
  • Set the time to achieve the goal;
  • Distribute responsibilities between departments;
  • Design a system for monitoring and adjusting the plan.

Planning principles:

  1. Continuity - planning should extend both over the long term and beyond short time.
  2. Scientific - planning must be carried out on a scientific basis, i.e. rely on reliable information, be carried out using scientifically sound methods.
  3. Flexibility - plans must be adjusted in accordance with changes in environment.
  4. Accuracy.
  5. Priority is the subordination of all programs and plans to the strategic goal of enterprise development.
  6. The principle of participation was formulated by Igor Ansoff - it means that every employee of the enterprise must participate in the development of plans for the enterprise, who is directly affected by the plan.

Planning methods:

  • Program-targeted - planning, which is based on the development of comprehensive programs aimed at achieving set goals.
  • The balance sheet method is the preparation of various types of enterprise balance sheets. Normative method - an enterprise uses a whole system of norms and standards in the planning process.
  • A norm is a regulated amount of absolute resource consumption per unit of production or per unit of work. Based on such norms, balances of consumption of various resources are formed.
  • The forecasting method is a set of techniques and methods that allow, based on the study of the internal patterns of development of an object and its external connections, to derive a judgment (forecast) of a certain reliability about the future state of the forecast object.
  • A forecast is a probabilistic, scientifically based judgment about the prospects, possible states of a particular phenomenon and the future and (or) alternative ways and timing of their implementation.
  • Intuitive methods are based on intuitive-logical thinking. They are used when it is impossible to take into account the influence of many factors due to the significant complexity of the object or the object is too simple and does not require labor-intensive calculations.

Types of planning:

  1. Operational - contains a plan for a week, shift, decade.
  2. Current – ​​from month to year, with distribution by quarters and months.
  3. Medium term – from one year to 5 years.
  4. Long-term – from 5 years, aimed at solving individual independent problems of the company’s strategy.
  5. Strategic - a long-term plan covering a period of 10-15 or more years.

Operational and production

It is more correct to call operational planning (OPP). EPP is the implementation of the current activities of economic planning services over a short period. The EPP is based on the production program for the release of finished products; with the help of the EPP, this program is detailed and specified.

The purpose of the operational production process is to ensure uniform production of products in specified quantities and on time under high quality and the best use of production assets.

Stages of AKI:

  • Volume planning is the distribution of work performed across departments and planning periods, taking into account the load of equipment and space. For effective distribution, the necessary and available resources of the enterprise are compared.
  • Scheduling is the determination of product release dates, clarification of tasks for each workshop, and, if necessary, adjustment of calculation results.
  • Operational production planning is the final clarification of the production program and the organization of its implementation. If necessary, adjustments are made to work schedules.

Strategic

Strategic planning (SP) is management process, which is aimed at developing the company’s development goals and ways to achieve them.

The main task of the joint venture is to ensure flexibility, adaptation and innovation in the organization's activities necessary to achieve goals in a changing environment.

During a joint venture, the parameters of the external environment, the range of products and services, prices, suppliers, sales markets, long-term goals and strategies for achieving them are determined and forecasted, and changes in parameters are systematically managed.

These indicators are extremely important for determination today, because The company operates in a market economy based on competition.

JV stages:

  1. Definition of mission and goals;
  2. Analysis of the external and internal environment of the enterprise, including analysis of strengths and weaknesses the company, as well as its potential capabilities;
  3. Choice of strategy;
  4. Execution of strategy;
  5. Evaluation and control of implementation.

As a result of the joint venture, the company receives a full range of information about the market and its position in it, determines its mechanism of action in existing conditions, and most importantly, the company identifies various options for action in a changing external environment and ensures effective adaptation of the strategy to the surrounding conditions.

Competitiveness and success entrepreneurial activity enterprises are determined by carefully formulated and developed goals of the company's activities and the means of achieving them. These goals and means are more fully reflected in operational, current and strategic planning.

Source: "koi.tspu.ru"

System of economic organization plans

The result of the planning process is a system of plans. The plan includes key performance indicators that must be achieved by the end of the planning period.

Essentially, a plan is a set of instructions for managers, describing what role each part of the organization should play in achieving the firm's goals.

The planning process is complex and varied. This determines the complex nature of the plan system, which can be divided into the following elements:

  • Strategic plan, otherwise called master plan firms (often drawn up 5 years in advance) and company-wide plans drawn up as a continuation of the strategic plan.
  • Strategic plans for the individual business units that make up the firm.
  • Operational plans of the organization:
    • company-wide plans for current activities, the so-called “economic plans” or “profit plans”, are calculated for one year. With the help of operating plans, goods and services are produced and delivered to the market;
    • current plans divisions, including budget ones, complement company-wide plans for current activities.
  • In addition to plans, the results of the planning process are programs (or plans-programs) and projects.
The strategic plan guides decision making at lower levels; The overall goals of the organization, defined in the strategic plan, are specified in the goals of current activities, called objectives.

In addition, the strategic plan is a limiter for plans at lower levels, since it limits the number of resources needed to solve operational planning problems.

The action plans of any organization can be characterized as either offensive or defensive:

  1. Offensive plans involve the development of the organization: the production of new goods and services, entering new markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.
  2. Medium and small firms in many cases are content with defensive plans aimed at maintaining their position in the market and preventing the company from going bankrupt. The organization's development plan, being an expression of offensive plans, includes a set of measures necessary to create new areas of the company's activity.

The development plan should determine ways to enter new positions and be able to answer the following questions:

  • What will be the conditions of demand in the future, what goods and services will consumers expect? economic organization?
  • What should be the nature of the internal elements of an organization necessary for its development?
  • What new types of products should be added to the enterprise's product range, or what part of the main products should be replaced by new goods and services?
  • What should be the methods for preventing errors when investing capital and developing new products?
  • What should be the range of economic resources needed to produce new goods and services?
  • What should be the organizational methods for creating new production facilities, will it be a takeover in the form of buying up (acquisitions) of other enterprises, merging with organizations producing necessary products, or creation of new industries on our own, by conducting scientific research and development and implementation of entrepreneurial projects.

The development plan for an individual business unit is formalized in the form of a business plan. Characteristic of economic organization is the development of programs and projects.

Programs usually determine the development of one of the important aspects of the life of an economic organization. This could include technology improvement programs, quality control programs, inventory flow accounting programs, and others.

Projects differ from programs in that, focusing on a certain aspect of the life and development of an organization, they have a set cost, a schedule of implementation, include technical and financial parameters, that is, they are distinguished by a high level of specific elaboration.

Typically, projects are associated with the creation and promotion of new products and services of the company to the market.

The capabilities of projects cannot be exaggerated when determining the exact deadlines and specific characteristics of a new product. A business plan is usually drawn up in the form of a project.

In addition to these types of planning documents, the organization must draw up auxiliary plans that are needed for better organization of planning at enterprises:

  1. planning organization plan,
  2. contingency plans,
  3. feedback programs,
  4. plan evaluation programs.

Tactical planning

Tactical (operational) planning is making decisions about how the organization's resources should be distributed to achieve strategic goals.

The main question of strategic planning is what the organization wants to achieve. Tactical planning focuses on how the organization should achieve that state. That is, the difference between strategic and tactical planning is the difference between goals and means.

Other differences:

  • Decision making at the tactical planning level tends to be less subjective because good, specific information is more available to tactical planning managers. In tactical planning, quantitative methods of analysis based on computer technologies are applicable;
  • the implementation of tactical decisions is better observed and less exposed to risk, since such decisions relate mainly to internal problems;
  • tactical decisions are easier to evaluate, since they can be expressed in more specific numerical results (for example, it is more difficult for a farmer to assess the specific benefits of introducing products under his own brand than to calculate an increase in the production of chickens in special packaging when acquiring new capacities);
  • For tactical planning, in addition to its concentration on the middle and lower levels of management, it is also typical to gravitate towards the levels of individual divisions - product, regional, functional.

Operational mining means almost the same thing as tactical planning. The term “operational”, more clearly than the term “tactical”, emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc. Operational planning also refers to the preparation of an organization's budget.

Process

Planning activities can be divided into several main stages:

  1. The process of making plans, or the direct planning process, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.
  2. Activities to implement planned decisions. The results of this activity are the real performance indicators of the organization.
  3. Control of results. At this stage, real results are compared with planned indicators, as well as the creation of prerequisites for adjusting the organization’s actions in the right direction.

Despite the fact that control is the last stage of planning activities, its importance is very great, since control determines the effectiveness of the planning process in the organization. Thus, the planning process is the first stage general activities companies.

The planning process is not a simple sequence of operations for drawing up plans and not a procedure, the meaning of which is that one event must occur after another.

The process requires great flexibility and management skill. If certain points in the process do not meet the organization's goals, they can be bypassed, which is not possible in the procedure. People participating in the planning process do not simply perform the functions assigned to them, but act creatively and are capable of changing the nature of the action if circumstances require it.

The planning process consists of a number of stages, following each other:

  • First stage.

    • The company conducts research into the external and internal environment of the organization. Determines the main components of the organizational environment, identifies those that really matter to the organization, collects and tracks information about these components, makes forecasts of the future state of the environment, and assesses the real position of the company.

  • Second phase.

    • The company sets the desired directions and guidelines for its activities: vision, mission, set of goals. Sometimes the goal setting stage precedes the environmental analysis.

  • Third stage.
    • Strategic analysis. The company compares goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of desired indicators) and determines the gap between them. Using methods strategic analysis Various strategy options are being formed.
  • Fourth stage.

    • One of the alternative strategies is selected and developed.

  • Fifth stage.

    • The final strategic plan for the company is being prepared.

  • Sixth stage.

    • Medium-term planning. Medium-term plans and programs are being prepared.

  • Seventh stage.

    • Based on the strategic plan and results medium-term planning The company develops annual operational plans and projects.

  • The eighth and ninth stages, while not being stages of the direct planning process, nevertheless determine the prerequisites for the creation of new plans, which must take into account:
    1. what the organization managed to do in implementing its plans;
    2. what is the gap between planned indicators and actual implementation.

In general, the planning process is a closed cycle with direct (from developing a strategy to defining operational plans to implementation and control) and reverse (from taking into account the results of implementation to reformulating the plan) connection.

Organization

In-house planning brings good results if the planning process is properly organized from the very beginning. Before proceeding with actual planning, those responsible for planning at the enterprise must accept the content and sequence of the planning process.

Large enterprise, as a rule, carries out the entire planning process, without significant exceptions. A complexly organized company needs both a strategic plan and medium-term plans and programs, as well as all types of operational planning.

A large company must take care of the preparation and implementation of projects for the development of new products and new divisions. Smaller firms often simplify the planning process by condensing it into a 5-year strategic plan and annual operational plans.

At the same time, if a small organization is focused on creating offensive plans, it also prepares a project for the development of its production (business). Having determined constituent elements planning process, those responsible for this activity must establish a sequence of planning activities.

Logically, as follows from the planning process diagram, the preparation of tactical plans follows strategic planning.

However, many managers and planners, being strong practitioners and having extensive experience in operational planning, when taking their first steps in strategic planning, are afraid to begin planning activities with defining a strategy.

Formulating the most general directions of the organization’s activities seems to them to be too abstract, not entirely useful, and even dangerous from the point of view of loss of time and attention to urgent tasks. Such managers are engaged in the development of operational plans as the main type of planning activity, and consider strategic planning as a trial, side activity.

In such cases, the planning sequence is the opposite: first drawing up operational plans, and then developing a strategy. But, as experience shows, gradually, after 2-3 year cycles, managers realize the importance of strategic planning, acquire the necessary skills and discover that they are more comfortable following from strategy to tactics.

There are situations when strategic and operational plans are implemented simultaneously. Main disadvantage such a practice is the emergence of an obstacle to effective planning: the urgency of operational decisions begins to dominate strategic problems, and the company loses the main guidelines for its activities.

The planning process in an organization continues continuously throughout the year. Two main parts of planning are carried out in different periods of the year: the preparation of a strategic plan usually takes place in the first and second quarters (quarters) of the financial year, the remaining time is occupied by operational planning. Operational plans specify the content of 5-year plans for the first year of action.

To ensure that the planning process is continuous and there is no gap between two 5-year plans, many organizations draw up so-called rolling (transition) plans.

In a rolling plan, instead of the previous year, a new year is added each time. At the same time, changes that occurred in the state of the market, technology, politics, and internal factors of the organization in the previous year are taken into account, and the necessary changes are made to the newly drawn up plans.

According to sequential planning schemes, certain planning activities (for example, budgeting) are carried out regularly, annually, at approximately the same period of the year. But if there are serious deviations in the implementation of plans, then there is no other way out than to revise the plan at the moment when these deviations are discovered (for example, revise the budget not in January, but in May).

Participating in the planning process are:

  1. firstly, the top management of the organization;
  2. secondly, the planning team;
  3. thirdly, managers and specialists of departments.

The ideal, as already indicated, is a situation where all employees of the organization are involved in the discussion and drawing up of plans.

Top management is the architect of the planning process and determines its main phases and planning sequence. Top management must make the planning process accessible and understandable to every employee of the organization, and it must be able to involve its employees in it as much as possible.

Another function of top management is to develop the firm's strategy and make decisions on strategic planning. The company's management determines the general goals of its development and the main ways to achieve them. Strategy development requires top management to have analytical skills and big-picture thinking.

Middle and lower management, as well as department specialists, are involved in the development of operational plans. The responsibilities of specialists also include analyzing the internal and external environment of the organization and making forecasts. Department managers and staff members join together in evaluating alternative strategies proposed for the organization.

The planning service takes part in developing the company's strategy and clarifying its main goals. However, planners perform this function, acting as advisers and consultants. Often key strategic issues are discussed between the planner and the top manager in personal conversations and discussions. The final decisions related to strategy approval are made by senior management.

Planners, along with other specialists, analyze and evaluate the external and internal environment of the company. They often have the most valuable information about the company.

Together with managers, planners participate in making forecasts about the possible future of the company and prepare the forecast part of the final plan. Planners provide advice and consultation on planning techniques and promote the dissemination of professional planning methods.

The planning function assists senior management in organizing and conducting the training necessary to ensure that all planning participants are prepared to implement effective innovations in the process. Planners should strive to create a spirit of creative attitude among workers in planning their future, teaching people how to interact with each other.

AND TECHNOLOGICAL DOCUMENTATION

OPERATIONAL PRODUCTION PLANNING

The essence of operational planning. Operational planning of the production of procurement enterprises. Calculation of the yield of semi-finished products

The essence of operational planning lies in drawing up an enterprise program. Production program planning issues are dealt with by production managers (deputies), heads of production departments, foremen, and accounting workers.

To draw up a production program for a procurement enterprise, the following data is required: range of products (semi-finished products, culinary products, flour confectionery products); technical equipment enterprises; network of enterprises Catering and retail chains that have entered into contracts with a procurement enterprise or specialized procurement workshops; the range and quantity of products required for these enterprises; volume of semi-finished products produced by enterprises Food Industry for pre-production enterprises.

Operational production planning is carried out in a certain sequence, therefore at each stage there is no

it is necessary to create certain organizational conditions, promoting proper organization technological process, rational organization labor, strict fulfillment of their duties by each employee.

An important place in the operational planning of production work is occupied by the dispatch service. Operational planning of production of a procurement enterprise and specialized procurement workshops is carried out in the following sequence. The enterprises with which the contract is concluded draw up daily orders for semi-finished products, culinary and flour confectionery products and transfer them to the procurement enterprises in dispatch services (departments). Received orders in the dispatch service are summarized for all types of products and transferred to the workshops in the form of a daily production plan. One copy of the order is sent to the expedition for subsequent order completion. Applications are accepted the day before they are due. This is explained by the fact that the production workshop needs to obtain in advance the required range and quantity of raw materials and products to carry out the technological process of producing products according to requests.

Semi-finished products and culinary products are produced in accordance with specifications, OSTs, as well as data from the Collection of standards for waste and losses during cold and heat processing of raw materials.

At a procurement enterprise, in order to monitor the correct use of raw materials and the quantity of semi-finished products produced, the shop manager draws up an act for cutting the mass of raw materials into large-piece semi-finished products in form 61. The act indicates the name and quantity of raw materials received by the workshop in natural and in value terms, norms for the yield of large-piece semi-finished products according to the Collection of Recipes in percentages and kilograms. The report is signed by the shop manager, checked by the accounting department and approved by the director of the enterprise.



The work of confectionery shops is carried out in accordance with the planned production target. Based on the raw materials and orders available in the enterprise’s pantry, the head or foreman of the confectionery shop draws up an order in Form 76 (Table 2). A work order is a document for calculating a production task for the manufacture of products to order: determining the need for raw materials. The work order serves as the basis for releasing raw materials from the storeroom to production.


Operational planning at enterprises with a full production cycle

A catering establishment must have a monthly turnover plan approved, on the basis of which a daily production program is drawn up.

In restaurants, where the assortment of dishes is very large, the menu mainly includes ordered portioned dishes, so it is difficult to plan the number of dishes produced in advance, but, taking into account past experience, in a restaurant you can plan the release of the number of semi-finished products (when processing meat, poultry, fish) and how much food is needed per day from storage facilities.

At catering establishments with a certain contingent of consumers (canteens at industrial enterprises, educational institutions, children's institutions, rest homes, etc.) you can more clearly plan production work for every day.

Operational planning of production work includes the following elements:

Drawing up a planned menu for a week, a decade (cyclic menu), on its basis the development of a menu plan reflecting the daily production program of the enterprise; menu preparation and approval;

Calculation of the need for products for preparing dishes provided for in the menu plan and drawing up requirements for raw materials;

Registration of a demand invoice for the release of products from the pantry at production and receipt of raw materials;

Distribution of raw materials between workshops and determination of tasks for cooks in accordance with the menu plan.

The first stage of operational planning is the preparation of a planned menu, the presence of which makes it possible to provide a variety of dishes by day of the week, avoid repetition of the same dishes, ensure a clear organization of the production supply of raw materials and semi-finished products, timely sending applications to wholesale bases, industrial enterprises, and correctly organize technological the process of cooking and the work of production workers. The planned menu indicates the assortment and quantity of dishes of each type that can be prepared at a given enterprise by day of the week or decade. When drawing up a planned menu, the qualifications of cooks, consumer demand, the possibility of supplying raw materials and the seasonality of raw materials, and the technical equipment of the enterprise are taken into account.

The second and main stage of operational planning is the preparation of a menu plan by the production manager on the eve of the planned day (no later than 15:00) and its approval by the director of the enterprise. It contains the names, recipe numbers and quantities of dishes, indicating the timing of their preparation in separate batches, taking into account consumer demand.

The main factors that must be taken into account when compiling a menu include: the approximate range of products recommended for catering establishments, depending on its type and the type of diet provided, the availability of raw materials and its seasonality.

An approximate assortment of dishes (minimum assortment) is a certain number of names of cold dishes, hot dishes, drinks characteristic of various enterprises public catering (restaurants, canteens, cafes, etc.). When drawing up a menu plan, it is necessary to take into account the availability of raw materials in pantries and its seasonality. Dishes and snacks included in the menu should be varied both in the types of raw materials and in the methods of heat treatment (boiled, poached, fried, stewed, baked); The qualification composition of workers, the production capacity and the availability of commercial and technological equipment, as well as the labor intensity of the dishes, i.e. the time spent on preparing a unit of product, are also taken into account. By approving the menu plan, the director and production manager are responsible for ensuring that the dishes included in the menu are on sale throughout the enterprise's trading day.

At catering establishments with a free choice of dishes, operational planning begins with drawing up a menu plan for one day in accordance with turnover.

Types of menus, their characteristics

The menu - a list of snacks, dishes, drinks, flour confectionery products available for sale on a given day, indicating the output and price - must be signed by the director, production manager and calculator. Depending on the type of enterprise and the population of consumers served, they develop different kinds menu: with a free choice of dishes; set lunches and lunches on subscriptions; daily diet; dietary and baby food; banquet

Free choice menu compiled at public catering establishments (restaurants, bars, canteens, cafes, snack bars). This is a list of dishes written down in a certain order, indicating the yield of dishes, side dishes, main product and price. For first courses, the menu usually lists the price of a serving and a half-portion. The restaurant menu does not indicate the choice of dishes.

When compiling a menu, certain rules for the arrangement of snacks and dishes are followed.

COURSE WORK

Topic: “Operational production planning.”


Introduction………………………………………………………………………………3

1. Operational and long-term planning at enterprises………………..4

1.2. Development of operational production plans……………………………….6

1.3. The essence and stages of long-term planning……………………………7

Practical part.

2. Justification and calculations of organizational and production parameters of the workshop.9

2.1.Initial data………………………………………………………………..9

2.2. Justification of the production structure of the workshop…………………………….10

2.3 Calculation of the piece time of a set of parts processing and

determination of the main technological route……………………………11

2.4. Calculation of indicators of the relative labor intensity of parts and

relative labor intensity of operations………………………………………….12

2.5. Determination of the profile of subject specialization of production sites and the number of parts assigned to the sites…………………

2.6. Calculation of the operational mass index for parts and selection of forms continuous production in the workshop areas…………………………. ………..14

3.Calculation and construction of operational calendar plan serial production site for a month…………………………………………………………..15

3.1.Initial data………………………………………………………………15

3.2. Determination of the standard size of a batch of parts and the period for their launch.16

3.3Determining the timing of the launch and release of a batch of parts………………………18

3.4.Calculation and construction of a standard plan for the operation of a discontinuous production line...24

Conclusion…………………………………………………………………………………31

List of references………………………………………………………...32

Introduction.

The task of operational production planning is to organize coordinated and comprehensive work of all production units to produce and produce a given range of products in established volumes and terms with the best use of all production resources.

Creating conditions for proportional development of production, operational planning should be focused on achieving final results - timely release of high-quality products and increasing production efficiency.

Operational planning must meet the following requirements and principles: be based on progressive schedule standards, which in turn are the basis for calendar schedules for production and release of products; ensure the necessary coordination in the work of production departments and the saturation of all stages of production with complete supplies; promote the best use of production assets; provide for the possibility of carrying out alternative calculations and obtaining optimal solutions; have flexibility and the ability to restructure in connection with the dynamism of production; correspond organizational type production; have the ability to quickly respond to all disturbing factors during production, minimizing the time between the occurrence of a situation requiring a decision and the implementation of control action.

The main feature of the operational planning system is the linkage of partial processes that are carried out by individual production units, thereby achieving a coordinated flow of production.

1 Operational and long-term planning at enterprises

Operational planning is the implementation of the current activities of economic planning services over a short period, for example, development of an annual production program, drawing up quarterly enterprise budgets, monitoring and adjusting the results obtained, etc.

Operational production planning is the final link in the planned work at the enterprise - the continuation and specification of the tasks of the technical industrial and financial plan. It consists of developing, on the basis of annual plans, specific production tasks for short periods of time both for the enterprise as a whole and for its divisions and in the operational regulation of production progress according to operational accounting and control data. A feature of this type of planning is the combination of developing planned tasks with organizing their implementation.

The task of operational and production planning is to organize uniform, rhythmic, mutually coordinated work of all production divisions of the enterprise to ensure timely implementation of the state plan with economical use of resources and high quality products, i.e. achieving the best final production results.

Operational planning consists of scheduling and dispatching (operational regulation).

The scope of operational planning includes:

1. development of progressive calendar and planning standards for the movement of production;

2. drawing up operational plans and schedules for workshops, sections, teams and workplaces and communicating them to the direct executors;

3. operational accounting and control of production progress, prevention and identification of deviations from planned plans and schedules and ensuring stabilization of production progress.

Scheduling includes the distribution of annual planned tasks by production departments and deadlines, as well as communication of established indicators to specific performers of work. With its help, daily shift assignments are developed, and the sequence of work performed by individual performers is agreed upon. The initial data for the development of calendar plans are the annual production volumes, the labor intensity of the work performed, the timing of delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.

When implementing the developed calendar plan, operational records are kept of the progress of its implementation - information on the actual implementation of the plan is collected, processed and transferred to the relevant services of the enterprise. Based on the information received, dispatching is carried out, which consists of identifying and eliminating emerging deviations from the planned progress of production, taking measures to ensure the complete progress of production, the best use of working time and material resources, high utilization of equipment and workplaces.

Operational planning of production at the place of its implementation is divided into inter-shop and intra-shop. Intershop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all workshops of the enterprise, and also coordinates the work of basic, design and technological, economic planning and other functional services. The content of intra-shop planning is the development of operational plans and the drawing up of current work schedules for production sites, production lines and individual workplaces based on annual plans for the production and sale of products from the main workshops of the enterprise.

In modern production, various operational planning systems are widespread, determined by both internal factors and external market conditions. In the economic literature, the system of operational production planning is usually understood as a set of various methods of planning work technologies, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and registration of accounting documentation. Required condition The effective functioning of an operational production planning system is the presence of a well-founded regulatory framework, which includes, in particular: calendar and planning standards, material consumption standards, production capacity utilization standards, production material security standards. The choice of one or another operational planning system in market conditions is determined mainly by the volume of demand for products and services, costs and planning results, scale and type of production.

Consequently, planning is a method of economic foresight and programming based on detailed calculations. The enterprise plan, on the one hand, contains tasks for the future of each employee, and on the other, instructions for managers about management decisions, which they must accept step by step, helping the team achieve their goal.

1.2 Development of operational production plans

Operational production planning consists of developing the most important volumetric calendar indicators of production economic activity enterprises. Any process of operational planning involves the implementation by economists-managers of such stages of activity as the choice of an enterprise development strategy, justification of the form of organization of production, determination of the logistics scheme for the movement of material flows, development of basic calendar and planning standards, operational planning of the work of production units, organizational preparation of production, direct organization of operational work, ongoing monitoring and regulation of production progress.

In operational production planning, depending on the indicators being developed, the following basic methods are used: volumetric, calendar, as well as their varieties: volumetric-calendar and volumetric-dynamic.

The volumetric method is designed to distribute the annual production and sales volumes of an enterprise's products into individual divisions and shorter time intervals - quarter, month, decade, week, day and hour. With its help, monthly production programs of the main workshops are formed and the timing of product release or order fulfillment is planned in all manufacturing departments of the enterprise.

The calendar method is used to plan specific timeframes for the launch and release of products, standards for the duration of the production cycle and advances in the production of individual works relative to the release of head products intended for sale on the corresponding product market. This method is based on the use of progressive time standards for calculating production cycles for the manufacture of individual parts, planned sets of products and assembly processes.

The volume-calendar method allows you to simultaneously plan the timing and volume of work performed at the enterprise as a whole for the entire stipulated period of time - a year, a quarter, a month, etc. With its help, the duration of the production cycle for the release and delivery of products to the market is calculated, as well as the load indicators of technological equipment and assembly stands in each division of the enterprise.

The volumetric-dynamic method provides for the close interaction of such planned indicators as timing, volumes and dynamics of production of products, goods and services. In market conditions, this method makes it possible to most fully take into account the volume of demand and production capabilities of the enterprise and creates a planning and organizational basis for the optimal use of available resources at each enterprise.

In accordance with the considered methods, it is necessary to distinguish between types of operational production planning: calendar, volumetric and mixed.

Thus, we can say that the main task of operational planning ultimately comes down to ensuring the well-coordinated and rhythmic progress of all production processes at the enterprise in order to best meet the basic needs of the market, rational use of available economic resources and maximize profits.

1.3 The essence and stages of long-term planning.

The basis strategic management enterprise - long-term planning. A market economy differs from an administrative-command economy not by the abolition of planning, but by a radical change in its role, content, forms and methods.

During the transition to a market economy, the subject of planning first of all changes. Only the owner or an entrepreneur authorized by him, working under a contract and responsible for the results of business activities, can accept the plan. This means that the state can only plan what is paid for by budgetary investments, federal, regional and municipal programs and contracts, or is carried out by budgetary organizations. For most businesses in state plan it contains only forecasts and guidelines indicating the most appropriate areas of development that are stimulated with the help of tax and other incentives.

In terms of content, long-term planning of an enterprise in new conditions usually includes a long-term forecast for 5-15 years (an informed probabilistic assumption about changes in the structure and demands of the market, equipment and production technology and their socio-economic consequences), a development plan for 3-5 years with a breakdown by year and targeted programs for solving the most important problems.

Enterprises forecast demand and prices in various market segments, the competitiveness of business areas, the volume of product sales, and on this basis they provide structural units with key guidelines for updating products and technology, basic information about the required quality and range of products. The purpose of such planning is to coordinate various directions company development, structural changes, expansion of efficient and curtailment of unprofitable production.

Based on the strategic plan, functional (resource saving, computerization of management, etc.) and market-product programs are developed, their managers are appointed, the costs of each program and the total need for resources are estimated. Then the programs are ranked by efficiency, and the most profitable ones are selected based on the company’s capabilities. After this, investments are distributed between programs and structural units.

Changes in the procedure (order) for developing a plan are associated with the transition from single-variant planning (based on target figures for product deliveries) to multi-variant planning. When comparing options that differ in production structure (product range, technologies and sources of supply), resource distribution schedules by type of product or strategic business segment are used. They allow you to choose the option with the highest amount of profit for a given amount of expenses (with limited current assets).

In general, long-term planning at an enterprise includes the following stages:

1. Forecast of company development based on marketing research and assessing its competitiveness.

2. Identification of the main problems hindering the improvement of market positions, justification of options for resolving them, assessment possible consequences one choice or another.

3. Development of a long-term plan that sets development goals and corresponding regulatory indicators.

4. Targeted programs for strategic management zones.

Methods for developing and managing target programs at an enterprise are discussed in special works. One of the leading specialists is appointed to manage the program.

The relevant sections of plans for technical development, material support and other areas of activity include tasks that allow achieving the corresponding indicators for each program.

Each program must clearly formulate its economic and social goals, final results and stage-by-stage milestones for their achievement, quantitative and qualitative indicators for each stage. At the same time, the technical and technical-economic parameters of individual technologies and their enlarged groups, the prospective volume of sales, their labor intensity, capital intensity, material intensity and capital intensity, and the payback period of investments are predicted.

Practical part.

2. Justification and calculations of organizational and production parameters of the workshop.

2.1 Initial data.

The production program for the year is 144 thousand units, the workshop operates in 2 shifts. The duration of the working day is 8 hours, the number of working days per year is 252. Standards of piece time for the manufacture of parts Standard fulfillment coefficient K = 1.2.

The average coefficient taking into account the time spent on preparatory and final work K pz = 1.04.

2.2 Justification of the production structure of the workshop.

The production structure is understood as the composition of the workshops and services of the enterprise, indicating the connections between them. In this work, the justification is carried out using the example of a machine shop, which should include: determining the number of main sections; choosing the form of site specialization; choice of subject specialization profile for areas; determination of the composition of auxiliary sections.

The number of production areas is determined based on the number of workplaces in the workshop and the standards for servicing workplaces by one foreman. Determined based on formulas (1.1)-(1.3).

L=Q p /Q m , (1.1)

where L is the number of sections;

Q p – estimated number of jobs in the workshop;

Q m – number of workplaces served by one master per shift (according to the Labor Research Institute Q m =65)

Q p = ∑∑t pcs comp *K pz *N year / (60*K in *F disp), (1.2)

where ∑t pcs comp – total piece time for a set of parts of a certain name used in the product, min.;

K pz - the average coefficient, taking into account the time spent on preparatory and final work, is accepted for mass production from 1.02 to 1.05;

N year – annual product production program;

K in – average planned coefficient of fulfillment of norms;

F disposable - available time fund for one workplace in the planning period, hours.

F disp =D*d*c*(1-b/100), (1.3)

where D is the number of working days per year;

d – shift duration;

c – work shift;

b – average percentage of time lost for scheduled repairs (taken from 3% to 8%).

F disp = 252*8*2*(1-0.038) = 3878.79 hours.

Q p = 280.94*144000*1.04/(60*1.2*3878.79) = 150

L = 150/65 = 2.51. We accept L=3 sections

2 .3 Calculation of the piece time of a set of parts processing and determination of the main technological route.

The indicator of the relative labor intensity of a part (K g) characterizes the approximate number of jobs for the manufacture of a part of a certain name in the planning period.


K gi = ∑t piece i comp /(K in *t gi), (1.4)

where t gi – product release cycle, min.


t gi = F disp /N g , (1.5)

where F dis - available time fund for one workplace in the planning period, h;

N g – annual product production program, pcs.


t gi = 3878.79/144000 = 1.616 min.


The obtained calculation results for each part are entered into Table 2.1.

The correctness of calculation of K gi indicators for all details should be checked by comparison with O p:


∑ K gi = O r / K pz = 150/1.04 = 144.859

2.4 Calculation of indicators of the relative labor intensity of parts and the relative labor intensity of operations.

When choosing the option of attaching parts to sections, the summation of the ∑K gi indicators occurs according to two criteria: according to technological routes and for each structural type of parts. If none of the signs of summation allows the formation of equal areas, then resort to the simultaneous use of both signs of grouping parts.

The choice of forms of organizing flow production is carried out depending on the mass indicator (y ’ mi), which characterizes the impersonal number of jobs on average to perform a technological operation for a specific part in the planned period:

y ’ mi = K gi / K o, (1.6)

where K o is the number of technological operations performed on i-th detail in this workshop.

We record the results obtained for each detail in Table 2.1

We also calculate the relative labor intensity of operations using formula (1.7):

Y mi = N* t pcs i /(K in * t g), (1.7)

where t pcs i is the duration of the technological operation for processing one part, min;

N – number of parts per set.

Analysis of mass production indicators by groups of parts and operations allows one to make a decision on organizing forms of continuous production. The composition of auxiliary and service units is determined on the basis of recommendations in the literature and the experience of advanced domestic and foreign enterprises.


Table 2.1

Indicator of mass production and relative labor intensity of processing parts.

Number of parts per product

T pcs amounts





2.5 Determination of the profile of subject specialization of production sites and the number of parts assigned to the sites.

The subject-part form of specialization of the main sections is accepted as the most progressive and acceptable for the conditions of the designed workshop. The subject specialization profile of the main areas is determined by classifying parts. The main technological routes are taken from Table 2.1, while each of these routes includes parts that have general operations. Parts that have a common technological route are entered into tables against the corresponding design type, indicating the part number and the K gi indicator. The summation of K gi indicators is carried out by design types of parts and by main technological routes. We fasten parts to sections according to a constructive type, taking into account the commonality of technological routes.


2.6 Calculation of the operational indicator of mass production for parts and the choice of forms of continuous production in workshop areas.

We calculate the operational mass index using formula (1.7).

To identify possible forms of organization of production lines, we select the most difficult to manufacture parts with K gi > 5, with high rate y" mi, and having a common technological processing route. We compare the indicators y" mi with the conditions for organizing continuous production.

For section No. 1, we select parts such as covers 32-11, 32-13, 32-20 and 32-21. For these parts ∑ y" mi = 2.63, we can recommend the organization of a group production line. These parts differ slightly in the number of operations and are manufactured at the same type of workplace, but they differ in the order of alternation of technological operations. The latter circumstance does not allow organizing the processing of these parts on a variable basis -production line.

Part 32-19 is also processed at section No. 1, but it differs sharply from other parts in the number and composition of technological operations. Organizing a one-piece line for processing this part is also not recommended, because the condition for the feasibility of continuous production is not met - not for all operations y mi >0.75.

At section No. 2, parts 32-01, 32-02, 32-52 are processed. The relative complexity of their processing is ∑ y" mi = 2.19. In this area, it is not recommended to organize continuous production, since their technological processes are varied.

At section No. 3, parts 32-17, 32-49, 32-56 are processed. The relative complexity of their processing is ∑ y" mi = 2.26. Part 32-17 can be recommended for production on a one-piece discontinuous production line under the condition of enlarging technological operations 1 and 2; 3 and 4; 6 and 7; 10 and 13; 8. 11, 12, 15 and 19; 17 and 18 or the ability to perform these groups of operations at common workplaces with minimal time spent on equipment changeover.

For parts 32-49 and 32-56, it is possible to propose the organization of a group flow, because for main technological operations ∑ y mi >0.75. Processing of parts is carried out according to a standard technological process.

3. Calculation and construction of an operational calendar plan for the serial production site per month.

3.1 Initial data.

In a closed area, small parts of a universal lathe are processed: a pulley according to drawing 02-13; plugs according to drawings 02-35, 02-36, 07-29, 07-31, 07-32; levers according to drawings 02-40, 02-41, 07-33. Monthly production of machines 1250 pcs. Each part is included in the machine in the amount of 1 piece. The cost of manufactured parts ranges from 0.5 to 1.5 UAH. The site's operating mode is two shifts. The technological process and unit time for operations (taking into account the % of standards fulfilled) are given in Table 3.1

The composition of the equipment is as follows: aggregate-drilling, lathe, broaching, cylindrical grinding, thread-cutting, metalworking machines. The equipment codes are 319, 320, 321, 322, 323, 324, 325, respectively.

Table 3.1

Technological process and piece time for operations.

Part no.

Name of the site equipment number

Lever

% equipment load

3.2 Determination of the standard size of a batch of parts and the period for their launch.

The leading operation for which the minimum batch size should be calculated should be considered the operation with the largest ratio of preparatory-final time to piece time. In this case, the leading operation for all parts is the operation performed on a drilling machine. The minimum batch size is calculated using formula (3.1):

P min = T pz /(n*T pcs), (3.1)

where П min – minimum batch size, pcs;

T pz – preparatory and final time, taking into account the rate of fulfillment of standards;

T pcs – piece time taking into account the coefficient of fulfillment of standards;

n is the percentage of time lost for setup in relation to the duration of batch processing on the machine (in this case n = 3%).

We enter the data obtained as a result of calculations into a table.

To check and adjust the intended batch size in order to ensure the necessary conditions for increasing labor productivity, it is necessary to compare the obtained minimum batch size for each part with the size of the shift output for the main operations of the technological process of processing a given part.

To ensure the necessary working conditions at each workplace, the batch size must be equal to or greater than the shift output. For individual operations with the highest productivity, the batch size can provide continuous work during half a shift.

Shift output for the most productive operation (in this case, drilling on a drilling machine) is determined by formula (3.2):

C in = T cm /T pcs, (3.2)

where C in – shift output, pcs;

T cm – shift duration (in this case 420 minutes);

T pcs – piece time for processing one part.

To comply with strict batch production of parts when performing a production task, it is necessary that the batch size fits an integral number of times into the size of the monthly task for each part or is a multiple of this value. In this case, the monthly task is 1250 parts of each item. The batch size for parts 02-13, 07-32, 07-33 must be adjusted, bringing it to 1250 pcs. (up to the monthly task), for other parts - up to 625 pcs. (up to a half-month assignment).

3.3. Determining the timing of the launch and release of a batch of parts.

The frequency of launching and releasing parts for processing is determined as the ratio of the accepted batch size in pieces to the average daily program for a given part in pieces. To simplify operational planning and regulate the progress of production, as well as create conditions for rhythmic work production site it is necessary to unify the obtained values ​​of the frequency of production of different parts. The frequency ranges are 11 and 22 working days. The obtained values ​​for the frequency of launching parts for processing and batch sizes are entered into Table 3.2.

Table 3.2

Standard batch sizes and frequency of parts processing.

Detail

Drawing no.

Minimum size batches by leading operation

Shift working out in detail the leading operation

Duration processing batches on the most produces. operations, see

Adjusted batch size taking into account months. tasks

Regulatory frequency, days

5. Handle

Next, we proceed to constructing a calendar schedule for the production site, which regulates the timing of the launch and production of parts. To construct a schedule, the duration of processing of each batch of parts on an aggregate drilling machine is determined according to formula 3.3:

T o = (T pcs *P)/60 + T pz /60, (3.3)

where T about, T pcs, T pz – respectively, the duration of processing, piece and preparatory-final time, min.;

P – adjusted batch size, pcs.

We enter the obtained data in hours and working days in Table 3.3.

Table 3.3

Drawing no.

Batch, pcs.

Top, days
























































































5. Handle














































































































Then we determine the duration of the production cycle for processing the part in operations after drilling according to formula 3.4:

T c = 0.7*(P*T pcs sums /60 + T pz sums /60 + 3.5*(K op -1)), (3.4)

where T c, T pcs sums, T pz sums are respectively the cycle duration, the total piece time and the total preparatory and final time for operations after drilling, hours;

K op – total number of operations;

0.7 – parallelism coefficient;

3.5 – interoperative waiting time in hours.

We enter the obtained data in hours and working days in Table 3.4.

Table 3.4

Duration of the production cycle for processing a batch of parts

Detail

Drawing no.

Cont. processing parts on a drilling machine

Duration of the production cycle for post-drilling operations

Total duration of the production cycle in days

Slave. days

Slave. days

5. Handle

Drawing no.

Batch, pcs.
























































































5. Handle













































































































Figure 3.1 Schedule for launch and release of a batch of parts (option 1)


Drawing no.

Batch, pcs.
























































































5. Handle













































































































Figure 3.2 Schedule for launch and release of a batch of parts (option 2)

The standard carryover reserve for the first number is determined directly from the schedule. The backlog is calculated in whole batches. By convention, the machine shop works in batches, while the assembly shop works continuously. In this case, a carryover stock is formed at the intershop warehouse; its size is measured by the number of parts required for work in the assembly shop until the first batch from the supply workshop arrives at the warehouse (working stock) plus the established amount of the insurance stock.

The amount of the insurance reserve is established according to practical factory data, on average, in an amount that provides 2-3 days of parts assembly requirements. In this case, let us assume an insurance reserve equal to the 3-day requirement of the assembly shop. The results of calculating the value of cycle and warehouse reserves are given for two options in accordance with the constructed graphs in tables 3.4, 3.5.

Table 3.4

Standard level of carryover and warehouse reserves on the first day of the month (option 1)

Drawing no.

Cyclic backlog

Insurance reserve

Working capital

Pulley

Lever
Total

Table 3.5

Standard level of carryover and warehouse reserves on the first day of the month (option 2)

Drawing no.

Cyclic backlog

Insurance reserve

Working capital

Lever
Total

Since the level of warehouse reserve in the second option is less than in the first, the second option of schedules is the most optimal.

3.4 Calculation and construction of a standard plan for the operation of a discontinuous production line.

The initial data for constructing a work schedule for the direct-flow line are as follows: monthly task 1500 pcs. Working hours: 2 shifts. Number of working days per month – 21. Shift duration – 8 hours. The standard piece time for processing operations is in Table 3.1


Table 3.6

Labor intensity of operations

Operation No.

Norm of piece time, min.

Calculation of changes in interoperational backlogs is carried out between adjacent operations, taking into account the identification of phases into which the work period is divided. The cycle is calculated using formula 3.1:

T = D*T cm *K/N months, (3.1)

where D is the number of working days in a month;

T cm – duration of the shift in minutes;

K – number of shifts;

N months – monthly task.

The maintenance period depends on the size of the part and its weight. In this case, the part weighs 0.38 kg and requires 1 shift. You can determine the amount of output for the maintenance period using formula 3.2:

B p.o = T p.o /t, (3.2)

T p.o – duration of the service period, min.;

t - flow stroke

For operations with incomplete loading of machines, the duration of work during the maintenance period will be determined using formula 3.3:

T o1 = B p.o *t 1, (3.3),

where V p.o – the amount of output for the maintenance period, pcs.;

t 1 – piece time.

The calculated duration values ​​during the maintenance period and the amount of output for these operations are shown in Table 3.7

Table 3.7

Calculation of equipment operating time and output by operation during the maintenance period.

Operation No.

Norm of piece time, min.

Amount of production, pcs.

Equipment operating time, min.

For operations where partially overloaded machines operate, it is necessary to adjust the time downward using the conversion factor (3.4):

K = T cm * C/T o, (3.4)

where T cm is the duration of the shift in minutes;

C is the accepted number of machines for the operation.

We carry out the recalculation at the 5th operation.

K = 480*1/490 = 0.9795

T pcs = 14*0.9795 = 13.7 min.

Calculation of changes in the interoperational turnover between adjacent operations in selected phases is carried out according to formula (3.5):

Z about m.o. = (F i *C about n -1 /t n -1) – (F i *C about n /t n), (3.5)

where F i is the duration of the phase in minutes;

C about n -1 – the number of parallel working machines in previous operations during the phase;

C about n – the number of parallel working machines in subsequent related operations.

The calculation results and backlog movement schedules for the two options are shown in Tables 3.8, 3.9.


Table 3.8

Direct flow line operating schedule (option 1)

No. of workers

Schedule

Z ' 1.2 = 255 * (2/21 – 1/16) = +8


Z '' 1.2 = 80 * (1/21 – 2/16) = -6


Z ''' 1.2 = 145 * (1/16 – 1/21) = -2

Z ' 2.3 = 255 * (1/16 – 2/21) = -8


Z '' 2.3 = 80 * (2/16 – 1/21) = +6


Z ''' 2.3 = 145 * (1/16 – 1/21) = +2


Z '' 3.4 = 225 * (2/21 – 2/20) = -12

Z ' 4.5 = 255 * (1/20 – 1/13.7) = +6


Z '' 4.5 = 225 * (2/20 – 1/13.7) = -6

Z '5.6 = 175 * (1/13.7 – 1/5) = -22


Z '' 5.6 = 305 * (1/13.7 – 0) = +22

Z ' 6.7 = 175 * (1/5 – 0) = +35


Z '' 6.7 = 225 * (0 – 1/6.4) = -35


Table 3.9

Direct flow line operating schedule (option 2)

No. of workers

Schedule

Z ' 1.2 = 80 * (2/21 – 2/16) = -3


Z '' 1.2 = 175 * (2/21 – 1/160 = +6


Z ''' 1.2 = 225 * (1/21-1/16) = -3

Z ' 2.3 = 80 * (2/16 – 2/21) = +3


Z '' 2.3 = 175 * 91/16 – 2/21) = -6


Z ''' 2.3 = 225 * (1/16 – 1/21) = -3

Z ' 3.4 = 255 * (2/21 – 1/20) = +12


Z '' 3.4 = 225 * (1/21 – 2/20) = -12

Z ' 4.5 = 255 *(1/20 – 1/13.7) = -6


Z '' 4.5 = 225 * (2/20 – 1/13.7) = +6

Z '5.6 = 80 * (1/13.7 – 0) = +6


Z'' 5.6 = 175 * (1/13.7 – 1/5) = -22


Z ''' 5.6 = 225 * (1/13.7 – 0) = +16


Z '' 6.7 = 175 * (1/5 – 0) = +35


Z ''' 6.7 = 225 * (0- 1/6.4) = -35


Of the two calculated options, the best one is selected based on the smallest total value of the working capital. In this case, we choose the first option, because ∑Z rev = 61 pcs., according to the second option ∑Z rev = 88 pcs.

Then we determine the technological reserve using formula (3.6):

Z tech = ∑C pr *n, (3.6)

where C pr is the accepted number of workplaces in operations;

n is the number of simultaneously processed parts on each machine.

The technological reserve is a variable value and is determined at the beginning of the maintenance period.

Z those = 2*1 + 2*1 + 2*1 + 2*1 + 1*1 +1*1 + 1*1 = 11 pcs.

The value of the transport reserve on a direct-flow line is created as an independent value of the accumulation of parts only between operations that work synchronously. Its value depends on the accepted quantity of the order of transfer of parts from operation to operation and the nature of the vehicle. During periodic transportation on a straight-through line:

Z tr = p*(m-1), (3.7)

where p is the transfer lot (in this case 5 pieces);

m – number of operations.

Let's calculate the transport reserve: Z tr = 5*(7-1) = 30 pcs.

Insurance reserves play a significant role in preventing disruptions and production stoppages. They are established on the basis of experimental data. Approximately from 5 5 to 15% of replacement parts production.

Z str = T*K str /t p, (3.8)

where Z str – the amount of the insurance reserve;

K page – insurance coefficient, taken equal to 0.3;

T – shift duration in minutes.

Z page = 480*0.3/13.44 = 10 pcs.

The intra-line backlog on the direct-flow line is calculated using the following formula:

Z line = Z tech + Z tr + Z str + ∑Z rev, (3.9)

where ∑Z about is the sum of working reserves for operations at the beginning of the service period.

Z line = 11 + 30 + 10 + 30 = 81 pcs.

Conclusion.

The tasks that are solved during operational planning are closely related to all aspects of economic and social development collective, with the process of direct creation of material wealth.

Operational planning management at an enterprise is carried out at levels and depends on the type of production, the nature of the organization of production processes, both combined and unified forms. The effectiveness of operational planning at an enterprise depends on the use of the most appropriate of this enterprise, workshop, area systems and planning forms, which aim to find the most optimal solution in specific production conditions.

In this work, some types of operational planning were considered, namely: justification and calculations of the organizational and technical parameters of the workshop; calculation and construction of an operational calendar plan for a serial production site; calculation and construction of a standard operating plan for a discontinuous production line. In the first section of the work, mass indicators for operations and parts were calculated; determination of the type of production line depending on the calculated results. In the second section, standard batches of parts, the frequency of their launch into production, and carryover stocks at the beginning of the month were calculated. In the third section of the work, the operating schedule of the discontinuous production line, the number of required units of equipment, as well as the amounts of working, transport, technological and insurance reserves were calculated.


List of used literature.

1. Letenko V.A., Gurovets O.G. Organization of mechanical engineering production: theory and practice., M, Mechanical Engineering., 2006.

2. Letenko V.A. Operational production planning for

machine-building plant. M., 2006

3. Plotkin N.V., Yakushkevich O.P. Organization and planning of production at a machine-building enterprise, Lviv, "Svet", 2006.

4. Kurochkin A.S. Organization of production., K. e 2007.

5. Aktonets A.V., Belov N.A., Bukhalo S.N. Organization of planning and management of the duration of an industrial enterprise., K. 2006.

6. Zvyagintsev Yu.E. Operational planning and organization of rhythmic work on industrial enterprises. K., Technique 2006

7. Bakanov M.I. Sheremet A. D. Theory economic analysis, Moscow: “Finance and Statistics”, 2005.

8. Sergeev I.V. “Enterprise Economics”, Moscow: “Finance and Statistics”, 2005.

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How amendments to the trade law affected retail and customers
How amendments to the trade law affected retail and customers
Aphorisms and instructions of great masters
Aphorisms and instructions of great masters