AND TECHNOLOGICAL DOCUMENTATION

OPERATIONAL PRODUCTION PLANNING

Essence 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 network who have entered into contracts with a procurement company or specialized procurement shops; 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 physical and value terms, the output rates of large-piece semi-finished products according to A 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 (cyclical menu), on its basis the development of a menu plan reflecting the daily production program enterprises; 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 requests to wholesale bases, industrial enterprises, correctly organize the technological process of food preparation and the labor of production workers. The planned menu indicates the assortment and number of dishes of each item that can be prepared on this 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 typical for 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 trade 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 consumer population served, various types of menus are developed: 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.

Operational planning is

Hello everyone, dear readers. They sent me on a working visit to a company that would like to become our client.

Arriving at the place, I was shocked. The company was in complete chaos regarding organizational issues. People didn't know who should do what specifically. I had to tell them about operational planning - what it is and how it will help fix the whole mess.

Operational planning

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 of equipment and space loading;
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 of planning and production departments and workshops of the enterprise.

Scheduling includes the distribution of monthly planned tasks among production departments and deadlines, as well as communication 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.

Initial data for development calendar plans are the annual production volumes, the labor intensity of the work performed, the delivery time 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 planning.

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.

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 at minimal costs economic resources and working hours.

The main characteristics of any operational planning system include: methods for compiling calendar tasks for departments of the enterprise, the procedure for coordinating and interrelating the work of workshops and sections, the selected planning and accounting unit, the duration of the planning period, methods and techniques for calculating planned indicators, the composition of accompanying documentation, etc.

Attention!

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 of the enterprise and other factors.

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

Detailed planning system 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 operational planning system It 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 object of planning, 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 system mainly used in serial engineering 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 divisions are developed not according to the details of a particular item, but according to 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.

Tact planning system. 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.

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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 at the initial stage of a business: during rapid development or working on a new line of business.

When business processes are not sufficiently streamlined and staff are disorganized, 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).

Attention!

It is also important to see how much the employee devotes himself to his work and what his achievements are. Therefore, operational plans also influence 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 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 technical specifications, for a marketer - advertising compliance 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.

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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.

Promptly financial planning is the planning of the financial fund and resources of the 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.

Promptly scheduling— a detailed plan for the execution of work, determination of 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, drawing up production flow schedules.

Methods

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

Volumetric method. 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 of production assets.

Calendar method or operational scheduling. 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.

Volume-calendar method. Allows you to plan simultaneously the timing and volume of work performed at the enterprise.

Volume-dynamic method. 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

First general principles 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 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: http://site/womanadvice.ru/operativnoe-planirovanie

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.

Attention!

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, efficient use of 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 regulations to prevent or eliminate identified organizational and technical problems or inconsistencies that interfere with or complicate 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 actual sown areas and expected yields in individual fields and plots.

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 force(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 when cultivating all the 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.

Attention!

An integral part of work plans are plans - routes for the movement of units across sites and fields. Their development makes it possible to timely prepare sites and fields for work, avoid unnecessary moves of units, timely 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 plans are tasks for a team, unit, or individual unit to perform certain work.

They are given for a certain period of time - 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. In terms of the timing of their preparation and action, they are closest to the production process and are closely related to it; they are composed quite often, which gives them the property of continuity; Through operational planning, the entire system of on-farm plans is linked to production management.

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Enterprise activity 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 technical development and environmental activities.

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

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

Forms of planning organization:

• 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.
• From bottom to top - 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:

1. Determining the goal;
2. Defining tasks that will achieve the goal;
3. Determining ways and means to achieve the goal;
4. Development of alternatives;
5. Set the time to achieve the goal;
6. Distribute responsibilities between departments;
7. Design a system for monitoring and adjusting the plan.

Principles and methods

Planning principles:

• Continuity - planning should extend to both the long term and shorter periods.
• Scientific - planning should be carried out on scientific basis, i.e. rely on reliable information, be carried out using scientifically sound methods.
• Flexibility – plans must be adjusted according to changes in the environment.
• Accuracy.
• Priority is the subordination of all programs and plans to the strategic goal of enterprise development.
• The principle of participation was formulated by... Ansoff - it means that every employee of the enterprise must participate in the construction of plans for the enterprise, who is directly affected by the plan.

There are several planning methods. Program-targeted - planning, which is based on the development of comprehensive programs aimed at achieving set goals.

Balance sheet method - compilation various types 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.

Economic-mathematical modeling – involves the use in the planning process of various economic-mathematical models, which are a formalized description of the economic process (object) under study in the form of mathematical dependencies and relationships.

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.

Kinds

The following types of planning are distinguished:

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.

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.

Attention!

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

the main task SP is about ensuring the 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.

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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 that describe 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 of divisions, including budgetary 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.

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.

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:

1. What will be the conditions of demand in the future, what goods and services will consumers expect? economic organization?
2. What should be the nature of the internal elements of an organization necessary for its development?
3. 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?
4. What should be the methods for preventing errors when investing capital and developing new products?
5. What should be the range of economic resources needed to produce new goods and services?
6. 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 a separate business unit is drawn up in the form 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.

Attention!

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 in enterprises: planning organization plan, contingency plans, feedback programs, plan evaluation programs.

Tactical planning

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

Tactical planning is making decisions about how an organization's resources should be allocated to achieve strategic goals.

Main question strategic planning- 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 whose meaning 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:

• what the organization managed to do in implementing its plans;
• 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.

Attention!

Before proceeding with actual planning, those responsible for planning at the enterprise must accept the content and sequence of the planning process.

A 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.

The main disadvantage of this 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 that 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.

Attention!

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 strategic planning decisions. 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.

Current, or operational, planning is what a manager does every day at an enterprise. This includes planning the operation of an enterprise for a short period of time. This can be a day, a month, a quarter, a half-year or even a year. It depends on the strategic and tactical goals of the enterprise.

Current planning, as a rule, is caused by the need to respond to many factors. For example, there should be an immediate reaction of the manager to the occurrence of force majeure circumstances that could cause the death of people. These include natural disasters (flood, fire, earthquake, etc.). Force majeure circumstances also include strikes. The manager must quickly respond to emergency situations that arise, to changes in the external or internal environment of the enterprise in order to prevent undesirable consequences or extract maximum benefit for the enterprise. This may include resolving current problems and tasks, such as conflicts.

With current (operational) planning, in contrast to strategic and tactical planning, there is no significant time gap between the fixation at the level of consciousness of an action in real mode. The manager must be aware that the reactions of operational planning and operational action can have very important strategic consequences. He must be able to prolong (extend) the consequences of an operational decision, current planning, operational action for a future time period. Otherwise, very dangerous phenomena and situations may arise for the enterprise.

The process of current, or operational, planning consists of several stages:

· identifying the problem;

· identification of possible actions;

· pre-selection one of certain possible actions;

· analysis of possible consequences;

· final choice of action.

Moreover, the manager must be able to see not only the current moment, but also foresee the impact of the decision on the future time period.

1 The meaning and purpose of current planning

The manager, as an executive, is obliged to develop specific guidelines that would become the basis for the implementation of plans and control over this process. These guidelines, or ongoing plans, are developed so that all subordinates responsible for implementing the long-term strategy have a clear understanding of what, how and when they must do in order for their goals to be achieved. In addition, current plans provide a mechanism by which senior managers can monitor how production processes are meeting the strategic plan objectives. Current planning mediates the process of strategy implementation, while the organizational structure, reward system, and control play an equally important role. An interesting fact is that there is a very limited number of studies conducted in the field of studying the impact of current plans on the process of strategy implementation. However, even based on the results of these few studies, it is fashionable to say that current plans have a positive impact on the production process. For example, one study provides figures showing how much ahead of its competitors one of the firms using functional plans in marketing, finance, technology, and human resources. In addition, these figures show that the use of only a strategic plan brings less results than its combination with a functional one.

Current plans have a number of distinctive features. For example, compilation is the exclusive function of heads of departments and divisions (functional managers). This ensures the involvement in the process of developing strategic plans of those managers who are directly involved in their implementation in production. The final version of current plans is formed on the basis of the production strategy and overall goals of the company, and it is also the basis for conducting business in accordance with the goals set. Development of current plans is initial stage implementation phases of the strategic planning process. Another important characteristic current plans is its compliance with all balance sheet indicators of the company. Indeed, the balance sheet is the only document whose data accurately reflects the state of affairs in production. Therefore balance and other forms statistical reporting perform two important functions in relation to ongoing planning:

1) reflect the distribution of resources in accordance with plans (including financial, labor, material) in specific areas of activity;

2) perform the function of monitoring and evaluating the effectiveness of the strategy implementation.

Three types of current plans

The lower level managers of every organization should develop three various types plans for daily monitoring of the production process and its compliance with the overall strategy of the corporation.

Functional plans are required for implementation management decisions in various functional areas of production subject to rapid changes.

One-time plans are usually created in connection with the implementation of a project or program that plays a supporting role in the implementation of the overall strategy. For example, a corporation may develop a one-time plan to provide job search assistance to those who have been laid off under a layoff program.

Stable plans usually involve the development of specific instructions for regularly recurring operations in typical manufacturing processes that are not subject to change over the long term. A summary of these three types of current plans is given in Figure 1, and their detailed characteristics are given in the next three sections.

Diagram 1 Three types of current plans

2 Functional plans

When drawing up functional plans, it is necessary to answer the following question: what should each company do to implement the overall strategy of the corporation? Thus, a functional plan describes actions that should be taken in the near future in a specific area of ​​production; it usually contains a list of immediate goals and a time frame for achieving them. Let's consider drawing up functional plans in various areas.

2.1 Marketing

Marketing managers are responsible for creating ongoing marketing plans. They stipulate who will sell what, where, when, to whom, in what quantity and how. Current marketing plan usually contains information about what goods each department receives, how the price for them is formed, whether advertising is necessary and what types of services should be provided to buyers of these types of goods. Diagram 2 contains a list of key issues that should be included in a marketing plan.

2.2 Finance (accounting)

Heads of financial departments are usually responsible for drawing up ongoing financial plans, which outline the allocation of resources line by line and describe the control system for this process. Separately, the plan includes calculations for attracting required quantity borrowed funds, the volume of capital investments and analysis of the required amount of liquid funds. Chart 3 contains the main types of questions covered in financially.

2.3 Production (operational activities)

Production management is one of the key functions in most businesses.

The production manager plans and analyzes the process of receipt of raw materials, materials, new technologies, labor resources and equipment to a greater extent corresponds to industrial companies, but to one degree or another is also present in other organizations. The current production management plan should include basic issues related to the elements of the production process: the efficiency of operations for processing raw materials, semi-finished products, work in progress, the economic location of equipment and machinery on the territory of the production complex, etc. Figure 4 is a typical production control plan.

Diagram 2 Main aspects of a functional marketing plan

Enterprise Planning: Cheat Sheet Author unknown

7. METHODOLOGY FOR DEVELOPING AN OPERATIONAL PLAN

Methodology for developing an operational plan used in specific production conditions depends on the type of production, distinguished by the breadth of the range and specialization of jobs. Distinguish three main types of production organization: single, serial And massive. Each of them has its own form of the production process - continuous and discontinuous, the nature of the use of technological equipment and its composition. Unit production processes– these are processes in which a wide range of products for various purposes are periodically produced. Serial have a limited range of products in quantities determined by batches or series. IN massive processes continuously and in large quantities A narrow range of products is manufactured. In this case, workplaces specialize in performing, as a rule, one permanently assigned operation for the manufacture of one part.

To draw up an operational plan for a single production information about the status of work is required, technical documentation for upcoming work, as well as information on providing orders with everything necessary. Production tasks issued to workplaces are developed based on the work schedule of the site. They are compiled, as a rule, for short periods of time (a decade, a week, a day, a shift) and are adjusted in accordance with the actual completion of tasks. The development of calendar plans and schedules at sites consists of selecting the required parts, assemblies, etc., as well as establishing a sequence that would ensure deadlines for completing orders and uniform loading of equipment and workers.

Planning objects are the deadlines for completing the stages of work, the sequence of movement of parts, assemblies, and the deadlines for delivery of finished products.

Mass production There are large-, medium- and small-scale production, so it is characterized by different planning methods. But all of them are based on calendar planning standards and the choice of planning object. The planning and accounting unit for assembly shops are: units - for subassembly and products - for general assembly. Their quantity and release dates are determined by the enterprise’s production plan.

In mass production The main planning and accounting unit is the product, and for workshops - a separate part. The main object of planning is the work of the production line, therefore the leading calendar and planning standards for mass production are: the tact (rhythm) of the production line; regulations of its work (standard plan); groundwork.