Fundamentals of planning and organizing the logistics process in organizations (divisions).

The irrational organization of intra-production material flows at the enterprise is the main reason for the increase in the duration of the logistics cycle and the occurrence of additional logistics costs, reducing the utilization rate of production capacity, making it difficult to control the production process and, in general, increasing the cost of products. A study of intra-production material flows in a company engaged in the production and distribution of soft drinks revealed a number of significant problems associated with improper placement of production equipment (inconsistency of its location with the basic principles of rational organization of production processes). The article proposes an approach to the reorganization of intra-production material flows based on the use of tools of various modern concepts production logistics: lean manufacturing, kanban, E. Goldrat's theory of constraints, value stream map, REFA methodology. Proposals have been developed for the spatial reorganization of the production process and the improvement of their management in order to ensure the production of products corresponding to demand with minimal production and logistics costs. The materials illustrating the effectiveness of the proposed approach at a manufacturing enterprise are given.

Keywords:

The irrational organization of intra-production material flows at the enterprise is the main reason for the increase in the duration of the production and, accordingly, the logistics cycles and the occurrence of additional logistics costs. A study of intra-production material flows in a company engaged in the production and distribution of soft drinks revealed a number of significant problems associated with improper placement of production equipment, inconsistency of its location with the basic principles of rational organization of production processes, violation of the principle of direct flow, which is certainly characteristic of the organization of continuous production. The layouts of equipment and material flows, shown in Figures 1 and 2, clearly reflect the key problems of organizing production flows in the drinking water bottling shop: “crossing” of material flows, significant stocks of work in progress arising from the imbalance of equipment operation, unproductive loss of working time associated with excessive movement of workers.

2 – Filling table

3 - Thermoshrinkable machine TPTs-550

4 – Packing machine

Rice. 1 Plan-scheme of equipment arrangement in the drinking water bottling shop

Rice. 2 Scheme of material flow in the drinking water bottling shop

These shortcomings in the organization of flows are the reasons for the increase in the duration of the drinking water production cycle, the decrease in the utilization rate of the production capacity of the workshop, the difficulty in controlling the production process and, in general, the increase in the cost of manufactured products. This article proposes an approach that allows developing recommendations for the reorganization of intra-production material flows in order to ensure the production of products that meet the demand for it with minimal production and logistics costs. The approach is based on the assumption that not only the systematic application of all the components of a particular logistics concept will not necessarily achieve the effect of its implementation. According to the authors, the reasonable use of individual elements, tools, technologies, methods, etc., offered by a particular concept, including various combinations, in relation to specific production conditions will increase the efficiency of its functioning.

The main concepts of production logistics, described in detail in the literature and currently widely used in the practice of manufacturing enterprises (mostly foreign ones) are Lean Production (lean manufacturing), Six Sigma (six sigma), Kaizen, QRM - Quick Response Manufacturing (fast response production), TOC - Theory of Constraints (E. Goldrat's theory of constraints). These concepts emerged and were effectively applied in production systems various types, differing in their characteristics, including the features of technological processes for manufacturing products, which, of course, must be taken into account when developing recommendations in the field of organization and management of intra-production material flows.

The production system studied in this article is characterized by the continuity of production processes and the flow form of their organization. Therefore, to eliminate the identified problems, it was proposed:

• reorganize intra-production material flows in accordance with the principles of Lean Production using a tool such as a Value Stream Mapping (VSM);
• apply the REFA methodology to analyze and optimize production processes;
• to control the material flow in order to match production volumes with the demand for it, use the “drum-buffer-rope” (Drum-Buffer-Rope - DBR) approach known in the theory of constraints.

The main principles of Lean Production include: teamwork, communication, efficient use of resources and cost reduction, continuous improvement. The production system formed in accordance with this concept, as a rule, includes such elements as JIT (Just in Time - just in time), Kanban, TQM ( total quality Management - total quality management), TPM (Total Productive Maintenance - general maintenance of equipment), Flow Manufacturing (flow organization), etc. Lean Production is aimed at identifying and eliminating the so-called "hidden losses", which include: overproduction, defects and rework , movement, movement of materials, inventory, unnecessary processing and waiting. These losses increase the cost of production (without adding customer value), the payback period of investments and, in general, lead to a decrease in the motivation of workers.

An element of Lean Production that ensures the operation of the production system in accordance with the JIT concept is Kanban - a system that uses cards to transfer information about the need for raw materials, semi-finished products, parts, assemblies, tools, etc. relevant providers (internal and external). The card (kanban) contains the necessary data about the product, the place of its manufacture, storage and use; the type of container used and its capacity, etc. In accordance with the rules of "kanban":

• the subsequent technological stage should "pull" the necessary products from the previous stage in the required quantity, in the right place and strictly at the set time;
• any movement of products without kanban cards is prohibited;
• any selection exceeding the number of kanban cards is prohibited;
• the number of kanban cards must always strictly correspond to the number of products.
• at the production site, such a quantity of products is produced that is “pulled out” by the next section;
• production in larger quantities than indicated in the kanban cards is prohibited;
• the various parts must be produced at the production sites in the order in which the kanban cards were submitted;
• defective products should never go to the next production sites.

One of the most important tools to help you understand the operating (production) system as a whole and take steps to transform it is the value stream map, which allows you to "identify each process in the stream, "pull" them out of the organizational turmoil and build a holistic process in accordance with with the principles of lean manufacturing. A value stream map helps you identify activities that add value and those that don't. Well-known American experts J. Womack and D. Jones characterize this method as "an effective and visual method of working with value and its components" . The value stream map allows you to equally successfully study the processes that occur in various institutions and areas of activity. On the way from the warehouse of raw materials to the delivery of goods, the material flow passes through many workplaces. The flow of information also moves from the order for the manufacture of products to its acceptance by the customer. In value stream mapping, information flows are considered as important as material flows. First of all, a pencil sketch of the current state diagram is drawn up, and in the process of collecting and fixing significant information, a map of the actual state emerges. Then, with the help of this map, a vision of what this process could become in the future (future state map) is formed. Then, when the future state becomes a reality, a new future state map is developed, which implies a process of continuous improvement. First, non-value-adding operations are improved, then those that are only needed for the business, then measures are taken to improve processes that add value from the customer's point of view.

The REFA methodology is a set of practically proven techniques for organizing the work of an enterprise, focused both on optimizing the production process and on identifying and determining operational indicators. Individual methods can be used as independent tools or in a complex as complementary, which allows us to consider the operational process holistically and systematically, analyze and optimize the entire value chain in the organization. In accordance with the REFA methodology, the organization of the work system is focused on the work task. Complex tasks are divided into partial tasks and then into so-called sub-tasks until their content becomes unambiguous, i.e. is clearly understood by the people who must fulfill them (Fig. 3).

Rice. 3. The principle of division of tasks

Job splitting is a necessary preliminary step in process planning. However, it does not give an understanding of how important a separate task is in the overall complex of tasks. This opportunity is provided by ABC-analysis, the result of which is the evaluation of tasks in accordance with certain criteria (execution time; cost per employee per year; cost of capital goods and information, etc.) and prioritizing them in terms of the need for their more intensive study with the purpose of improvement.

E. Goldrat's theory of constraints is an approach to production (operations) management that provides an increase in bandwidth production system by “debottlenecking” and maintaining their maximum performance. For management purposes, all resources of the production system are divided into three groups: resources of insufficient capacity, or "bottlenecks"; overcapacity resources and limited capacity resources. A bottleneck is any resource whose throughput is less than the need for it, i.e. less market demand for their products. To meet the demand for manufactured products, it is necessary to take measures aimed at eliminating restrictions, i.e. carry out "bottlenecking". Further, it is necessary to ensure the continuous operation of such a resource. Excess capacity resource - any resource whose capacity exceeds the need for it (more than the market demand). This resource should not run continuously. It does not make sense to deal with the downtime of an excess resource. A limited capacity resource is a resource whose throughput practically corresponds to the need for it (market demand) and which, provided that its work is not clearly planned, may become an insufficient resource (“bottleneck”). To control the production flow, it is necessary to define control points (one or more). If there is a “bottleneck” in the production system, then it is they who are the best control point, which is called the “drum”, as it “gives out a fraction”, used as a rhythm to control the entire system. The bottleneck must run for as long as it takes to match its throughput to the level of market demand for the product. To avoid interruptions in the operation of the "bottleneck" associated with possible failures in previous work centers, it is necessary to create reserve stocks of work in progress - a temporary "shock absorber" or "buffer" in front of it. In order to avoid the accumulation of excess stocks, it is necessary to establish an information link with the previous links in the production chain (work centers or a warehouse that releases material resources into production) to coordinate the volume of products. This connection is called a "rope" . If there are no "bottlenecks" in the system, a resource of limited capacity is used as a "drum". In this case, you can create a stock of finished products ("buffer"), and the "rope" must ensure that the volume of products produced by the "drum" corresponds to the level of demand for it.

To manage material flows at the enterprise under study, a method called Simplified Drum-Buffer-Rope (S-DBR), or "simplified drum-buffer-rope" by Schragenheim and Detmer, is used. The proposed approach operates with the same basic concepts as the traditional DBR method. The difference is that the main system constraint in S-DBR is always considered to be market demand, even when internal capacity constraints exist. It is assumed that if you do not fully satisfy the requirements of the market in the present, then in the future demand will decrease. Basic rules of the S-DBR method:

• drum work is based on incoming orders. If the resource is not loaded, the order is immediately accepted for execution, otherwise, measures are taken to release capacity;
• the only existing buffer is the stock of finished goods;
• the schedule for the release of materials into production is directly set by the received orders.

The connection exists with market demand, not with the schedule of the resource that sets the clock. At the same time, measures are taken to manage market demand to regulate the loading of the resource. Thus, the main features of the application of this method are to ensure the response of the production system to changes in sales volumes and ease of implementation in practice.

The methods of research and evaluation of production processes described above made it possible to get a clear idea of ​​how the process of drinking water production was practically organized in the Rosinka company. At the first stage of the study, a flow diagram of the material flow in the bottling shop was drawn up (Fig. 2). It determined the general direction of work for the next stage. Using the methodology of building value stream maps, a current state map was developed, first only for the workshop, and then for the company as a whole (Fig. 4 and 5).

Rice. 4 Map of the value stream in the drinking water bottling shop

Rice. 5 Map of the current state of the value stream in the company

For an unambiguous understanding of the causes of the problems, a detailed analysis of the working system was carried out. Using the REFA methodology, a plan for dividing tasks into actions was obtained, an abbreviated version of which is shown in Fig. 6.

Rice. 6 Task division plan

The conducted ABC analysis (Fig. 7, Table 1) made it possible to determine the share of each task in the total work time (one shift - 8 hours).

Rice. 7 Actual distribution of working time by activity

Table 1

ABC analysis of working time

	Serial number	Description of tasks	Frequency, %	Sum of frequencies, %	Job class
		Heating / Blowing
		Workplace preparation
		Labeling
		Package
		GP movement and shipment
		WIP movement
		Moving HP to packaging

Additional measurements and timing of operations made it possible to finally identify the causes of low productivity and losses: an irrational scheme for planning production resources; violation of the principles of organization of the production process (direct flow, continuity, proportionality); overproduction. In the process of studying and analyzing the working system, solutions were proposed for the reorganization of the material flow: changing the layout of the production process; mechanization and automation of the production process, (use of a conveyor, labeler and printer); implementation of a "pull" material flow management system using the principles of lean manufacturing and the theory of constraints. The new equipment layout plan is shown in Figure 8.

1 - Semi-automatic blower PAV-600

2 – Filling table

3 - Labeling machine

4 - Printer

5 - Thermoshrinking machine TPTs-550

6 – Packing machine

Rice. 8 Equipment layout plan in the bottling shop after the reorganization

Accordingly, the scheme of material flows also changes (Fig. 9).

Rice. 9 Scheme of material flow in the drinking water bottling shop (after reorganization)

Thus, the continuity of the production process is ensured, the pace of which depends on the work of the rhythm-setting process - the bottle blowing process on the semi-automatic; the work of the entire system is built in accordance with the tact, which depends on consumer demand - the volume of products shipped daily at the request of consumers. The result of streamlining the material flow and subordinating its intensity to demand was the simplification of information flows that ensure the process of enterprise management. The map of the future state of the value stream in the company is shown in Fig. 10. The main principle of the production system is the principle of pulling the product by the consumer. Goods shipped from the warehouse are replenished with a buffer stock of finished products located in the production department (“supermarket”). In this case, replenishment occurs in batches of several pallets, as soon as the required number of cards (kanban) of product selection accumulates in the load leveling box in the warehouse. The shipment of products from storage places in the "supermarket" gives a signal for the production of a batch of products. The reorganized storage system for finished products and the transfer of drinking water to a warehouse equipped with shelving structures can reduce the used storage area by 75%. As a result of the reorganization, the productivity of the shop increased by 3 times, stocks of finished products decreased by more than 80%, which in general led to a decrease in the cost of production and an increase in the profit of the enterprise.

Rice. 10 Map of the future state of the value stream in the company

Literature

1. Vader M. Lean production tools. – M.: Alpina Publishers, 2010. – 125p.
2. Womack J., Jones D. Lean manufacturing: How to get rid of waste and achieve prosperity. - M.: Alpina Business Books, 2005. - 473 p.
3. Womack, J., Jones, D., Rus, D. The machine that changed the world.- Mn .: Potpourri, 2007.- 384p.
4. Goldrat E., Cox J. Purpose: a process of continuous improvement. - M .: Potpourri, 2004. - 560s.
5. Detmer W. Goldratt's Theory of Constraints: Systems approach to continuous improvement.- M.: Alpina Business Books, 2007.- 444p.
6. George Michael L. Lean Six Sigma: Combining Six Sigma Quality with Lean Speed.- Moscow: Alpina Business Books, 2005.- 360p.
7. Imai Masaaki. Gembakaizen: A way to reduce costs and improve quality.- M.: "Alpina Business Books", 2005.- 346p.
8. Kanban and "just in time" at Toyota: Management begins at the workplace.- M .: Alpina Business Books, 2008.-218p.
9. Levina T.V., Putilin A.M., Fel A.V. Optimized manufacturing technologies and the theory of constraints. - In the book: Practical Encyclopedia “Top Manager. For those in charge. Logistics / ed. Prof. V.I. Sergeeva and prof. V. L. Ulanova - M .: Publishing house of MCFER, 2007.- 896 p.
10. Rother M. Learn to see business processes. The practice of building value stream maps. - M.: Alpina Business Books, 2008. - 144 p.
11. Sterligova A. N., Fel A. V. Operational (production) management. - Infra-M, 2010. - 187p.
12. Suri R. Time is money. Competitive advantage fast-reacting production. - M.: BINOM. Knowledge Laboratory, 2012.- 326s.
13. Schatt JG Commodity flow management: A guide to optimizing supply chains. - Minsk: Grevtsov Publisher, 2007. - 352 p.
14. Schragenheim E. Managerial Dilemmas: Theory of Constraints in Action.- Moscow: Alpina Business Books, 2007.- 288p.
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16. www.refa.de

Introduction

Chapter 1. Planning and organization of the logistics process in an organization (subdivision) various areas activities

2 Theoretical basis strategic planning

3 Stages of strategic planning of the logistics system. The strategic planning process consists of the following phases: assessment, task setting, prioritization and implementation

2 Operational planning of material flows in production

3 Planning and organization of internal production flow processes

Practice Questions

Conclusion

Introduction

The enterprise where I am doing my internship is called "IP Gaskina Lidiya Andreevna", located at the address: Irkutsk region, Angarsk, has a license to trade any product, as well as a sign indicating the mode of operation, name, affiliation, organizational and legal form and product profile.

Information about the operating mode of the enterprise is placed on a plate next to front door. This information indicates the opening and closing hours of the enterprise, the break time. The mode of operation of a trade enterprise is established in agreement with the local administration. Any mode changes must be coordinated with the administration, customers must be served before the store (or work shift) closes.

Samples of goods in the showcase must be sold at the request of the buyer. Samples of goods used as showcase elements are not subject to sale. Each sample of goods is provided with a clearly and correctly designed price tag.

Food products purchased in a retail network are not accepted back from buyers and are not exchanged as a rule. Goods are subject to exchange or return if hidden defects of the goods or inconsistency with the name, grade for which they were sold are established.

The most pressing problems of modern science and practice include the problem of organizing logistics at enterprises, including at the level of transport companies. The current economic conditions have been significantly affected by the global financial crisis, so the importance of logistics is increasing. There are five factors that determine the relevance of logistics in this context.

First, the economic factor.

Secondly, the organizational and economic factor.

Third, the information factor.

Fourth, the technical factor.

Fifthly, state support for the processes of product distribution. V modern conditions the problem arises of regulating the processes of commodity circulation at all levels. Today, following logistical approaches and developing horizontal economic ties, enterprises compete with each other in the process of serving customers at the lowest cost. Logistics methods are a reliable tool for increasing competitiveness. The purpose of undergraduate practice is to acquire and master practical skills in solving problems in the conditions of the production and economic activities of the company, the process of independent work.

consider the theoretical foundations of the organization of logistics in the enterprise;

identify the features of transport logistics, analyze the specifics of the logistics of transport companies during the economic crisis;

analyze transport company

formulate proposals to improve the level of organization of logistics in the company and evaluate their effectiveness;

formulate conclusions.

Chapter 1. Planning and organization of the logistics process in organizations (subdivisions) of various fields of activity

1 The value of the strategy in the process of formation and functioning of the logistics system

Strategy - a generalized model of actions necessary to achieve the main (long-term) goals by coordinating and distributing resources of the enterprise structure based on its logistics. When developing a logistics strategy, three factors must be taken into account: higher-level strategies, the environment in which the business is conducted and the special competence of the organization. 1. Higher-level strategies set the organization's goals and context,

on which all logistics decisions are made. The mission defines the overall goals, while the corporate and business strategies show how they are planned to be achieved. The logistics strategy should work to support the higher level strategy. If, for example, the business strategy calls for better customer service, the logistics strategy must show how logistics will achieve this.

The business environment includes factors that affect logistics, but which logistics cannot control.

This includes:

consumers - their expectations, attitudes, demographic characteristics; - market conditions - size, location, stability;

1.2 Theoretical foundations of strategic planning

Strategic planning is the decision-making activities that affect the entire business of an organization. Strategic planning comes from the top of the organization, it focuses on the fundamental goals and 10 objects of the logistics system. Strategic planning is focused on the long term and determines the main directions for the development of the logistics system. In the course of strategic planning, strategic goals, a logistics strategy, a configuration of the supply chain development path, information technology, a system of indicators for assessing the implementation of strategic tasks and monitoring a logistics plan are determined.

Strategic planning is based on four main principles:

aims to find possible ways of development in the future;

this process begins with the establishment of goals and prospects, and then the ways and methods of achieving them are selected;

involves the establishment of approaches or even attitudes towards the tasks;

implies a connection between the actual strategic plan and operational (tactical) planning.

Usually, logistics is viewed through the prism of achieving the planned strategic goals of the field of activity and optimizing its main operational processes (for example, transportation and storage of goods, distribution). Strategic goal setting and planning involve decisions that have long-term effects and are difficult to reverse or correct. The strategy defines both goals, means and results, while tactical (current) planning is associated with short periods of time (for example, within the period of one production and supply cycle) and deals with the choice of means to achieve the intended goals. To achieve the goal, certain actions are required. The set of actions united by a common goal in the scientific discipline called “operations research” is called an “operation”, which is identical to the concept of “event” in the domestic theory and practice of justifying decision-making and “activity” in some foreign literary sources. All three concepts are used in logistics as identical. Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

1.3. Stages of strategic planning of the logistics system. The strategic planning process consists of the following phases: assessment, task setting, prioritization and implementation

A complete diagram of the stages of strategic planning of a logistics system includes:

) development of strategic ideas for the development of the logistics system;

) forecasting the development of the logistics system; eleven

) formation of a pricing strategy (calculation of prices, discounts and benefits for logistics services);

) financial planning (budgeting for the future);

) calculation of the need for resources and investments;

) development of targeted integrated programs;

) planning the quality of the processes of logistics activities.

In strategic planning, one should carefully analyze favorable opportunities, clearly maintain a balance of various forces that affect the results of the enterprise's logistics activities, giving preference to those activities that lead to strengthening ties within the enterprise's logistics system.

Chapter 2. Fundamentals of planning and organizing the logistics process in organizations (divisions)

1 The value and features of the development of strategic and tactical plans in the logistics system

The result of strategic planning is the development of a strategic plan with the definition of aggregate performance indicators both for the logistics system (supply chain) and for each participant in logistics activities. The strategic plan gives the logistics system certainty, individuality, which allows it to attract certain types of specialists (employees), and at the same time not to accept specialists (workers) of other types.

Strategic plans should be designed not only to remain cohesive over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the activities of the logistics system over an extended period of time, recognizing that the conflict and constantly changing business and social environment makes constant adjustments inevitable.

A tactical plan is developed in order to rationally allocate the resources of an enterprise (organization) between individual departments to achieve strategic goals. Tactical planning covers the short and medium term. In the course of tactical planning, questions are resolved: where, how much to produce, store, transport in relation to the main type of product, and generalized plans and basic schedules are developed.

In general plans:

) an analysis is made by groups of activities, for each participant in the supply chain, as a rule, for each month, while planning does not concern the details of the work;

) plans are being optimized and balanced according to optimization criteria;

) resources are allocated for the medium term, taking into account the limitations caused by available opportunities, the needs of logistics, production and supply, etc.

Once the master plans are in place, master charts are developed that break down the master plan into components and show activities, typically for each week.

This allows not only to draw up a balance between the expected demand and production possibilities, but also to distribute the demand between the sources of its satisfaction.

Features of tactical planning:

the implementation of tactical decisions is better observed, less subject to risk, since such decisions relate mainly to the internal problems of units;

the results of tactical decisions are easier to evaluate, as they can be expressed in specific numerical indicators;

for tactical planning, in addition to its focus on the middle and lower levels of management, it is also characteristic to gravitate towards the levels of individual units (for example, functional ones).

Operational planning means practically the same thing as tactical planning. However, operational planning emphasizes more clearly that this is the planning of individual operations in the overall logistics process in the short and medium periods.

Operational planning is the final stage in planning the activities of the logistics chain. The main task of operational planning is to specify the indicators of the tactical plan in order to organize the systematic and rhythmic work of the logistics chain and its participants.

Operational planning covers individual business processes of the supply chain. The development of operational plans is a means of coordinating the logistics activities of the supply chain. At this stage of planning, short-term schedules are drawn up that determine the sequence of business processes, indicating the necessary resources and the time when they must be completed.

2.2 Operational planning of material flows in production

Used in production the following systems operational planning:

) detailed - used in a highly organized and stable production. With the help of this system, they plan and regulate the progress of work, technological operations and production processes for each part for a certain planning period (hour, shift, day, week);

) ostentatious - used in single and small-scale production with a large range and a small volume of products. The object of planning is a separate order for the production of the same type of work. This planning system is based on calculations of the duration of production cycles and lead times, with the help of which the deadlines required by the customer for the execution of both individual processes or works, and the entire order as a whole are set;

) flow-complete - used in serial machine-building production. Various parts included in the general set of products are used as the main planning and accounting unit. With a complete planning system, calendar tasks for production units are developed not according to the details of a separate name, but according to enlarged groups or sets of parts for an assembly, machine, order, or a certain volume of products.

The following methods are used in operational planning of production:

) volumetric - designed to distribute annual production volumes to individual departments and shorter time intervals, such as quarter, month, decade, week, day and hour;

) calendar - used to plan specific dates for the launch and release of products, standards for the duration of the production cycle and ahead of the production of individual works. Planning is carried out in relation to the release of final products intended for sale on the market:

a) volume-calendar - allows you to simultaneously plan the timing and volume of work performed at the enterprise as a whole for the period under consideration (year, quarter, month);

b) volume-dynamic - provides for close interaction of such planned and calculated indicators as the timing, volumes and dynamics of production.

2.3 Planning and organization of internal production flow processes

The production process must be carefully planned.

When planning production, the following indicators are determined:

) the number of components required for production;

) the period of time during which the product is produced;

) the amount of raw materials and equipment needed to produce the required volume of products within the planned period of time.

Planning is divided into the following types:

) by timing:

a) calendar - includes the distribution of annual plan targets by production units and deadlines, as well as bringing the established indicators to specific performers of work;

b) current - is a constant operational control and continuous current regulation of the course of production processes; 14

) by scope:

a) intershop - development, regulation and control over the implementation of production plans by all functional divisions of the enterprise;

b) intrashop - this is the procedure for developing operational plans and current work schedules for a separate production site.

4 Determining the needs of the logistics system

strategic planning logistics

There are several types of needs material resources:

) gross demand - the need for the planning period, regardless of whether the stocks are in stock or in the form of production reserves;

) total gross requirement - gross requirement plus additional

demand, which includes conducting experiments, making samples, increasing the need associated with the repair and maintenance of equipment, a reserve in case of short deliveries;

) net demand - net demand, defined as the difference between gross demand and available availability;

) primary - market need (what is needed for sale on the market);

) secondary - raw materials, materials, semi-finished products, components that are necessary for primary needs;

) tertiary - auxiliary materials other purposes, necessary for primary and secondary needs.

Material requirements planning is a system for planning the purchase of materials, taking into account seasonal trends and dynamics of primary demand, as well as the type of markets in which the company presents its products. When planning the requirements for materials, they use data on the amount of necessary stocks and the time they are received in accordance with the production plan, i.e. this planning system determines the quantity and schedule for the release of the required products. This planning system allows you to: ensure the availability of raw materials, materials, components and assemblies in required quantities; reduce costs associated with orders and inventory; increase the efficiency of scheduling and work in a constantly changing market environment.

A material requirements plan is a schedule for the purchase of components and materials based on their inventory and the expected order cycle.

Material requirements planning system components:

the schedule of the main production process, which determines the quantity of finished products broken down by time;

data on specific consumption rates of materials that determine the quantity and composition of raw materials and components necessary for the production of each specific type of product;

inventory data for each component, assembly and part;

data on the main products that are purchased and all products that are produced by the enterprise itself;

forecast of the need for materials in accordance with the schedule of the main production process;

structured list of raw materials and materials;

Inventory data, open orders, and lead times to calculate lead times and order quantities for materials.

The basic principles of planning the requirements for materials: coordination of the requirements for materials (components) and the plan for the production of finished products; breakdown by time.

Practice Questions

1. Formation of a taxation system for a particular organization.

The accounting policy of the organization is one of the main documents that allow the taxpayer to reduce the tax burden. Accounting policies are certain principles, foundations, customs, rules and practices adopted by an enterprise for the formation of accounting and preparation financial reporting. It's no secret that everyone large quantity organizations and individual entrepreneurs are switching to the path of legal business, the point is that this is facilitated by the reform in tax policy carried out by the state. And so, now, in order to reasonably approach the calculation of estimated taxes, one should not withdraw cash receipts from taxation, thereby forming a black cash desk, but understand the taxation system, and, using accounting policies, create a tax minimization model that is acceptable for a particular organizations.

In Art. 313 ch. 25 corporate income tax The Tax Code of the Russian Federation established: The procedure for maintaining tax records is established by the taxpayer in the accounting policy for taxation purposes, approved by the relevant order of the head.

Changing the accounting procedure for certain business transactions and (or) objects for tax purposes is carried out by the taxpayer in the event of a change in the legislation on taxes and fees or the accounting methods used.

The decision to amend the accounting policy for taxation purposes when changing the applied accounting methods is applied from the beginning of a new tax period, and when changing the legislation on taxes and fees, not earlier than from the moment the changes in the norms of this legislation come into force.

If the taxpayer has begun to carry out new types of activities, he is also obliged to determine and reflect in the accounting policy for tax purposes the principles and procedure for recording these types of activities for tax purposes.

So the concept accounting policy It is established both by legislative documents in the field of accounting and by legislative documents in the field of taxation, respectively, the accounting policy should carry these two directions. It is not at all a fundamental issue to develop two accounting policies, each of which carries separate areas: accounting and taxation, or a combination of these two areas in one accounting policy. Each organization chooses its own acceptable method.

The development of an accounting policy begins with a thorough study of the regulatory documents, which for accounting are the Accounting Regulations. In 2003, nineteen accounting provisions can be used by entities to apply. For taxation purposes, the main document is the Tax Code of the Russian Federation, which includes two main chapters: Ch. 21 value added tax and Ch. 25 Corporate income tax.

Calculation of federal and local taxes under the general taxation regime

The general taxation regime is understood as a set of taxes and fees established by the Tax Code of the Russian Federation and other federal laws and payable by organizations of all forms of ownership and individuals. We remind you that having chosen this tax regime, when setting up and organizing accounting, a small enterprise must keep records using the double entry method using the chart of accounts for accounting of the financial and economic activities of the enterprise and comply with the requirements:

Federal Law "On Accounting";

Regulations on accounting and financial reporting in the Russian Federation;

Accounting Regulations (PBU);

In accordance with the Model Recommendations, a small business, when accounting for income and expenses, can use both the accrual method and the cash method, according to which income and expenses are recognized in accounting as they are paid. The chosen method is fixed in the accounting policy.

In addition, small businesses are required to prepare quarterly financial statements and submit them to external interested users.

A small business under the general taxation regime must keep tax records in accordance with the Tax Code of the Russian Federation.

The tax accounting system is organized by the taxpayer independently in accordance with the accounting policy developed by him for tax purposes. The procedure for its formation is regulated by Chapter 25 of the Tax Code of the Russian Federation "Corporate Income Tax".

It is the responsibility of a small business entity that is under the general taxation regime to transfer to the budget:

income tax (ch.25);

property tax, excises (ch. 22);

mineral extraction tax (ch. 26)

The correct calculation of profit for taxation purposes involves compliance with the legislative framework for qualifying income and grouping expenses of a small business entity.

Income is determined by the organization (entrepreneur) on the basis of primary documents and tax accounting documents. They consist of:

income from the sale of goods (works, services) and property rights;

non-operating income

Sales income is considered to be proceeds from the sale of goods (works, services), both of own production and previously acquired, as well as proceeds from the sale of property rights. When determining revenue, all receipts related to payments for sold goods (works, services) or property rights expressed in cash and (or) in kind are taken into account.

Unrealized income of a small business entity shall be recognized, in particular, income:

from equity participation in other organizations;

in the form of a positive (negative) exchange rate difference resulting from the deviation of the selling (purchasing) rate of foreign currency from the official rate established by the Central Bank of the Russian Federation on the date of transfer of ownership of foreign currency;

in the form of fines, penalties and (or) other sanctions recognized by the debtor or payable by the debtor on the basis of a court decision that has entered into force for violation of contractual obligations, as well as amounts of compensation for losses or damage;

from the lease of property (sublease);

from granting the rights to the results of intellectual activity for use;

in the form of interest received under loan, credit, bank account, bank deposit agreements, as well as on securities and other debt obligations;

in the form of gratuitously received property (works, services) or property rights;

in the form of income of previous years, identified in the reporting (tax) period;

in the form of a positive exchange rate difference arising from the revaluation of property in the form of currency values ​​and claims (liabilities), the value of which is expressed in foreign currency.

For tax purposes, income can only be reduced by amounts of expenses that are reasonable and documented (Article 252)

Justified costs are understood as economically justified costs, the assessment of which is expressed in monetary terms.

Documented expenses are expenses confirmed by documents drawn up in accordance with the legislation of the Russian Federation.

Any expenses of a small enterprise are recognized as expenses, provided that they are made by it in order to generate income.

Depending on the nature, as well as the conditions for implementation, the Tax Code of the Russian Federation distinguishes two groups of expenses:

) costs associated with the production and sale

) non-operating expenses.

This interpretation of expenses differs from their classification used in the accounting system.

Calculation of insurance premiums

Compulsory social insurance is carried out in accordance with the Federal Law of July 16, 1999 No. No. 165-FZ "On the basics of compulsory social insurance".

The legislation of the Russian Federation consists of:

the above law No. 165-FZ,

federal laws,

other normative legal acts of the Russian Federation adopted in accordance with them,

laws and normative legal acts of the constituent entities of the Russian Federation.

Federal laws regulating various types of compulsory social insurance are:

law dated November 29, 2010 No. 326-FZ "On Compulsory Medical Insurance in the Russian Federation".

law of December 15, 2001 No. 167-FZ "On Compulsory Pension Insurance in the Russian Federation".

law of 24.07.1998 No. 125-FZ "On Compulsory Social Insurance against Industrial Accidents and Occupational Diseases".

law of December 29, 2006 No. 255-FZ "On compulsory social insurance in case of temporary disability and in connection with motherhood."

At the same time, the relations associated with the calculation and payment of insurance premiums:

in the PFR for compulsory pension insurance,

in the FSS for compulsory social insurance in case of temporary disability and in connection with motherhood,

in FFOMS for compulsory health insurance,

are regulated by Federal Law No. 212-FZ of July 24, 2009 “On insurance contributions to the Pension Fund of the Russian Federation, the Social Insurance Fund of the Russian Federation, the Federal Compulsory Medical Insurance Fund”.

In accordance with the provisions of Article 5 of Law No. 212-FZ, the following are recognized as payers of insurance premiums:

Insurers making payments and other remuneration to individuals, which include:

organizations,

individuals who are not recognized as IP,

Persons not making payments and other remuneration to individuals:

lawyers,

notaries in private practice

other persons engaged in private practice in accordance with the procedure established by the legislation of the Russian Federation,

unless the federal law on a specific type of compulsory social insurance provides otherwise.

These payers of insurance premiums, who are not employers, pay insurance premiums in the amount determined from the cost of the insurance year.

Law No. 243-FZ of 03.12.2012 “On Amendments to Certain Legislative Acts of the Russian Federation on Issues of Compulsory Pension Insurance” amendments were made to Laws No. 167-FZ and No. 212-FZ.

The article will consider the tariffs used to calculate and pay mandatory monthly payments for insurance premiums, which have been in force since 2013, subject to amendments made by Law No. 243-FZ.

Active in 2013 contribution rates

The basis for calculating insurance premiums for each individual is established by Decrees of the Government of the Russian Federation.

In 2012 it was established in an amount not exceeding 512,000 rubles.

In 2013 this limit was raised to 568,000 rubles. (Government Decree of December 10, 2012 No. 1276 "On the maximum value of the base for calculating insurance premiums to state off-budget funds from January 1, 2013").

In accordance with the provisions of Article 58.2 of Law No. 212-FZ (as well as Article 33.1 of Law No. 167-FZ), the following insurance premium rates are applied, within the established limit of the base for calculating insurance premiums:

1. To finance the insurance part of the labor pension:

1.1. For persons born in 1966 and older:

the insurance part is 22%.

% - an individual part of the insurance premium rate.

1.2. For persons born in 1967 and younger:

the insurance part is 16%.

6% - solidary part of the insurance premium rate,

10% - individual part of the insurance premium rate.

2. To finance the funded part of the labor pension:

For persons born in 1967 and younger than 6% - an individual part of the insurance premium rate.

FSS RF - 2.9%

FFOMS - 5.1%

Since 2012 The insured persons include foreign citizens (stateless persons) temporarily staying in the Russian Federation who have concluded an employment contract for an indefinite period or a fixed-term employment contract for a period of at least six months.

Insurance premiums are paid according to the tariff established for citizens of the Russian Federation to finance the insurance part of the labor pension, regardless of the year of birth.

Above the established limit of the base for calculating insurance premiums, the following insurance rates apply:

To finance the insurance part of the labor pension:

1. For persons born in 1966 and older:

the insurance part is 10% - the joint and several part of the insurance premium rate.

2. For persons born in 1967 and younger:

the insurance part is also 10% - the joint and several part of the insurance premium rate.

No deductions are made to the funded part of the labor pension.

FSS RF - 0%

FFOMS - 0%

Determination of the occupational risk class of the organization's insurance rate and calculation of premiums for insurance against accidents at work and occupational diseases.

The economic activity of any enterprise, regardless of the industry to which it belongs, is associated with risks to the health and life of the workers who work for it. It is impossible to completely eliminate the risk of accidents in any organization.

Of course, the probability of a tragic accident largely depends on the characteristics of the enterprise, the type of work activity, the equipment of workplaces and the implementation of safety requirements. Therefore, the tariffs used by organizations in different fields of activity differ according to occupational risk classes. How do you determine your rate?

What affects the fee rate?

Accident insurance rates are calculated as a percentage of the amounts of payments and remunerations that are accrued in favor of employees (insured persons) under labor or civil law contracts. Only those payments that are included in the base for calculating insurance premiums are taken into account. A specific list of taxable and non-taxable payments is given in the law "On Compulsory Social Insurance against Industrial Accidents and Occupational Diseases" No. 125-FZ of July 24, 1998.

SW = B * ST

SV - the amount of insurance premiums transferred to the FSS;

B - basis for calculation (taxable payments and remuneration);

ST - insurance rate.

Where can I find premium rates?

Tariffs for occupational risk classes for accident insurance for 2012 can be found in the Federal Law of December 22, 2005 N 179-FZ (as amended on November 30, 2011) “On insurance tariffs for compulsory social insurance against industrial accidents and occupational diseases for 2006”. As you can see from the title of this document, the tariffs have not changed since 2006. All tariffs (rates) are summarized in a table.

As can be seen from the table, the insurance premium rate directly depends on the class of professional risk. And this is not accidental, since it is obvious that a miner and an office worker have a different risk of getting injured or "earning" an occupational disease.

Occupational risk classes

Each class of professional risk corresponds to a certain list of types of economic activity. According to the Government Decree No. 713 dated 01.12.2005, the Rules for Attributing various kinds activities to the corresponding occupational risk classes.

For each type of economic activity, the class of occupational risk corresponding to it should be established. This can be done by referring to the Order of the Ministry of Health and Social Development of the Russian Federation dated December 18, 2006 N 857 "On Approval of the Classification of Economic Activities by Occupational Risk Classes". A total of 32 risk classes have been identified: from activities with the lowest risk to activities with the highest risk.

Conclusion

I had an internship in the disciplines: "Optimization of the resources of the organization (divisions) associated with tangible and intangible values"

From 12/01/2014 to 12/12/2014 in I.P. Gaskina Lidia Andreevna.

When passing industrial practice on "Optimization of resources of the organization (divisions) associated with tangible and intangible values" I studied the structure of the enterprise, the main directions, the volume of sales of agricultural products. I found out that I.P. "Gaskina Lidia Andreevna" is a retail trading company that has been operating quite successfully in the Angarsk market of cosmetic products for more than 7 years. For all the time of its existence, it has been steadily increasing the volume of its activities, the number of customers is increasing, the turnover is growing, and the staff is increasing. However, the growth of the company is given by considerable effort, as the competition in this market is very strong. In such a situation, it is necessary to eliminate their shortcomings in the work; for this, a comparative analysis I.P. "Gaskina Lidiya Andreevna" and competing enterprises (the "4P" concept), as well as the strengths and weaknesses of the company, its opportunities and threats (SWOT analysis) were identified and strategies were developed that allow achieving a strong competitive position in market. As a result, the following issues were identified:

goals and strategy of the company are not formulated

lack of a logistics service and failure to carry out relevant logistics operations

lack of attention to market analysis

not all the necessary assessment and training methods are used

But during the internship at the I.P. “Gaskina Lidia Andreevna”, we also identified advantages: the company has been on the market for more than 7 years and has established itself among regular customers and suppliers. In addition, the company has affordable prices for middle-income consumers, which is important.

We have made the following proposals:

introduced job descriptions;

in management warehouse activity it is proposed to automate the warehouse, which will improve control over the stability of the assortment;

the mission, main goals were developed and strategies were proposed for all functional areas.

in the field of personnel management: to evaluate an individual employee and a working group, to make it taking into account the results of the work of the entire organization; it is necessary to use practical teaching methods: case studies and write out special literature for self-study employees.

in the field of labor incentives: to introduce additional payments and allowances (compensatory and stimulating) into the base salary, the use of additional moral incentives, establish benefits and incentives for employees who have worked in the company for a certain number of years, for example, 1 year or more.

By accepting our proposals, I.P "Gaskina Lidia Andreevna" can become more stable in the market, increase sales of goods, reduce costs, and bring more profit.

List of sources used

1. Abryutina M. S. Economic analysis trading activities. - M.: Publishing house Delo and service, - 2006. - 512 p.

Bakadorov V.L., Alekseev P.D. Financial and economic condition of the enterprise. Practical guide. - M.: PRIOR Publishing House, 2005. - 143 p.

Balabanov I.T. Fundamentals of financial management. How to manage the economy. - M.: Finance and statistics, 2005. - 310 p.

Baranovskaya TP Information systems and technologies in the economy. - M.: Publishing house Finance and statistics. - 2005. - 416 p.

Ivanchukov.O.P. Logistics. Integrated Supply Chain Logistical Management: The Integrated Supply Chain Process Olymp Business 2008 2nd edition.

Borisov L.P. Evaluation of the results of the financial and economic activities of the enterprise / Consultant, No. 8, 2005.

Boronenkova S.A. Management analysis: Proc. Allowance. - M.: Finance and statistics, 2005. - 367 p.

Vikhansky O., Naumov A. Management: Textbook. - 3rd ed. - M.: Economist, 2003.- 528 p.

Van Horn JK Fundamentals of financial management. Per. from English. / Ch. ed. series Ya. V. Sokolov. - M.: Finance and statistics. 2005. - 380 p.

Veshunova I. L., Fomina L. F. Accounting at enterprises various forms property: Textbook-practical. allowance. - St. Petersburg: Publishing Trade House "Gerda", 2005. - 350 p.

Evdokimova N.A. Information flows in prospective financial analysis // Povolzhsky humanitarian journal. - 2006. - No. 1. - With. 20 - 25.

Evdokimova NA The role of financial reporting in perspective analysis. // Volga Humanitarian Journal. - 2006. - No. 1. - p. 26 - 29.

13. Efimova O.V. Analysis of the financial and economic activities of the enterprise. - M.: Business and Service, 2006. - 204 p.

Karzaeva IK Otsenka i ee rol' v uchetnoi i finansovoi politiki organizatsii [Evaluation and its role in the accounting and financial policy of the organization]. - M.: Finance and statistics. 2005. - 270 p.

Kovalev V.V. Financial analysis: Money management. Choice of investments. Reporting analysis. - M.: Finance and statistics, 2005. - 356 p.

Kreinina M.N. The financial condition of the enterprise. Assessment methods. - M.: DiS, 2005. - 165 p.

Kreinina M.N. Financial management. - M.: DiS, 2006. - 124 p.

Pavlova L.P. Financial management. - M.: INFRA-M, 2005.- 289 p.

Patrushina S. M. Information systems in the economy. - M.: Business Publishing House, - 2006. - 352 p.

20. Repin V.V. Implementation of enterprise financial management//Consultant, No. 18, 2005.

Repin V.V. Financial management of an enterprise: key problems / Consultant, No. 11, 2005.

Collection scientific papers SevKavGTU. Series "Economics". 2008. No. 7.

Directory of the financier of the enterprise. - M.: INFRA-M, 2005. - 214 p.

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The concept of production logistics

The material flow on its way from the primary source of raw materials to the final consumer passes through a number of production links. Material flow management at this stage has its own specifics and is called production logistics.

The tasks of production logistics relate to the management of material flows within enterprises that create materialgoods or providing material services such as storage, packaging,hanging, laying, etc. A characteristic feature of the objects of study in production logistics is their territorial compactness.

In the literature, they are sometimes referred to as "island logistics facilities".

The participants in the logistics process within the framework of production logistics are connected by intra-production relations (in contrast to the participants in the logistics process at the macro level, connected by commodity-money relations).

The logistics systems considered by production logistics are called in-house logistics systems. These include: industrial enterprise; a wholesale enterprise with storage facilities; nodal cargo station; nodal seaport, etc.

Intra-production logistics systems can be considered at the macro and micro levels.

At the macro level, in-house logistics systems act as elements of macro-logistics systems. They set the rhythm of these systems, are the sources of material flows. The ability to adapt macrologistics systems to environmental changes is largely determined by the ability of their in-house logistics systems to quickly change the qualitative and quantitative composition of the output material flow, i.e., the range and quantity of products.

At the micro level, intra-production logistics systems are a number of subsystems that are in relationships and connections with each other, forming a certain integrity, unity. These subsystems: purchasing, warehouses, stocks, production services, transport, information, sales and personnel provide entry

material flow into the system, passing through it and exiting the system. In accordance with the concept of logistics, the construction of intra-production logistics systems should provide the possibility of constant coordination and mutual adjustment of plans and actions of supply, production and marketing links within the enterprise.

The concept of "Logistics of production"

In production logistics, the word " logistics» sets the goal - the rationalization of flow processes (complex systems always require a multi-criteria approach), and the word "production" sets the production process as an object of rationalization. The most complete production logistics is reflected in the sources.

Subject of study logistics as a science is the optimization of streaming processes. The principles of logistics: synchronization, optimization and integration serve as the main methodological approach to improving the organization and efficiency of production systems.

The methodology of logistics allows for the systematic rationalization of complex production systems. It equips enterprise managers with methods to improve the organization of production systems and allows them to effectively gain competitive advantages.

Production logistics- this is one of the functional main subsystems of the organization's logistics (logistics system).

On the other side, production logistics- the science (theory, methodology) on the systematic rationalization of the management of the development processes of production systems (for example, a workplace, a site, a workshop, production as a set of workshops for the production of specific products or the provision of specific services, organizations) in order to increase their organization (efficiency) through synchronization , optimization and integration of flows in production (organizational) systems.

It is the science of rationalizing the management processes of an organization by identifying and eliminating intra-system and inter-system conflicts, which are converted into mutually beneficial compromises of corporate cooperation used to increase the competitiveness of organizations. As a rule, the criterion of minimum total logistics costs is one of the main ones in the rationalization (optimization) of logistics systems. However, with the development of logistics systems, the main criterion is the maximum ratio of benefits and costs, which is called the concept of "shared responsibility".

Organization of production systems

- this is a certain degree of rationality of the organization of the structure of relationships between its elements and parts.

This degree of rationality is determined by the level of understanding of the objective processes of internal and internal dynamic interaction of elements and parts of the production system (PS). And if this level and the corresponding, ideal, level of organization are not provided by eliminating the loss of resources in the production system, then this indicates a lack of knowledge of the laws for the implementation of the processes produced and the functioning of the PS as a whole.

Organization of the production system- these are such relations and correlations between the material, energy and information resources of the system and such orderliness in the interactions of the active elements of the system, which makes the production system capable of changing its own structure in relation to the current operating conditions for the implementation of strategic and tactical goals.

The degree of organization of the production system forms the appropriate level of the organizational culture of the enterprise, determines its characteristics such as flexibility, sustainability, adaptability and efficiency.

The level of organization of the production system reflects not only the degree of its internal orderliness, but also the degree of use of its economic potential, i.e., an increase in the level of organization should lead to an increase in the economic efficiency of the production system.

Logistics of the production process Logistics of the production process is, on the one hand, an increase in the organization of production systems different levels(for example, a workplace, a production site, a workshop, production, etc.), and on the other hand, the integration of production processes of all types (main, auxiliary, service and management processes) and the corresponding production subsystems aimed at improving the efficiency of the organization in in general in the environment under consideration. There is a system of evaluation indicators of the level of organization of the production process. Specialization, standardization, direct flow as principles of organization of production characterize the organization of the production process in space. Continuity, parallelism, proportionality, rhythm as the principles of organization of production reflect the organization of the production process in time.

Organization of production system management can be assessed by the level of optimality of decisions on the functional structure, automation, the composition of organizational components and the organizational structure of management. Optimization of solutions to improve the organization of the production process ultimately provides an increase

system-wide characteristics of the organization in market conditions: adaptability, flexibility, reliability and stability.

Modern directions of production integration

In modern conditions production integration achieved in various ways:

. integration of the whole variety of manufactured parts into groups based on their classification according to design and technological features for the concentration of homogeneous work;

. integration of equipment, i.e. creation of a network of technological cells (GPM), complexes (GPS, GPU);

. integration of material flows of objects of labor, i.e., organization of the movement of objects of labor along standard technological routes;

. integration of the processes of creation and production of products from the idea to the finished product, i.e. merging together the main, auxiliary, service processes and management processes in production;

. integration of service due to and merging of a number of its subsystems with equipment control systems, quality assurance, tracking changes in the accuracy characteristics of equipment, ensuring its trouble-free operation and diagnostics;

Integration of management based on the use of computers, data banks, programs and automation tools for command transmission;

Integration of information flows for decision-making to maintain and predict the progress of production;

Integration of personnel in accordance with the requirements of flexible production by increasing the collective nature of work, the synthesis of knowledge and experience (integrated teams), the development of related professions, the introduction of ergonomics, ensuring continuity in improving training and taking into account the social consequences of integrated production.

Laws of optimization of the production process Laws of optimization of the production process appear as laws of rhythmic organization. Thus, the law of the orderliness of the movement of objects of labor in production states that without prior ordering of the movement of objects of labor there is no place for planning and optimizing the course of production.

The law of calendar synchronization of parts of the production process It manifests itself in the fact that the unequal durations of technological operations and other parts of the production process are leveled up to a certain calendar limit, either due to the laying of objects of labor, or due to downtime of workplaces, or due to both factors.

The law of the continuity of the production process reveals that the minimization of production losses from the violation of the unity of continuous

loading jobs and continuous production of objects of labor is a condition for the most efficient flow of the production process.

The law of production rhythm It manifests itself in the fact that in the process of fulfilling an order or its parts, relative to their production cycles, there is an uneven consumption of resources, primarily working time, workers and equipment.

The law of conformity of the main and auxiliary productionprocesses and processes for maintenance and production management

requires a certain proportionality of the components in the production system.

The law of reservation of resources in production states that only a minimum redundant system is reliable and efficient.

Calendar limit of technological duration equalizationoperations- this is the average calendar time for performing one operation in the considered planning period. According to the law of synchronization of parts of the production process, in any form of organization of production, the unequal duration of technological operations is leveled to a certain calendar limit, either due to the aging of parts, or due to downtime of workplaces, or due to both factors. This calendar limit for equalizing the duration of operations characterizes the course of the production process from two sides - as the continuity of loading jobs ( G,) and as the continuity of the movement of objects of labor (r,).

In non-flow production, the minimum production costs are achieved with the greatest continuity of work places, and this corresponds to a single optimal rhythm for manufacturing batches of parts in production.

(R e ).

Production logistics concept- this is a system of views on the rationalization of the management of the processes of production and economic activity by optimizing flow processes. The concept of production logistics can be characterized by its main provisions:

. implementation of the principle of a systematic approach;

. individualization of products and services;

. humanization of technological processes;

Accounting for logistics costs;

Service development;

. the ability of logistics systems to adapt;

Total quality assurance;

. integration of information flows;

. vertical and horizontal integration production processes and the transition to constant modernization of production;

. integration of organization management;

. integration and synchronization of production maintenance with the processes of the main production;

Integration of objects of labor;

. grouping operations and group technologies;

. integration and direct flow of material flows;

Equipment integration;

Staff integration.

On the other hand, the concept of production logistics is a reflection of the industrial development strategy in the 21st century, which is expressed through the principles of logistics in the form of a formula:

"Electronization - concentration - flexibility - integration", which coincides with the concept of flexible integrated production (FIP). The basis of the HIP is the concentration of parts processing and assembly of units at one workplace, the flexibility of equipment and production organization, and the integration of management based on electronization and cooperation.

Features of coordination of material flow management

Material management coordination from the point of its origin to the point of consumption became possible thanks to network information technologies based on personal computers. With their help, managers can perform virtually any kind of analysis, planning, coordination and regulation of the material flow in accordance with the goals and objectives of the company. Typically, logistical coordination includes:

Market data processing;

. analysis and forecasting of sales of products and services;

Analysis and forecasting of the behavior of market participants, which are united by the logistics chain;

. identification and analysis of the needs for material resources of various phases and parts of the material flow;

. processing data relating to orders and customer needs, and all other activities for the purpose of coordinating the supply and demand of goods.

Logistics coordination lies in the fact that it covers all forms and types of activity of the enterprise, reveals, eliminates and prevents the occurrence of intra-system and inter-system conflicts and contradictions. As a tool for system rationalization of management in coordination logistics, the possibilities of modern controlling are used as a system that evaluates decisions made in terms of imputed costs and future results.

Methods for modeling the rhythm of the production cycle of order fulfillment known three methods for modeling the rhythm of the production cycle

order fulfillment:

. statistical;

. static;

. dynamic.

As statistical method Statistical modeling of the process of order fulfillment is used for worked out operational orders, and on this basis, a standard for the calendar distribution of the labor intensity of order fulfillment relative to its production cycle is developed.

Static Method involves the preliminary construction of a static model of the production process, which has the form of a cyclic step-by-step scheme for the entry into the product (order) of assembly units, parts, blanks, semi-finished products, etc.

Dynamic model of the rhythm of the production cycle order fulfillment is formed in the summary volume-cycle schedule for the implementation of the organization's production program for a certain period of time in the form of a consolidated volume-calendar contour (OCC). At the same time, the QCD for the execution of each order is linked to the QCD for the manufacture of all other products included in the production program, the spatial structure of the production cycle, the dynamism of the structure of the labor intensity of order fulfillment are taken into account to organize the continuous loading of production units in accordance with their production program.

A single rhythm for the manufacture of batches of parts in production (R) connects

the main characteristics of the production process: the deadline for the completion of work or the planned period, which, as a rule, corresponds to the monthly regime fund of the site (F); number of nomenclature positions

details for the considered planning period ( n"); average employment of workplaces of the site by performing one operation of the program of the given planning period ( tj):

where m- the number of operations in a typical technological route for the manufacture of parts at the production site; cm- number of jobs

on the last m-th operations of the technological route for the manufacture of all n" details.

The optimal batch size of parts ( . ), corresponding R and

allowing to execute the production program for a given planning period, can be determined by the formula

R-TO -60

where w T - average piece time to perform one operation i-th processing parts manufactured at the production site in accordance with a given program for the planned period, min; TO - average

the coefficient of compliance with the standards at the production site; TO pz -

coefficient taking into account the cost of preparatory and final time in the norm of unit time for the operation; 60 - conversion factor from minutes to hours.

Organization of the production process in time

The main calendar-planning standards of the organizations of the production process in time are the duration of the production cycle for processing the part, the standard size of the batch of parts and the duration of the production cycle for manufacturing the product.

Requirements for organization and managementmaterial flows

Modern rational organization and management of material flows require the mandatory use of basic logistics principles: unidirectionality, flexibility of synchronization, optimization, integration of process flows.

modern organization and operational management production (material flows) must meet a number of requirements:

Ensuring the rhythmic, coordinated work of all parts of production according to a single schedule and uniform output.

Ensuring maximum continuity of production processes.

Ensuring maximum reliability of planned calculations and minimum labor intensity of planned work.

Ensuring sufficient flexibility and maneuverability in the implementation of the goal in the event of various deviations from the plan.

Ensuring the continuity of planned management.

Ensuring the compliance of the operational production management system (PMO) with the type and nature of a particular production.

Calculation of the duration of the production cycle for manufacturing a batch

In the reproduction cycle, intra-production logistics appears to be a functional continuation of supply logistics, while, like supply logistics, it forms an independent area of ​​​​logistics, the purpose of which is to provide logistical support for the production of products / services. The object of its study is the production process, and the subject is organizational and economic relations that arise in connection with the formation and provision of the movement of intra-production flows of material and technical resources, unfinished products, stocks of work in progress and finished products.

Manufacturing process is considered in logistics as a set of interrelated main, auxiliary and service labor processes and natural processes, as a result of which the initial material and technical resources are converted into finished products. The manufacturing process is complex.

TO core processes as components of a complex production process include the processes of manufacturing products included in the production program and corresponding to the specialization of the enterprise. The totality of the main production processes forms the main production. The composition of the main production depends on the industry specifics of the enterprise. So, the main production of machine-building enterprises corresponds to the technological stages of manufacturing products: procurement, processing, assembly. In the procurement stage of production, the processes of obtaining blanks for machine parts - cast, forged, stamped, welded, etc.; in the processing - the processes of mechanical, thermal, chemical processing, etc.; in the assembly - final stage - the processes of assembling mechanisms, components and machines, their testing, conservation and packaging for shipment to consumers.

The execution time of the main technological operations in the production cycle is technological cycle.

TO auxiliary include the processes associated with the manufacture of products, which, as a rule, are consumed at the enterprise in the main production. This is the manufacture of tools, dies, models and other technological equipment, repair, production of all types of energy, containers, etc. The totality of auxiliary processes forms the auxiliary production of the enterprise - tool, energy, repair, etc. The task of auxiliary production is the timely and high-quality provision of the main production with all means of technical equipment and energy carriers, increasing the technical level of the main production.

TO service processes include processes related to the provision of production services to the main production: transportation, storage and delivery of all materials and semi-finished products to production; processes of laboratory testing and analysis of materials, semi-finished products; control of the accuracy of instruments, tools used in the main and auxiliary processes; etc. The set of service processes forms a service economy, for example, transport, storage, ensuring the uninterrupted operation of the main and auxiliary production.

The composition and interconnection of the main, auxiliary and service processes form structure of the production process.

Each of the technologically and organizationally separate components of the production process forms partial Process, localized in the form of a workshop, section.

In organizational terms, both main and auxiliary processes can be divided into simple and complex. Simple processes of processing simple material objects are considered, as well as individual assembly processes, for example, the manufacture of a part, the assembly of a mechanism, a machine. A simple process is a series of sequential operations for the manufacture of a particular object. Difficult process is a set of simple processes coordinated in time, for example, the entire process of manufacturing a machine and testing it.

Main structural element simple process is operation. Operations can be performed with the participation of a person (labor operations) and without his participation (natural).

Natural processes are very long in time, for example, cooling of castings, drying after coating of surfaces, they can proceed for several days.

The organization of the production process involves a rational combination in space and time of all components, ensuring the shortest duration of its implementation, high quality and efficiency of production. The rational organization of the production process at the enterprise is based on the following principles: specialization, proportionality, parallelism, direct flow, continuity and rhythm of the process.

Process Specialization- this is the minimization of the variety of operations, processing modes and other regulations of the production process. The variety of operations in the process depends primarily on the range of products assigned to one production unit (section, line, workshop, etc.).

Forms of specialization are determined by the industry specifics of enterprises. For example, in mechanical engineering, they distinguish: subject specialization, i.e. product specialization; detail - for the production of parts, assemblies, assembly units, assemblies; technological - for the implementation of homogeneous processes on various flow-forming material objects in production.

Proportionality is the consistency of all components of the production process in terms of productivity and production capacity. Violation of this requirement leads to disproportions, the formation of "bottlenecks" in production, as a result of which the use of equipment and working hours worsens, the volume of work in progress increases, the production cycle lengthens, which in turn contributes to a decrease in production efficiency.

The principle of proportionality must be respected both in the main and in auxiliary and service processes. To ensure the proportionality of production processes, it is necessary to optimize the nomenclature-quantitative program tasks according to the criterion of the completeness of equipment loading.

Parallelism means the simultaneous execution of the components of the production process. Parallelism can take place during the execution of a separate operation, the course of adjacent operations, the performance of the main, auxiliary and service processes.

When performing a technological operation, parallelism is expressed in the simultaneous operation of several machines for an operation, in multi-subject processing on machines, in combining machine-automatic processing with the performance of manual, auxiliary elements of the operation by the worker. In simple production processes (when processing parts in batches), there may be simultaneous processing of a batch at adjacent operations of the process, as well as the execution of auxiliary and service processes. When organizing a complex production process, technologically possible simultaneous execution of simple partial production processes is provided, i.e. parallelism of the processes of manufacturing blanks, parts, subassembly and partially general assembly.

Direct flow means the spatial convergence of the components of the production process, excluding the return movements of material objects. To do this, operations and partial processes are spatially arranged in a technological sequence, as a result of which the time for the product to pass through production is reduced, as well as material flows are streamlined and freight turnover is reduced. In this case, the problem of optimizing the arrangement of equipment and the location of workplaces arises.

The principle of direct flow in the organization of the production process is applicable not only to simple processes, but also complex, enterprise-wide.

In accordance with this, the location of shops and services on the territory, the placement of sites in the shops are designed. This principle can be most fully implemented with a stable range of manufactured products and advanced typification of technological processes.

Continuity in the organization of the production process It is expressed in the continuity of the movement of material objects in production (i.e., without lying and waiting for processing), as well as in the continuity of the work of performers and equipment - only a combination of these three factors ensures complete continuity of the production process.

Thus, the principle of continuity should be understood primarily as the elimination or minimization of all types of interruptions in the production of products: intra-operational, inter-operational, inter-shop. Objective prerequisites for the continuity of the process are created while respecting the principle of proportionality, since equal performance in operations eliminates inter-operational processing expectations.

Principle rhythm acts as the most important requirement for the organization of the production process. At the same time, it is necessary to distinguish between the concepts: the rhythm of output, the rhythm of work (production) and the uniformity of production.

Rhythmic release means the release of the same volume of products for equal time intervals (months, decades, shifts, etc.). The rhythm of work is the performance of equal volumes of work in terms of quantity (total in hours) and composition (types of work) for equal time intervals. The rhythm of work is directly related to the rhythm of production, and this relationship predetermines the uniformity of production. The uniformity of production means the observance of the rhythm of production and work. Consequently, the rhythm of output, as it were, sets the desired rhythm of work on the site, in the workshop, at the enterprise. It is conditioned by the production program and can be maintained only under the condition of rhythmic work in all areas, workplaces of the main process and associated auxiliary, servicing processes.

The described principles underlie the organization of any production process, but can be implemented in practice to varying degrees. They operate interdependently only with appropriate logistical support. For example, the achievement of quantitative proportionality creates the prerequisites for the continuity and rhythm of the production process, the directness of the movement of material objects, the reduction in the duration of the production cycle for manufacturing a product - the total time for performing basic, auxiliary, maintenance operations, the time for natural processes and the time for breaks.

Intra-production logistics - this is a way of organizing production at an enterprise, providing for the coordination of the principles of organizing the production process with the principles and rules of logistics.

The tasks of intra-production logistics include:

• operational-calendar planning of finished products;
• operational management of technological processes of production;
• overall quality control, maintenance of standards and appropriate service;
• strategic and operational planning of supplies of material and technical resources;
• organization of in-house warehousing;
• forecasting, planning and regulation of expenses of material and technical resources in production;
• organization of work of intra-production technological transport;
• inventory management of material and technical resources, work in progress, finished products;
• intra-production physical distribution of material and technical resources and finished products; and etc.

A classic example of harmonizing the principles of organizing the production process with the principles and rules of logistics in practice is the organization of in-line production. Mass production called a progressive form of organization of production, based on the rhythmic repetition of the main and auxiliary operations coordinated in time, performed at specialized workplaces located in the sequence of technological operations. From this definition, it follows that in-line production is characterized, first of all, by the principles of specialization, direct flow, continuity, parallelism and rhythm.

The principle of specialization in the conditions of in-line production is embodied in the creation of subject-closed sections in the form of specialized production lines designed to process one product assigned to a given line or several technologically homogeneous products. Each workplace of the line is specialized in the performance of one or more assigned to it detail operations.

The line for which the processing (assembly) of a product of the same name is assigned is called one-subject. This line is typical for mass production. The line, which is assigned to the processing of products of several types (with little labor input or with small program tasks), is called multidisciplinary. It is typical for mass production. Logistics requires that products be assigned to multi-subject lines in such a way that they can be processed with minimal loss of time for equipment changeover with sufficient loading of jobs and the coincidence of the processing route.

The principle of direct flow provides for the placement of equipment and jobs in the order of operations technological process. The primary production link in mass production is the production line. A distinction is made between a simple chain of jobs on the line, where only one job is allocated for each operation, and a complex one when there are two or more backup jobs at the operations. Depending on the available area, production lines can have a different configuration: straight, rectangular, circular, etc.

The principle of continuity on production lines is carried out in the form of a continuous (without interoperational lying) movement of products through operations with continuous (without downtime) work of performers and equipment. Such lines are called continuous flow. The continuity of in-line production is a direct consequence of the principle of proportionality, in particular equal productivity in all operations of the line. When equality is

there is no productivity in all operations and full continuity is not achieved, they organize discontinuous flow or once-through lines.

The principle of parallelism in relation to production lines is manifested in the parallel movement of batches. At the same time, products are transferred by operations individually or in small transport lots. As a result, at any given moment, several units are processed on the line at different operations. this product. With strict proportionality, a full and uniform loading of jobs on the line is achieved.

The principle of rhythm in the conditions of mass production is manifested in the rhythmic release of products from the line and in the rhythmic repetition of all operations at each of its workplaces. On continuous production lines with a piece transfer, the release (launch) of each product is carried out at the same time interval, called line tact, or piece rhythm:

where - the actual fund of the line operation time in the planned period (month, day, shift), min; N- launch program for the product for the same period, pcs.

When products are transferred by transport batches, the rhythm of the work of a continuous production line is characterized by a time interval separating the release (launch) of one batch from the next one, i.e. line rhythm:

where R - the number of items in the shipment.

Thus, for each rhythm on the line and workplaces, the same amount of work is performed in terms of quantity and composition. Consequently, on production lines there is not only the rhythm of output, but also the rhythm of work.

On intermittent-flow (straight-through) lines with their characteristic different performance in individual operations, there is no continuity, but the rhythm of the release is observed. The rhythm of the line in this case is determined by the time interval during which the output of the set value is formed on the line, for example, hourly, shift.

According to the method of maintaining the rhythm, lines with regulated and free rhythm are distinguished. Lines with a regulated rhythm typical for continuous-line production; in it the rhythm is maintained with the help of pipelines or signaling. Lines with free rhythm do not have technical means that strictly regulate the rhythm of work; observance of the rhythm in this case is assigned directly to the workers of this line.

In-line production is typical high level mechanization and automation of both technological and transport operations. The following vehicles are most common in mass production: continuous transport equipment - driven conveyors various designs; wireless (gravity) vehicles - roller conveyors, ramps, descents, etc.; lifting and transport equipment of cyclic action - overhead and other cranes, monorails with hoists, electric carts, forklifts, etc.

The main features that determine organizational form production lines, essential from the standpoint of the implementation of the principles and rules of logistics in the field of production, are shown in fig. 4.2.

typical configuration functional cycle of internal production logistics shown in fig. 4.3.

The main stages of the functional cycle of intra-production logistics are:

• processing the order of the sales service for the production of products (operational production planning);
• transfer of the production order for the supply of material and technical resources to the supply service;
• completing an order in a material warehouse and issuing material and technical resources to workshops, to workplaces;
• execution of the production process, the formation of stocks of work in progress;
• formation of commodity stocks (finished products), waste collection.

Processing the order of the sales service for the production of products (operational production planning) solves the problem of intra-production planning - the development of planned targets for the production divisions of the enterprise and the organization of their implementation on the basis of logistics. This stage should ensure the coordinated work of all departments of the enterprise in the interests of a rhythmic

Rice. 4.2.

Rice. 4.3.

output of products in the established volume and nomenclature with full use of production resources.

In the process of operational production planning, the following are developed: a plan for the production of products by the enterprise by months of the year; operational calendar plans for production and schedules for the production of units, parts by workshops, sections for months, weeks, days, shifts (and sometimes hourly schedules); volumetric calculations of equipment and space loading are performed; shift-daily planning, operational accounting of the progress of production, control and regulation of it (dispatching) are organized.

Operational production planning consists of scheduling and operational regulation of the production process - dispatching. scheduling- this is a detailing of the annual plan for the production of the enterprise's products in terms of the launch and release of each type of product and the timely delivery of these indicators to each main workshop, and within it to each production site and workplace. It also includes operational accounting of the fulfillment of shift-daily tasks and the monthly production program by workers, teams, teams of the site and the main workshop. The regulation of the production process is carried out dispatching by systematic accounting and control over the fulfillment of shift-daily tasks and by carrying out preventive measures that eliminate the causes of disruption in the rhythmic course of production and disruptions in the implementation of plans.

Operational production planning at the place of its implementation is divided into intershop and intrashop. Intershop planning It is aimed at maintaining the rhythmic work of the main workshops, ensuring their uninterrupted supply and maintenance by auxiliary workshops and services. The initial data for inter-shop planning are a master plan for the sale of products and a portfolio of orders. In-shop planning It is aimed at the rhythmic fulfillment by the sections and their workplaces of the given monthly program.

The data of operational and production planning serve as the basis for drawing up orders for the supply of material and technical resources to the supply service of the enterprise.

Transferring a production order to a purchase order logistical supply service resources accompanied by its processing and presentation in a form convenient for assembly, by converting product range into production.

Order picking at a material warehouse and the issuance of material and technical resources to workshops, production sites, workplaces defined as internal supply. Internal supply implements the connection of the functional cycle of supply logistics with the functional cycle of in-house logistics.

Provision of material resources for the divisions of the enterprise involves the following works: preparation of material and technical resources for production consumption; release and delivery of material resources from the warehouse of the supply service to the place of their direct consumption or to the warehouse of the workshop, site; operational regulation of supply in the conditions of improvement of technological regimes; strict accounting and control over the use of material resources in the divisions of the enterprise. It follows that the organization of intra-production supply is carried out through the management of production stocks and stocks of work in progress.

Implementation of the production process, the formation of stocks of work in progress is associated with the organization of intra-production cooperation of specialized divisions of the enterprise and the construction intra-production chains, forming a configuration of direct-flow movement of material flows (Fig. 4.4).

For the execution of these schemes, three main forms of organizing the movement of intra-production material flows are used: accumulative, transport-accumulative and "zero stock".

Cumulative form provides for the creation of a complex of warehouses as part of the workshops, including warehouses for raw materials, inter-sectional warehouses for parts, assemblies and components, warehouses for finished products, pantries for technological equipment. The relationship of the warehouse with the site is carried out through Vehicle. The material moves as the application arrives.

Rice. 4.4.

a - configuration type "V"; b– Type "A" configuration; v– configuration type "T"

wok from production sites (workplaces) in batches of arbitrary size.

The movement of the material flow in the cumulative form of organization is shown in fig. 4.5. Delivery of materials to the workshop is carried out at the warehouse 1; depending on the production capacity of the workshop and the intensity of

Rice. 4.5.

In a real flow, this can be one centralized warehouse or several warehouses specialized in types of materials. Between the operations of the technological process (sections), the workpieces are stored in the interoperational warehouse 2. Finished parts enter the assembly shop and accumulate in the warehouse 3. A warehouse is used for storage and issuance of purchased components for assembly. 4. The assembled and tested products are delivered to the finished product warehouse 5, where they are completed with the necessary documentation, packaged and prepared for shipment to the consumer.

The main advantage of this form of organizing the movement of material flows is the ability to accumulate a large amount of material at the inlet and outlet of the system, which ensures the reliability of the receipt of the necessary parts, blanks, components for production, guarantees the fulfillment of urgent requests from product consumers.

The disadvantage of the accumulative form of movement of materials is that it requires significant capital investments to create warehouse complexes; in addition, the presence of a large number of warehouses and branched transport routes makes it difficult to manage the movement of material flows and control stocks, and leads to large losses associated with the immobilization of funds.

Transport and storage form assumes the presence of a combined transport and storage infrastructure that combines a certain number of jobs (sites) by establishing a connection between each workplace (site) with any other through information and material flows. At the same time, the processes of machining (assembly), control, pre-production, storage and reservation of materials are combined with the help of a transport and storage infrastructure into a single production process.

Management of the movement of intra-production material flow occurs according to following scheme: search for the required workpiece in the warehouse - transportation of the workpiece to the machine - processing - return of the part to the warehouse.

The accumulation of material is carried out in a central warehouse or decentralized in separate areas. In the first case, the warehouse serves several production units and is used as a backup drive between the start and end of part processing. In the second case, warehouses are created in separate areas and serve to compensate for deviations in time during the transportation and processing of the part. In some cases, a mixed transport and storage infrastructure is used, which implies the presence of both a central warehouse and a reserve of storage at sites.

Parts are transported along one of the motion trajectories shown in fig. 4.6.

On the trajectory A one transport device operates, serving all areas and ensuring the movement of materials in a direct and reverse directions. Trajectory V provides several transport devices that operate in a closed loop and move the material in one direction. Trajectory WITH involves continuous transport also in one direction. At the same time, both centralized and decentralized accumulation of material and products of work in progress is possible.

Rice. 4.6.

The advantages of this form of traffic organization are manifested in the reduction of stocks at workplaces due to the creation of a transport and storage infrastructure, a reduction in the duration of the production cycle due to the elimination of interruptions between operations, constant monitoring of stocks. Its disadvantages lie in the possibility of using only structurally and technologically homogeneous types of products, the need for a complex preparatory work and the implementation of significant capital investments in the creation of an automated process control system.

"Zero stock" involves maintaining a minimum stock at each technological stage of manufacturing products. This form of organizing the movement of material flows is based on a combination of the warehousing method "intermediate warehouse - backup storage" and the method of inventory control according to the Kanban system. Unlike the traditional organization of production, in which the warehouse is a place for storing materials, semi-finished products, finished products, in this form it serves for the intermediate storage of materials, parts and assemblies that cannot be delivered and manufactured just in time. At the same time, warehouses are distributed according to the stages of the reproduction cycle: supply, production, marketing of products (Fig. 4.7).

Rice. 4.7. Organization of the movement of material flow in the form of "zero stock"

Redundant drives are used to mitigate the consequences of malfunctions, to coordinate the work of production areas or individual workplaces, to rearrange the sequence of processing or assembly. Accumulators act as a "sync medium" between just-in-time production areas in the event of failure or reconciliation. In the event of failures in production and violation of synchronism, they provide a given manufacturing cycle. Permutation accumulators are organized to expand the possibility of an arbitrary sequence of starting parts. The movement from such a drive is carried out subject to the receipt of a corresponding application from the production site located after it (Fig. 4.8). As a result, a close relationship is established between the production schedule and the need for materials. Parts are transported in special containers. For each type of part, indicated by a number, a separate container is allocated, the capacity of which is limited, as a rule, by a shift task. A batch of parts remains in stock until the next section is ready for processing.

This form of organization of the movement of material flows allows you to reduce to "zero" the stock of material at all stages of its movement, ensures the orientation of the enterprise to market demands (customer needs).

Formation of commodity stocks (finished products), waste collection. At manufacturing enterprises, commodity stocks are called sales. They are created due to the discrepancy between the duration of the production cycle and the frequency of shipments of finished products, taking into account the time of transformation of the production assortment into a commodity one. This is an objective condition for the formation of commodity stocks, including due to the seasonal nature of product consumption or transportation. In addition, inventory may be deliberately built up as safety stock to meet specific customer orders, including regular or VIP customers. In general, the formation of commodity stocks solves the problem of supplying finished products to customers, and through the management of commodity

Rice. 4.8.

the stock ensures the connection of the functional cycle of intra-production logistics with the functional cycle of sales logistics.

The formation of commodity stocks occurs at the end of production; in contrast, the collection of production waste and the creation of appropriate reserves occurs as they are formed at individual stages of the technological process. Similarly, the collection and sale of production waste solves the problem of recycling.

• Lukinskiy V. S., Pletneva N. G., Shulzheiko T. G. Theoretical and methodological problems of managing logistics processes in supply chains / ed. ed. V. S. Lukinsky. St. Petersburg: Publishing house SP6GIEU.2011. S. 131.
• Fundamentals of Logistics: Textbook / Paul ed. V. V. Shcherbakov. St. Petersburg: Piter, 2009. S. 138-140.
• Organization of production: textbook / ed. O. G. Turovets. M.: Economics and Finance, 2002. S. 236–241.

In order for a company to develop successfully at a certain point in its life cycle, the issue of creating its own logistics chain becomes relevant. All this means that additional investments are needed in the existing warehouse infrastructure. The company faces a number of questions:

How to organize warehousing in the market conditions that the enterprise exists;

How to determine the form of ownership of a warehouse?

What should be the dimensions of the warehouse complex?

How to organize the work of the warehouse complex, and then evaluate its effectiveness?

Work in the classroom for this course is built within the framework established by the federal state educational standard. In the classroom, partnerships are formed between the teacher and students, which makes it possible to bring the situation in the classroom closer to market realities.

The purpose of the interdisciplinary course "Evaluation of the profitability of the warehousing system and optimization of intra-production flow processes": to teach the future specialist to organize and evaluate the results of the work of warehouses and warehouse complexes, as well as other flow processes within the enterprise logistics system.

As a result, the student should be able to: Determine the need for inventories for the production of products. Apply the methodological foundations of basic inventory management systems in specific situations. Assess the rationality of the stock structure. Determine the timing and volume of purchases of material assets. Conduct selective inventory control. Calculate the turnover indicators of groups of stocks, compare them with the indicators of previous periods (standards). Organize the work of the warehouse and its elements. Determine the need for storage space, calculate the area of ​​the warehouse, calculate and evaluate storage costs. Choose handling equipment, organize cargo handling in the warehouse (loading, transportation, acceptance, placement, stacking, storage). Calculate the requirements for material resources for the production process. Calculate the transport costs of the logistics system.

As a result of training, a specialist should gain the following knowledge: the basics of warehousing logistics; classification of warehouses, functions; storage options; principles of choosing the form of ownership of the warehouse; the basics of organizing the activities of the warehouse and managing it; the cost structure for warehousing, directions for optimizing the costs of the warehousing system, the principles of warehouse zoning and placement of goods, etc. .

As a result of the training, the student must have the following professional competencies, defined in the Federal State Educational Standards of SPO in the specialty "Operating Activities in Logistics".

PC 2.1. Participate in the development of the infrastructure of the supply organization process and the organizational structure of supply management at the level of the subdivision (site) of the logistics system, taking into account the goals and objectives of the organization as a whole.

PC 2.2. Apply the methodology for designing intra-production logistics systems in solving practical problems.

PC 2.3. Use different models and methods of inventory management.

PC 2.4. Manage orders, stocks, transportation, warehousing, cargo handling, packaging, service.

Topic 1. Warehouse as an element of the logistics system