We standardize working hours. Calculation of the norm of time for the performance of work The normalized time is divided into the following types
Posted On 03/26/2018
Yu.I. Rebrin
Organization and planning of production
Taganrog: TSURE Publishing House, 2006
Brief theoretical part
Normalized time is the time required to perform an operation, work.
Non-standardized time occurs in case of various technical and organizational problems (it is not included in the norm of time).
Normalized time is divided into:
- for the preparatory and final (tp.z.);
– main (tо.с.);
- auxiliary (tvs.);
– organizational services workplace(to.o.);
– Maintenance workplace (t.o.);
- rest and natural needs (te.n.).
The structure of the normalized time (performing an operation, work) (tsht, tshk) is shown in Fig.6.
Fig.6. The structure of piece-calculation time
Preparatory and final time tp.z. - the time spent by the worker on the following tasks:
– receipt and familiarization with technical documentation (drawings, specifications, technological process);
- preparation of equipment (adjustment, readjustment), tools, fixtures, measurers (selection and receipt);
- actions related to the end of processing.
The preparatory and final time is spent on the entire batch of parts (products) and does not depend on its size.
In mass production tp.z. no, as the parts (products) are constantly processed during the entire production period.
The main time toc is the time during which the technological process is directly carried out (the shape, dimensions, physical and chemical properties of the part or product change).
to.c. may be:
– manual;
- machine-manual;
- machine-automatic;
- hardware.
Auxiliary time tv., spent on actions that directly create the possibility of performing work elements related to the main time:
- installation and removal of parts (products);
- fixing and detaching a part (product);
– measurements;
– supply and withdrawal of tools;
– turning the equipment on and off.
In conditions of mass and serial production, when applied group methods processing or instrumental technological processes (thermal, galvanic, etc.), the main and auxiliary times are set for the batch, depending on bandwidth equipment. In this case, the time for one part can be determined by the formulas
where t.par., t.par. - respectively, the main and auxiliary time for a batch of parts (products);
n is the number of parts (products) in a batch (in a cassette, pallet, etc.).
Time of organizational maintenance of the workplace to.о. - time for cleaning up waste and the workplace, receiving and handing over tools, measuring instruments, instruments, accepting the workplace from the shifter, etc., spent during the shift.
Workplace maintenance time t.o.:
– time for lubrication, re-adjustment, changing a dull tool, etc. during the shift.
Time for rest and natural (personal) needs ten. is installed to maintain the working capacity of the worker during the shift.
In accordance with the above classification of the cost of working time, its structure is established (Fig. 6.) and a technically justified time norm is calculated.
Unit time norm tpcs. – used in mass production:
.
Time to.to. and ten. usually expressed as a percentage of the operational time top. Then
tpcs. = top. (1 + Koto. + Ken.),
where Koto. and Ken. - shares of time (from top.), respectively, for organizational and technical maintenance and rest and natural needs.
Norm of piece-calculation time tshk. - used in mass production, where there is a large specific gravity preparatory-final time:
;
where n is the number of parts (products) in the batch.
Output rate - the amount of products that must be produced by a worker per unit of time (hour, shift, etc.)
where Nv is the production rate, units;
Fr.v. - working time fund certain period time (shift, month, year), in minutes, hours
Task number 7
According to the initial data in Table. 7 define:
- the rate of piece-calculation time for processing the part;
– shift rate of production of parts.
Table 7
Labor rationing methods
The concept of labor rationing
Regulations labor rationing includes the initial values that are used in calculating the duration of the performance of the relevant work under certain organizational and technical production conditions. For example, time standards are able to establish the necessary time spent on the implementation of individual elements of a technology or work process. The object of developing time standards is represented by elements of the labor and technological process, including types and categories of working time costs.
Labor rationing methods
Labor rationing methods are methods for researching and designing labor processes in order to establish cost and labor standards. There are two main methods of labor rationing: summary and analytical
The total method includes an experimental, experimental-statistical method and a comparison method. Summary methods are characterized by the setting of time standards for the operation as a whole. In this case, there is no analysis of the labor process, the rationality of the implementation of techniques and the time spent on their implementation are not considered. Here, the definition of norms is based on the use of statistical data on the actual costs of working time.
The summary method involves setting labor standards in the following ways: experienced or expert method, experimental-statistical method, method of comparison or analogy.
Analytical methods of labor rationing
Analytical Methods labor rationing includes calculation, research, as well as mathematical and statistical methods.
Analytical methods divide the labor process into elements.
At the same time, the design of a rational mode of operation of the equipment and methods of work of workers takes place, the norms are determined in accordance with the elements of the labor process, taking into account the specifics of the relevant workplaces and production units. Analytical methods set the rate for each operation.
Research Methods
Research methods of labor rationing are determined on the basis of a study of the costs of working time, which are necessary for the performance of a labor operation. These studies are carried out by chronometric observations, before which all shortcomings in the organization of workplaces are eliminated. Further, the normalized labor operation is divided into elements, with the definition of fixing different points. Specialists establish the composition and sequence of execution of the elements of the labor operation, determining the duration of the projected elements of the operation using timing.
At the end of the calculations, labor standards and elements of the operation are determined. After the operation as a whole, an experimental check is made.
Calculation methods
Calculation methods of labor rationing establish labor standards based on the originally developed time standards and equipment operation mode. In this case, the labor operation is divided into several stages, including receptions and labor movements. Next, the rational content of the elements of operations is established, as well as the sequence of their implementation.
Subsequently, the composition and structure of the operation as a whole is designed. The time norms for the elements of the operation can be determined on the basis of the time norm or calculated in accordance with the norms of the equipment operating modes. The calculation is made both according to the time standards and according to the calculation formulas, which establish the dependence of the execution time of individual elements of the operation or the entire operation as a whole on the factors affecting the execution time.
Mathematical-statistical method
Mathematical and statistical methods of labor rationing involve the establishment of a statistical dependence of the norm of time on factors that affect the labor intensity of the rated work.
The use of this method may require the availability of computer equipment, certain software.
Calculation of the norm of time for the performance of the service
Mathematical and statistical methods of labor rationing also require suitably trained raters. If all these requirements are met, then the application of the method will be effective.
Examples of problem solving
Classification of working hours
Working time for the performer of works is divided into working hours (during which the worker performs one or another work, provided or not provided for by the production task) and break time in work (during which the labor process is not carried out for various reasons). The structure of the working hours of the worker is shown in Figure 6.1.
So, working hours divided into two types of costs: production task execution time (TPROIZ) and working time not stipulated by the production task (TNEPROIZ) - the time spent on the implementation of non-characteristic this employee operations that can be eliminated.
Production lead time includes the preparatory-final, operational and maintenance time of the workplace.
Preparatory-final time (TPZ)- this is the time spent on preparing yourself and your workplace for the performance of the production task, as well as on all actions to complete it. To this species working time costs include the time of obtaining a production task, tools, fixtures and technological documentation, getting acquainted with the work, receiving instructions on the procedure for carrying out work, adjusting equipment for the appropriate mode of operation, removing fixtures, tools, handing over finished products OTC, etc. Since a feature of this category of time costs is the fact that its value does not depend on the amount of work performed on a given task, then in large-scale and mass production per unit of production this time is insignificant in size and is usually not taken into account when setting standards.
Operational time (TOPER)- this is the time during which the worker performs the task (changes the properties of the object of labor); is repeated with each unit or a certain volume of products or works. During machine work it is divided into main (technological) and auxiliary.
Basic (technological) time (TOSN),- this is the time spent directly on the quantitative and (or) qualitative change in the object of labor, its condition and position in space.
During auxiliary time(TVSP) actions necessary for the implementation of the main work are performed.
Norms of time, production and maintenance: what's the difference?
It is repeated either with each processed unit of production, or with a certain volume of it. Auxiliary time includes the time for loading equipment with raw materials and semi-finished products, unloading and removing finished products, installing and fixing parts, moving objects of labor within the working area, controlling equipment, monitoring the quality of manufactured products, etc.
The time costs associated with caring for the workplace and maintaining equipment, tools and fixtures in working order during the shift are attributed to workplace service time (TOBSL). In machine and automated processes it includes the time of technical and organizational maintenance of the workplace.
By the time of maintenance of the workplace (TOBSL.TECHN) refers to the time for maintenance of the workplace in connection with the performance of this operation or specific work(replacement of dull tools, adjustment and readjustment of equipment during operation, removal of production waste, inspection, cleaning, washing, lubrication of equipment, etc.).
Organizational service time (TOBSL.ORG) - this is the time spent by the worker to maintain the workplace in working condition during the shift .. It does not depend on the characteristics of a particular operation and includes the time spent on accepting and handing over a shift, laying out at the beginning and cleaning at the end of a change of tools, documentation and other necessary for work objects and materials, etc.
In some industries (coal, metallurgical, food, etc.), the time spent on servicing the workplace is not allocated, but refers to the preparatory and final time.
Working hours not provided for by the production task, - the time spent by the employee on the performance of casual and unproductive work. The performance of unproductive and casual work does not provide an increase in production or improve its quality and is not included in the piece time. These costs should be the subject of special attention, since their reduction is a reserve for increasing labor productivity.
Chart Runtime (TSL.RUB)- this is the time spent on performing work not provided for by the production task, but caused by production necessity (for example, transportation of finished products performed instead of an auxiliary worker, going for orders, technical documentation, raw materials, blanks, tools, searching for a master, adjuster, tool; auxiliary and repair work provided for by the task, etc.).
Figure 6.1 - Classification of the costs of the contractor's working time
Non-productive work execution time (TNEPR.WORK)- this is the time spent on the performance of work not provided for by the production task and not caused by production necessity (for example, manufacturing and correcting manufacturing defect, removing excess allowance from the workpiece, etc.)).
In addition to the above, depending on the nature of the employee's participation in the performance of the production operation, the operating time can be divided into:
- handmade time(without the use of machines and mechanisms);
- time of machine-manual work performed by machines with the direct participation of an employee or by an employee using manual mechanisms;
- observation time for the work of equipment (automated and instrumental work);
- transition time(for example, from one machine to another in multi-machine maintenance).
Observation time, as noted, it is typical for automated and instrumental industries.
It can be active and passive. Active surveillance time for the operation of the equipment is the time during which the worker closely monitors the operation of the equipment, the progress of the technological process, compliance with set parameters to ensure the required quality of products and serviceability of equipment. During this time, the worker does not perform physical work, but his presence at the workplace is necessary. Time of passive observation the operation of the equipment is the time during which there is no need for constant monitoring of the operation of the equipment or technological process, but the worker does it for lack of other work. The time of passive observation of the operation of the equipment should be the subject of particularly careful study, since its reduction or use for other necessary work is a significant reserve for increasing labor productivity.
Considering the structure of the cost of working time in machine, automated, hardware processes in the time of work, it is also advisable to allocate overlapped and non-overlapped time.
Overlap time- the time for the worker to complete those elements of work that are carried out simultaneously with the machine or automatic operation of the equipment. Overlapping can be the main (active observation) and auxiliary time, as well as time related to other types of work time costs. non-overlapping time - the time for performing auxiliary work and maintenance work at workplaces with the equipment stopped. Increasing the overlap time can also serve as a reserve for productivity growth.
As noted, work time includes and break time. Allocate regulated and unregulated breaks.
Time of regulated breaks (TREG.PER) work includes:
- time of breaks in work due to technology and organization of the production process (for example, the time of a break in the work of the driver during the slinging of the lifted load by the workers) - their elimination is practically impossible or economically impractical;
- breaks for rest and personal needs, associated with the need to prevent fatigue and maintain the normal performance of the employee, as well as necessary for personal hygiene.
Time of unscheduled breaks in work (TNEREGL.PER)- this is the time of interruptions caused by a violation of the normal course of the production process or labor discipline. It includes:
- interruptions due to disruption of the normal course of the production process can be caused by organizational problems (lack of work, raw materials, materials, incompleteness of parts and blanks, waiting Vehicle and auxiliary workers, waiting for acceptance or control of finished products, etc.) and technical reasons (waiting for equipment repair, tool replacement, lack of electricity, gas, steam, water, etc.).
Sometimes these types of unscheduled breaks are called breaks for organizational and technical reasons;
- breaks caused by violation of labor discipline, may be associated with being late for work or leaving it prematurely, unauthorized absences from the workplace, extraneous conversations, activities not related to work. They also include excessive (compared to the established regime and standards) rest time for employees.
When analyzing the cost of working time in order to identify and subsequently eliminate the loss of working time and their causes, all the working time of the contractor is divided into productive costs and lost working time. The first group includes the time of work to fulfill the production task and the time of regulated breaks. These costs are the object of rationing and are included in the structure of the time norm. Loss of working time includes the time of performing unproductive work and the time of unscheduled breaks. These costs are subject to analysis in order to eliminate or minimize them.
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Calculation of technical norms of time for performing welding operations
Norm of time
The most common form of measuring labor costs is the time rate, in which costs are measured in standardized man-hours (standard hours).
(For example, the norm for the manufacture of product "A" is 16 man-hours, the norm for the production of 1 m of fabric "K" is 38 man-min.)
Norm of time (Nvr.) - this is a reasonable time spent on performing a unit of work (one production operation, one part, product of one type of service, etc.) by one or a group of employees of a specified number and qualifications in specific production conditions.
Time limit in general view calculated using the following formula:
H vr \u003d t pz + t op + t about + t ex + t pt,
where H vr - the norm of time per unit of production
t pz - preparatory and final time
t op - operational time
t about - time to service working time
t ex - time for rest and personal needs
t pt - time of breaks due to technology and organization of the production process.
Time norms have many varieties and occupy a central place in the calculation of labor standards, since other types of norms are determined on their basis.
They apply time standards both for labor rationing of workers of any professions engaged in the performance of heterogeneous work during the shift, and for labor rationing of specialists different levels and directions.
Time standards are one of the types of labor standards that help ensure the effective operation of organizations.
Production rate
The production rate is the amount of work in pieces, meters, tons (other physical units) that must be performed by one employee or a group of employees of a specified number and qualifications per unit of time (hour, shift, month) in specific organizational and technical conditions.
The production rate in general terms is calculated by the formula:
H in \u003d T cm / H vr,
where H in - the rate of output per shift;
T cm - the duration of the shift;
H vr - the norm of time per unit of work (product).
At the same time, it is established in those cases when the same regularly repeated work (operation) is performed during the shift. For example, the rate of production of products "B" is 260 pieces. per shift, the rate of production of material "C" - 85 m.
Labor rationing: just about serious
The indicator of the norm of production is recommended to be used where the indicator of the norm of time has a relatively small value. So, if the norm of time for the production of the part "D" is 12 sec / piece. and, accordingly, the production rate of this part is 300 pieces per hour.
Performance standards are one of the types of labor standards that help ensure the effective operation of organizations.
Calculation of the preparatory-final time
The preparatory and final time Tpz is spent on setting up the equipment to perform each processing operation. In conditions of mass production, when changeover is not required, the value of the preparatory-final time is zero.
Calculation of norms of time and norms of production
In other industries, the setup time does not depend on the size of the batch of parts. This time can be reduced by using group processing methods, in which fasteners and cutting tools are largely saved when changing equipment from processing a part of one name to processing parts of other names.
For CNC machines, the preparatory and final time is summed up from three components: the time for mandatory receptions, the time for additional receptions and the trial processing time of the workpiece. Specific values can be taken from the technical literature tables.
The necessary time costs include the following: the time of installing and removing the clamping device or reconfiguring the clamping elements, installing the program carrier or calling the control program (NC), checking the NC in the accelerated processing mode, setting the relative positions of the coordinate systems of the machine and the workpiece, as well as the time of placing tools.
Additional time is spent on receiving and handing over technological documentation, familiarizing with the documentation, inspecting workpieces, instructing the master, receiving and handing over technological equipment.
The trial processing time is formed as the sum of the time for processing the part according to the NC (cycle time) and for performing techniques related to trial work moves and accuracy control, calculating the correction values for the position of the cutting tool tips and entering these values into the memory of the CNC device.
It is possible to simplify the appointment Tpz, having calculated the values of the preparatory-final time according to the formulas that establish the dependence Tpz, min from the number of tools K pcs and cycle time tc = tо + tv, min:
for drilling machines Tpz = 28 + 0,25To + t c;
for boring Tpz = 47 + To + tc;
for milling Tpz = 36 +To+t c;
for turning Tpz= 24 + 3To + 1,5 t c.
Basic time calculation
regular time to- this is the direct cutting time, the time during which chip removal occurs. For all types of processing, there are calculation formulas, the essence of which is to divide the path L (mm) of the cutting tool by the minute feed smin (mm / min), i.e. on the speed of movement of the tool relative to the workpiece (not to be confused with the cutting speed). To calculate the main time, those columns of the electronic calculation table are used, in which the length of the tool moves is entered, equal to the length of the surface to be treated and the overruns of the tools; processing diameter or cutting tool diameter; the amount of allowances; cutting depth; number of tool teeth; cutting speed. The spindle speed and the number of strokes, equal to the ratio of the allowance to the depth of cut, the computer will calculate independently. It is most advisable to have a calculation table, in the lines of which to write down all the working strokes, and in vertical columns - the length of the strokes, the diameters of processing and the diameters of the cutting tools, the number of working strokes, all types of feeds (per tooth, per revolution, minute), the number of teeth of tools, cutting speed. An example of calculation is given in Appendix 5. The cutting speed and feed must be taken from section 7.8 "Cutting Data Calculation". The computer will calculate the spindle speed using the formula 
.
It is necessary to pay special attention to the fact that the formula is entered in the cells of the calculation table to = L / s min. It applies to turning, milling, countersinking, drilling and other types of machining in which the workpiece or cutting tool rotates. When planing, pulling, gear cutting, flat grinding, and in a number of other cases, the main time is determined by other formulas, which must be entered in the corresponding cells of the Excel table.
Rationing of labor, its main tasks
Working time structure
Methodology for recording working time
Labor rationing- one of the main functions of production management, which includes the establishment of the time spent on the performance of work by specific employees and the establishment of labor standards, that is, norms of time, output, population standards, etc., established in accordance with the achieved level of technology, technology, organization of production and labor .
The most important tasks of labor regulation are:
- improving the organization and productivity of labor;
- reducing the complexity of products;
- increase in production volumes;
- effective use of the labor potential of employees, etc.
Labor rationing also makes it possible to determine the amount of individual remuneration for each employee, taking into account the quality of the work performed by him and to assess the loss of working time and their impact on the performance of the employee's main tasks.
Before proceeding to the study of the methodology for calculating the norms of time for the performance of a particular work, it is necessary to understand the structure of working time.
Work time is the time during which the employee must perform his labor obligations in accordance with work schedule and his job description(the structure of working time is shown in the figure).
Working time structure
Working time consists of working time and break time.
Working hours- this is the part of the working time during which the employee performs certain work in accordance with the order of the management or according to the job description.
3 components of working time:
1) preparatory and final time;
2) operational time;
3) the time of maintenance of the workplace.
Preparatory and closing time- this is the time spent by the worker to prepare for the performance of the given work and the actions associated with its completion. The peculiarity of the preparatory-closing time is that its value does not depend on the amount of work, therefore, when the same work is performed for a long time, the preparatory-closing time per unit of work will be insignificant.
operational time is the time spent directly on the performance of a given task. It is divided into main and auxiliary time.
regular time is the time spent by the worker on the performance of his main work. Moreover, this process can be carried out directly by the worker or under his supervision (for example, the time to lift, move and lower the load; the time to actively monitor the progress of the hardware process and to adjust it).
Auxiliary time- this is the time spent by the worker on the activities that ensure the completion of the main work. It is repeated with a certain amount of work. Auxiliary are also the time spent on the movement of the worker necessary to perform operations and other similar work.
Workplace service time- this is the time spent by the worker on the care of the workplace and maintaining it in a condition that ensures productive work during the shift.
Break times- time, including regulated (time for rest and personal needs) and unregulated breaks (violations of labor discipline, violations of the sequence of the production process, etc.).
You can organize the accounting of working time using a methodology that is designed to calculate the labor intensity of work performed at enterprises, is based on the study of the cost of working time through observations and includes chronometric observations and photographic observations (photo of working time).
Note
The lunch break is not included in the working time.
Timing observations- this is the study of the operation by observing and studying the costs of working time for the implementation of individual constituent elements of the operation, which are repeated many times during the work.
Note!
The purpose of timing is to obtain initial data for the development of time standards, the establishment of time standards for individual operations.
Photosurveillance (photography of working time)- observation and measurement of all, without exception, the costs of working time during the shift in the order of the actual sequence of these costs. A photograph of working time allows you to accumulate the necessary material for rationing the preparatory and final time, the maintenance time of the workplace, and rest time.
Accounting for working time: methods and stages
Tracking working hours with a photo of a working day
Let us consider the features of using a photograph of a working day to standardize the labor of the main production workers of industrial enterprises.
Stage 1. Determine the purpose of photo surveillance
The purpose of photographic observation is to establish the norms for the preparatory and final time, the time for servicing the workplace and the time for rest and personal needs.
Note
A photograph of working time is not used to normalize operational time - chronometric observations are used for this.
Stage 2. We select the object of observation
It is important to choose the right employees when conducting observations, on the basis of which standards will be established, standards will be developed. The intensity of labor different employees due to psychophysical characteristics, it is different, and the norm should provide for an average intensity of labor.
Observations should be carried out for employees whose qualifications correspond to the category of work and who have work experience of at least 2 years.
Stage 3. Determine the number of observations
To ensure sufficient accuracy of the results, depending on the type of production, it is recommended to carry out from 5 (for single and small-scale) to 20 (for mass) photo observations, generalizing the results obtained.
Stage 4. We carry out photo observations
Carrying out photographic observations consists in a detailed and consistent declaration of all operations performed by the employee at the workplace. Photographing is carried out from the moment the work shift begins, while the start time and end time of the observed operations are recorded. Recording can be made including using a video surveillance system.
To obtain results with a high degree of reliability, observations are recommended to be carried out for different performers.
Stage 5. Processing the results of the photo of working time
Processing the results of photographs of working time involves the analysis of the material, as well as entering the results of the observation into the observation list (Table 1).
Table 1
Observation Sheet No. 1
|
No. p / p |
current time |
Duration in minutes |
Index |
||
|
clock |
minutes |
||||
|
Preparation of tools and equipment. |
|||||
|
Cleaning the workplace at the end of the working day |
|||||
|
Time for natural needs |
|||||
The observation sheet indicates all the actions of the performer and breaks in work in the order in which they actually occurred, while fixing the current end time of each type of time expenditure, which, in turn, is the beginning of the next type of expenditure. Each entry shows either what the performer did, or what caused his inaction.
Paragraphs 1, 7, 23, 24, 25 reflect the preparatory and final work, maintenance of the workplace, time for personal needs. All other time costs are referred to operational time. Mentioned items are needed to determine the ratio of these types of time to operational time.
After filling in columns 1-4 of the observation sheet, the duration of each of the elements is calculated by subtracting the previous measurements from each subsequent measurement of the current time. The results are entered in column 5. Column 6 indicates the index of time spent, that is, the characteristic of the type of work time spent in accordance with the classification (Table 2).
table 2
Indexation of working hours
|
Index |
Decryption |
|
Time (duration) of work |
|
|
Time (duration) of breaks |
|
|
Preparatory and closing time |
|
|
operational time |
|
|
regular time |
|
|
Auxiliary time |
|
|
Workplace service time |
|
|
Rest time |
|
|
Time for natural needs |
|
|
Time for rest and natural needs |
|
|
Break times for non-working reasons |
|
|
Break times for work-related reasons |
Based on the results of observations, a summary of the elements of the preparatory and final time, time for servicing the workplace and time for rest and personal needs is compiled (Table 3).
Table 3
Summary of set-up time elements (time for maintenance of the workplace, time for rest and personal needs)
|
No. p / p |
Index |
Name of working hours |
Observation sheet number |
Mean |
||||
|
23.11.2015 |
25.11.2015 |
26.11.2015 |
08.12.2015 |
16.12.2015 |
||||
|
Duration, min |
||||||||
|
Preparation of tools and inventory |
||||||||
|
Workplace cleaning |
||||||||
|
Cleaning of tools and inventory. Delivery to the warehouse |
||||||||
|
Time for natural needs (total per day) |
||||||||
With the help of a photograph of working time, the percentage of preparatory and final time (time for servicing the workplace and time for rest and personal needs) of the operational time is determined.
We will carry out calculations based on the fact that the duration of the working day is 8 hours:
- preparatory and final time - 0.11 of the operational time:
45 min. / (8 h - 30 min. - 15 min. - 15 min. - 10 min.);
- time for maintenance of the workplace - 0.037 of the operational time:
15 minutes. / (8 h - 30 min. - 15 min. - 15 min. - 10 min.);
- time for personal needs - 0.024 of the operational time:
10 minutes. / (8 h - 30 min. - 15 min. - 15 min. - 10 min.
Accounting for working time using chronometric observations
Stage 1. We analyze the list of work performed and divide the studied normalized types of work into constituent elements - operations, elements of operations, techniques, complexes of techniques, actions, etc.
Stage 2. We establish exact boundaries (fixing points) for the studied operations
Fixing points are the moments of the beginning and end of the execution of the operation (element of the operation). It is at these moments that time measurements begin and end.
Fixing points must be clearly defined by outward signs(visible or audible).
Stage 3. Determine the number of timing observations
The number of necessary observations depends on the serial production:
- mass - 8-12 observations;
- large-scale - 6-10 observations;
- serial - 5-8 observations;
- small-scale — 4-6 observations.
Stage 4. Determine the object of observation
To identify the most rational methods of work, you should observe front-line employees.
If it is necessary to establish time standards for work performed by several employees, then several people are selected from them who have an average level of performance for the group and work experience in the specialty of at least 2 years.
With the number of 2-3 people in the group, it is enough to observe one; with a number of 4-5 people - for two; with a number of 6-8 people - for three, etc.
Stage 5. Timing observations
They should be carried out after 50-60 minutes. after the start of work and 1.5-2 hours before the end of work. It is not advisable to take measurements on the first and last day of the working week.
Let us consider the procedure for conducting chronometric observations using the example of small-scale production with an average number of observations of 5.
The observer counts the measurement results visually according to the indicators of the stopwatch hand and enters the results of the observations into the time card (Table 4).
Primary data is entered in the format "hours: minutes: seconds". In the future, when processing the results of observations, they are converted into a decimal format (man-hour; man-min.; man-sec.).
Table 4
Time card
|
No. p / p |
Name of operation (element of operation) |
Results of chronometric observations (hour:min:sec) |
Number of results taken into account |
Defective measurements, their cause and duration |
Average operation time (hour:min:sec) |
Stability coefficient, K set |
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|
norm |
fact |
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Operation: Dismantling the A-712.11 sensor |
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Unscrew 4 bolts and open the compartment hatch |
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Disconnect the electrical connector cable from the sensor |
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Loosen 12 screws securing the sensor |
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Remove the sensor together with the rubber gasket |
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|
Install the plug in the place where the sensor was removed. |
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Wrap the sensor with plastic wrap |
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|
Close compartment hatch |
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TOTAL average duration of the operation "Dismantling sensor A-712.11": |
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After carrying out all the measurements, a series of values is obtained that characterizes the duration of the operations (elements of operations), which is commonly called time series.
Stage 6. We analyze the quality of the results obtained
First, we identify and exclude erroneous (defective) measurements from further analysis.
Note
Erroneous (defective) measurements are those measurements, the duration of which greatly exceeds the average duration of the operation or, conversely, is much lower than its value.
Secondly, we analyze the quality of the results obtained through the magnitude of the fluctuations of the values - through the stability coefficient (K set), which shows the ratio of the maximum and minimum measurement results:
K mouth \u003d T max / T min,
where T max - maximum duration execution of this element of the operation;
T min is the minimum duration of the execution of this element of the operation.
Comparing the actual values of the stability coefficients for each element of the operation with its standard value, the quality of timing is determined:
if K mouth. fact ≤ K set. norms, observation is performed qualitatively;
if K mouth. fact > To set. norms, then one or both of the extreme values (maximum or minimum) should be excluded from the series of obtained observational results, provided that they did not repeat more than once.
Note!
The number of excluded values, including erroneous (defective) ones, cannot exceed 15%. If the number of exclusions is exceeded, observations should be re-conducted.
After eliminating one or two extreme values of the observation, it is necessary to re-calculate K mouth and compare it with the standard value. If these results also show that the observations are performed poorly and K const. fact ≤ K set. norms, observations must be repeated from the beginning, further exclusion of values is not possible.
The normative values of the stability coefficient are presented in Table. 5.
Table 5
Normative values of the stability coefficient depending on the serial production and the duration of the operation
|
Duration of the studied element of the operation, sec. |
Standard values of stability factor |
||
|
during machine work |
during machine-manual work |
during manual work |
|
|
Mass production |
|||
|
From 6 sec. up to 15 sec. |
|||
|
Over 15 sec. |
|||
|
Large batch production |
|||
|
From 6 sec. up to 15 sec. |
|||
|
Over 15 sec. |
|||
|
Mass production |
|||
|
Over 6 sec. |
|||
|
Small batch production |
|||
|
Small batch production |
|||
For the small-scale production analyzed by us in manual work normative value K set = 3, its calculated value does not exceed 1.9 (0:02:30 / 0:01:19).
Thus, chronometric observations make it possible to set the average value for the operational time for the execution of work by production workers for the operation "dismantling the A-712.11 sensor" - 0:12:00, or 0.2 man-hours.
Stage 7. Processing the results
On the basis of the remaining results of observations (except for erroneous ones), it is necessary to establish the average duration of the elements of the operation by adding the recorded results and dividing them by the number of observations made.
The classification of working time is presented in Table. 6.
Table 6
Time classification
|
Time |
Types of jobs |
|
Preparatory and final time t pz |
|
|
Main operation time t about |
The list of works related to the section "Main time for the execution of work" is determined by the technology of the work. The main time of the operation is determined according to the data of chronometric observations |
|
Auxiliary execution time of the operation, t in |
The time it takes a worker to move to complete an operation. The auxiliary time of the operation is determined by the data of photographic observations |
|
Workplace service time, t orm |
The service time of the workplace is determined according to photographic observations and is set as a percentage of the operational time |
|
Time for rest and personal needs, t is he |
Time for rest and personal needs is determined according to photographic observations and is set as a percentage of operational time. In addition, rest time is also provided in accordance with the nature of the work performed:
|
We determine the norms for spending time on regulated breaks
Rest time should not be less than 10 minutes. in shift. In addition, all employees, regardless of the type of work, are allocated 10 minutes. for personal needs. Where public places are remote, the time for personal needs is increased to 15 minutes. in shift.
Thus, without the use of correction factors for working conditions, time for rest and personal needs should not be less than 20 minutes. in shift.
Time for regulated breaks, allocated depending on working conditions, is determined as a percentage or in minutes for an 8-hour work shift.
Note
With a shorter or longer working shift, the time for regulated breaks increases or decreases proportionally.
Time for rest allocated for nervous tension. Nervous tension is caused by nervous stress, one of the psychophysiological elements of working conditions, and is caused by a high pace of work, the need for concentration and constant attention, a shortage of time to complete work, the need to ensure the safety of work, etc. (Table 7).
Table 7
Rest time allocated for nervous tension
|
Job Description |
Rest time per shift |
|
|
% of operational time |
||
|
Works of average accuracy. The size of the object of distinction is 1.1-0.51 mm Works on scaffolds with a fence Works related to hearing strain (radio operators, telephonists, etc.) Works in underground workings |
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|
High precision work. The size of the object of distinction is 0.5-0.31 mm Works with responsibility for material values Vehicle driving work Work at a low height without a fence, or with a fence above the molten metal, red-hot hearth of metallurgical units Works on slag downloading, draining and pouring hot metal, marking, cutting hot metal in the rolling stream |
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|
Works of special precision. The size of the object of distinction is 0.3-0.15 mm Working at heights or on unguarded scaffolds when the application individual means safety is not taken into account by labor standards Work with responsibility for the safety of others, with the risk of injury |
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|
Works of the highest precision. The size of the object of distinction is less than 0.15 mm High personal risk jobs |
||
For an uncomfortable working position time is also allocated for rest (Table 8).
Table 8
Time for rest allocated for a working posture
|
Characteristics of the main working postures and movements in space |
Rest time per shift |
|
|
% of operational time |
||
|
Fixed, "sitting" |
||
|
Standing, frequent tilts and turns of the torso |
||
|
Standing with arms outstretched |
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|
Crouching in cramped places, lying down, kneeling, squatting |
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|
Walking 11 to 16 km per shift |
||
|
Walking over 16 km per shift |
||
Time for rest allocated for meteorological conditions. Meteorological conditions at work include:
- temperature (in °C);
- humidity (in %);
- air mobility (m/s);
- infrared (thermal) radiation (cal / cm 2 × min.).
Time for rest is allocated for work with elevated air temperature (Table 9).
Table 9
Rest time depending on the air temperature in the working area
|
Air temperature, ºС |
Rest time per shift |
|
|
% of operational time |
||
With a decrease in relative humidity to 20% and an increase of more than 75%, the rest time should be increased by 1.2 times; with a decrease in humidity to 10% and an increase in it over 80% - 1.3 times.
With heavy physical work, the time for rest allocated for elevated temperature increases by 4 times.
Those working in open work areas at low temperatures are provided with time for warm-up breaks. During this period, the employee naturally rests. Therefore, additional breaks are inappropriate. It is recommended to allocate time for heating for those working in conditions that cause hypothermia of the body.
Time for rest when working with harmful substances. Harmful substances are substances that, upon contact with the human body, in case of violation of safety requirements, can cause occupational injuries, occupational diseases or deviations in the state of health, detectable modern methods both in the process of work and in the long-term life of the present and subsequent generations (GOST 12.1.007-76).
Rest time allocated for lighting. Time for rest due to insufficient lighting is not provided, with the exception of work performed in complete darkness - in this case, 15-20 minutes are allocated for rest. in shift.
Time for rest allocated to employees of a mental type of activity with various labor intensity. At 5 days working week and an 8-hour shift, the duration of the lunch break is 30-60 minutes, and it is recommended to set regulated breaks 2 hours after the start of the work shift and 2 hours after the lunch break lasting 5-10 minutes. each (Table 10).
During regulated breaks, in order to reduce neuro-emotional stress, fatigue of the visual and other analyzers, it is advisable to perform sets of physical exercises, including exercises for the eyes.
|
Break |
Time spending |
Duration |
||
|
% of operational time |
||||
|
morning shift |
||||
|
Scheduled break |
2 hours after start of work |
|||
|
Lunch break |
4 hours after start of work |
|||
|
Scheduled break |
6 hours after start of work |
|||
|
micropauses |
40 sec.-3 min. |
|||
|
Evening shift |
||||
|
Scheduled break |
After 1.5-2 hours from the start of work |
|||
|
Lunch break |
After 3.5-4 hours from the start of work |
|||
|
Scheduled break |
6 hours after start of work |
|||
|
micropauses |
Individually as needed |
40 sec.-3 min. |
||
|
Night shift |
||||
|
Break for meals |
After 2.5-3 hours from the start of work |
|||
|
Scheduled break. Alternate individual rest when the resting person is replaced by an adjuster or another operator |
Deep hours of the night |
|||
|
micropauses |
individually as needed. Every hour (one and a half) of work |
40 sec.-3 min. |
||
The organization of work and rest regimes when working with a PC is carried out in accordance with SanPiN 2.2.2 / 2.4.1340-03 "Hygienic requirements for personal electronic computers and organization of work: sanitary and epidemiological rules and regulations" depending on the type and category labor activity.
Types of labor activity are divided into 3 groups:
- group A - work on reading information from the screen;
- group B - work on entering information;
- group B - creative work in the mode of dialogue with a personal computer.
When performing functions related to different types of labor activity during a work shift, the main work with a PC should be taken to be the one that takes at least 50% of the time during the work shift or working day.
For types of labor activity, 3 categories of severity and intensity of work with a PC are established, which are determined by:
- for group A - according to the total number of characters read per shift, but not more than 60,000 characters per shift;
- for group B - according to the total number of characters read or entered per shift, but not more than 40,000 characters per shift;
- for group B - according to the total time of direct work with a PC per shift, but not more than 6 hours per shift.
Table 11
The total time of regulated breaks depending on the duration of work, type and category of labor activity with a PC
|
The level of load per shift when working with a PC |
Total break time |
||||
|
group A, number of characters |
group B, number of characters |
group B, h |
% of operational time |
||
Note
When working with a PC during the night shift (from 10 p.m. to 6 a.m.), regardless of the category and type of labor activity, the duration of regulated breaks should be increased by 30%.
In the general mode of operation, the following regulations should be followed: at 120 min. work is given 10 min. break for rest and personal needs.
Calculation of indicators of typical norms of time
Indicators of typical time norms are calculated according to the following formula:
H in = t pz + t o + t in + t orm + t he + t y,
where H in - the norm of time;
t pz - preparatory-final time;
t o - the main time of the operation;
t in - auxiliary time of work performance;
t rm - the time of service of the workplace;
t he is the time for rest and personal needs;
t y - time for rest allocated depending on working conditions.
The preparatory and final time, the time for servicing the workplace and the time for rest and personal needs is determined according to the photograph of working time as a percentage of the operational time.
Time for rest, allocated depending on working conditions, can be determined as a percentage of the operational time:
t y= t op × k he,
where t op - operational time of work ( t op = t o + t in);
K he is a coefficient that takes into account the time for rest allocated depending on working conditions.
On the basis of the results of the conducted studies, the indicators of the complexity of performing each operation as part of the work are determined. At the same time, the total coefficient for taking into account the conditions of work (∑K control) is applied to the results obtained, which is calculated according to the following formula:
∑ K control \u003d K 1 + K 2 + K 3 +. . . + K n ,
where K 1 , K 2 , K 3 , ..., K n - coefficients for taking into account the conditions of work.
We apply the coefficients for taking into account the conditions of work. Then the formula for calculating the norm of time will take the following form:
H in = t pz + t o + t orm + t he + ( t op × ∑ K control).
Example
Let's calculate the time rate for the operation "dismantling the A-712.11 unit":
- operational time — 12 min. (0.2 person-hour), established by chronometric observations;
- preparatory-final time - 0.11 of the operational time, established by photographic observations; 0.11 × 0.2 = 0.022 man-hours;
- time for maintenance of the workplace - 0.037 of the operational time, established by photographic observations; 0.037 × 0.2 = 0.0074 man-hours;
- time for rest and personal needs - 0.024 of the operational time, established by photographic observations; 0.024 × 0.2 = 0.0048 man-hours
Now we apply the increasing factors for accounting for working conditions.
The dismantling of the A-712.11 unit involves:
- work with responsibility for material values (from the section "Time for rest allocated for nervous tension"), which is 2% of the operational time;
- standing work, arms stretched up (from the section “Time for rest allocated for a working posture) - 2.5% of the operational time;
- work at a temperature of 25 ºС (from the section "Time to rest depending on the air temperature in the working area") - 1% of the operational time.
The total coefficient for taking into account the working conditions is:
0,02 + 0,025 + 0,01 = 0,055.
Thus, the norm of time for the dismantling of the A-712.11 unit will be:
0.022 + 0.2 + 0.0074 + 0.0048 + (0.2 × 0.055) = 0.25 man-hours, which is approximately 15 minutes.
Thus, the operational time for the dismantling work spent production worker and associated with the direct implementation of dismantling work, is 12 minutes, and the remaining 3 minutes. are distributed to work on maintenance of the workplace, preparatory and final work, time for rest, personal needs, etc.
findings
Accounting labor resources mandatory, but impossible without a system of labor rationing.
Applying the considered methodology for accounting for the costs of working time, it is possible to determine reasonable and, most importantly, labor standards that are closest to reality.
In conclusion, we summarize the basic principles of labor rationing:
- proper organization of work and rest regimes for employees of the enterprise;
- mandatory classification of working hours with a clear definition of the list of works related to each group;
- determination of the type of enterprise depending on the serial production;
- determination of working time groups, which will be normalized with the use of photographic and chronometric observations;
- determination of a group of specialists for whom observations will be established;
- conducting observations with a clear fixation of their results every minute in the appropriate forms of documents (you can use those presented in the article or develop your own forms, fixing them normative act enterprises);
- analysis of the results with an emphasis on the average values of the indicators.
A. N. Dubonosov,
Deputy Head of PEO
9. Organization and management of the material, technical and labor potential of the enterprise
9.7. Labor rationing and determination of the needs for workers and specialists at the enterprise
The main tasks of labor rationing is to establish a measure of labor costs, the specific expression of which are:
a) time standards;
b) production rates;
c) service standards;
d) population norms.
Technical regulation of labor- this is the process of establishing norms for the expenditure of working time in specific organizational and technical conditions.
Norm of time- the time allotted for the production of a unit of output or the performance of a certain work (in hours, minutes, seconds).
Production rate- the amount of output that must be produced by the worker per unit of time.
Service rate- this is the number of pieces of equipment, production areas, etc., established for service by one or a group of workers.
Service time rate- this is the necessary and sufficient time to service a piece of equipment during a certain calendar period (one shift, month).
population rate- this is the number of employees established to service the facility or perform a certain amount of work.
The norms of labor costs can be set for an operation, a product, a work, a complex of works. They differ in period and scope, in the method of establishing, in the degree of consolidation, in the method of construction, etc.
The classification of labor costs is shown in fig. 9.8.
Rice. 9.8. Classification of labor standards
Work time, spent at the workplace is divided into:
- normalized time;
- non-standardized time.
Normalized time is the time it takes to complete an operation or work.
Irregular time occurs in case of various technical and organizational problems (not included in the norm of time).
The normalized time is divided into:
- preparatory and final (t p.z);
- main (t os);
- auxiliary (t sun);
- organizational service of the workplace (t o.o.);
- maintenance of the workplace (t t.o);
- intended for recreation and natural needs (t e.n).
The structure of normalized time (performing an operation, work) is shown in fig. 9.9.
Rice. 9.9. The structure of piece-calculation time
Preparatory and final time t p.z - the time spent by the worker to perform the following work:
- receiving technical documentation and familiarization (drawings, specifications, description of the technological process;
- preparation of equipment (adjustment, readjustment), tools, fixtures, measurers (selection and receipt);
- actions related to the end of processing.
The preparatory and final time is spent on the entire batch of parts (products) and does not depend on its size.
In mass production, there is no t p.z., since parts (products) are constantly processed throughout the entire production period.
The main time t os is the time during which the technological process is directly carried out (the shape, dimensions, physical and chemical properties of the part or product change).
Time t o.s can be:
- manual;
- machine-manual;
- machine-automatic;
- hardware.
Auxiliary time t is spent on the performance of individual elements of work:
- installation and removal of parts (products);
- fastening and unfastening of a part (product);
- measurements;
- supply and withdrawal of tools;
- turning on and off the equipment.
In the conditions of mass and serial production, when group processing methods are used or when instrumental technological processes (thermal, galvanic, etc.) occur, the main and auxiliary times are set per batch, depending on the throughput of the equipment. In this case, the time for one part can be determined by the formulas
where t os.par, t v.par - respectively, the main and auxiliary time for a batch of parts (products); n is the number of parts (products) in a batch (in a cassette, pallet, etc.).
Time of organizational maintenance of the workplace t o.o- time for cleaning up waste and the workplace, receiving and handing over tools, measuring instruments, devices, accepting the workplace from the shifter, etc., spent during the shift.
Workplace maintenance time t.o- time of lubrication, readjustment, change of a dull tool, etc. during the shift.
Time for rest and natural (personal) needs t e.n is installed to maintain the worker's efficiency during the shift.
In accordance with the above classification of the cost of working time, its structure is established (Fig. 9.9) and a technically justified norm of time is calculated.
Unit time rate t pcs- used in mass production:
Time t o.t.o and t e.n is usually expressed as a percentage of the operational time t op. Then
t pcs \u003d t op (1 + K o.t.o + K e.n),
where K o.t.o and K e.n - share of time (from t op), respectively, for organizational and technical maintenance, as well as rest and natural needs.
Norm of piece-calculation time t sh used in serial production, where the proportion of preparatory and final time is large:
or for a batch of parts (products)
where n is the number of parts (products) in the batch.
In production with inevitable technological losses, the unit time rate is set taking into account the yield of good parts (t pcs. good):
t pcs. good = t pcs K v.g,
where K v.g - yield coefficient of suitable parts (products),
When processing parts (products) on automatic equipment (installations, thermal units, stands, etc.), the operational or main time is determined on the basis of the passport data of the equipment or calculations of the performance of this equipment.
Service time rate t n.o:
t n.o \u003d t n Q k d,
where t n - the rate of time per unit volume of work, min;
Q - the number of units of the volume of work performed during a given calendar period (conditional units of equipment);
k d - coefficient of additional functions of this categories of workers not taken into account by the norm (for example, the functions of accounting, briefing, etc.).
Analytical research the method of establishing labor standards is based on the study of the cost of working time through observations and includes:
- direct measurement of time values (timing and photograph of the working day);
- photography method momentary observations.
Timing- a method of studying the costs of working time of repeatedly recurring manual and machine-manual elements of operations by measuring them. It is used (mainly) in large-scale and mass production to establish the current standards and verify the standards established by calculation. The object of the study is the operation and its elements, and its purpose is to establish the main and auxiliary time or time spent on individual labor methods. Timing is continuous and selective. With continuous timing, its object is all elements of operational time, and with selective timing, individual elements of operational time or a technological operation are measured.
Work day photo- this is an observation carried out to study all the costs of working time during a shift or part of it. They can be individual, group, brigade, etc. Photo Purpose:
- identification of losses of working time;
- establishing the causes of losses;
- development of measures to eliminate losses;
- obtaining data on the need for the number of employees, as well as to create time standards.
Method of instant observations allows you to determine the value of the cost of working time, without resorting to their direct measurement. It is used when observing a large number of objects. The method is based on the use of the provisions of the theory of probability, and its essence is to replace the continuous fixation of time during direct measurements ( regular photos) taking into account the number of observed moments.
The data obtained allow us to determine the specific weight and absolute values of the time spent on the elements.
Calculation and analytical method for establishing labor standards provides for the establishment of labor standards based on the application of labor standards and calculation formulas. It allows you not to resort to time-consuming processes of timing and photography every time. Labor standards are set before the introduction of the operation into production, which significantly reduces the cost of their establishment. The labor standards are:
- from the standards of processing modes and equipment productivity;
- standards of time spent on the performance of work elements;
- norms of labor costs for servicing a piece of equipment of one worker or team.
To determine most of the standards, timekeeping and a photograph of the working day are used. Thus, the research method is the basis for labor rationing.
Labor standards are divided into:
- into differentiated (elemental);
- enlarged.
differentiated(elemental) standards are set on individual tricks and labor activities.
Enlarged standards- this is the regulated time spent on the implementation of a complex of labor methods, united in one group.
Determining the needs of the enterprise in workers and specialists
The composition of the company's employees is divided into:
- for industrial and production personnel (PPP);
- non-industrial personnel.
The structure of the personnel of the enterprise is shown in fig. 9.10.
Rice. 9.10. Enterprise personnel structure
The division of personnel into categories may be different than shown in Fig. 9.10. These categories are determined by the enterprise independently. With increasing automation production processes the share of labor costs of the main contingent of production workers is decreasing and the share of labor costs of the main contingent of production workers is increasing, not to mention flexible integrated production, where the main, auxiliary and service processes are integrated into a single production process.
In many Western firms, personnel are divided into the following categories:
- management personnel;
- employees;
- qualified workers and technical personnel;
- semi-skilled workers;
- unskilled workers.
The number of main production workers is determined on the basis of the calculation of the labor intensity of the production program and the balance of time for one worker.
The number of production workers-pieceworkers (P sd):
where t pr - the complexity of the production program (standard hours);
K v.n - the coefficient of compliance with the norms;
F pr - useful time fund of one worker per year (h).
where D g is the number of working days in a year;
T cm - the number of working hours per shift;
To tsn - the coefficient of loss of working time for all-day absenteeism (holidays, illness, childbirth, etc.);
K pv - loss coefficient for intra-shift downtime.
The number of production workers-time workers and auxiliary workers is established according to staffing tables, which shows the attendance, which is determined by the number of jobs in accordance with production technology, service standards and shift work.
The calculation of the need for engineers, employees, MOS and security is carried out in accordance with the enterprise management structure and staffing.
The number of guards and fire departments is determined by the number of guard posts, service standards and mode of operation, and the number of students is determined in accordance with the additional need for workers or taking into account compensation for their loss.
| Previous |
Production rate. Technical norm of time. Auxiliary time. Basic (technological) time.
Technical regulation establishes the norm of time, i.e., the time required to perform a given operation under certain production conditions.
According to the norm of time for an operation, the time spent on the entire program for the production of parts is calculated, the required number of workers, machines, the amount of electricity are determined, the needs for grinding wheels are established, etc.
In accordance with the norms of time, a production plan is drawn up for the site, workshop, plant as a whole. Depending on the time spent, workers are paid. The time spent on the operation characterizes labor productivity. The less time spent on one operation, the more parts will be processed per hour or shift, i.e., the higher labor productivity.
The production rate is understood as the number of operations (volume of work) that a worker can perform per unit of time (per shift, per hour). Knowing the duration of the shift (420 minutes, with a 7-hour working day or 480 minutes, with an 8-hour working day) and the norm of time for one operation (T), determine the production rate (420: T or 480: T).
The norm of time is not a constant value, since with an increase in labor productivity the norm of time decreases and the norm of production increases.
When determining the norm, the best organization of labor and workplace maintenance is provided, that is, the norm should not include loss of time due to organizational problems in servicing the workplace.
The qualification of the worker must correspond to the work performed; the machine operator must not perform such work that is required to be performed by auxiliary workers.
The norm should also not include the loss of time to correct the marriage or parts manufacturing, instead of the rejected ones.
When calculating the norm of time, the actual cutting conditions for a given operation, normal processing allowances, the use of a specific tool and fixture should be taken into account.
The technical norm of time for an operation consists of two main parts: the norm of piece time and the norm of preparatory and final time.
Under the norm of piece time is understood the time spent on processing the part on the machine.
The norm of preparatory and final time is understood as the time that is spent on getting acquainted with the drawing or operational sketch and the technological process of performing the operation, on setting up the machine, installing and removing tools (grinding wheels) and fixtures, as well as on performing all the techniques associated with the completion of a given task. work - delivery of finished products to the controller, delivery of tools to the tool pantry, etc.
The preparatory and final time is spent once for the entire batch of simultaneously processed parts. In mass production, the same operations are performed on the machines. Therefore, the worker should not change the device, tools, get acquainted with the drawings and technological maps for the manufacture of the part repeatedly. It does this once before performing this operation.
Consequently, in mass production, the preparatory-final time is not included in the technical norm. The processing time of a batch of parts in mass production is determined by the formula
T party \u003d T piece n + T pz,
where T desks - the norm of time per party, min; T piece - piece time, min;
n is the number of parts in a batch, pieces; T pz - preparatory and final time, min. From this formula, you can determine the time to manufacture one part, if you divide the right and left parts by the number of parts in the batch
where T shtk - the norm of piece-calculation time, i.e., the time for the operation, taking into account the preparatory and final time. The value of T pz can be taken in the normalizer's reference books.
It can be seen from the formula that the larger the batch of parts processed on the machine, the smaller the fraction and, therefore, the smaller T piece.
The following values are included in the standard piece time:
T piece \u003d T o + T in + T obl + T from,
where T about - the main (technological) time, min; T in - auxiliary time, min; T service - time of service of the workplace, min; T from - time of breaks for rest and natural needs, min.
The main (technological) time T about is the time during which the shape and dimensions of the workpiece change. The main time can be:
a) machine, if the change in shape and size is made on the machine without the direct physical impact of the worker, for example, grinding on a machine with automatic feed of the grinding headstock;
b) machine-manual, if the change in shape and size is carried out on the equipment with the direct participation of the worker, for example, grinding on a machine with manual feed of the grinding headstock;
c) manual, if the change in the shape and size of the part is done manually by the worker, for example, locksmith work - scraping, filing the surface, etc.
The main machine time when grinding by the method of multiple passes is calculated by the formula
The main machine time when grinding by the plunge method is determined by the formula
In these formulas, the following designations are accepted: l - stroke length of the desktop when grinding this part, mm; q - allowance per side, mm; n is the number of revolutions of the part per minute; s pr - longitudinal feed per one revolution of the part, mm / rev; s pp - transverse feed per one stroke of the table (depth of cut), mm / stroke or mm / min, with plunge grinding;
K - coefficient taking into account the time for the spark output, is taken from 1.1 to 1.5. The length of the stroke l when grinding with longitudinal feed is determined by the formula l=l d -(1-2m)*B, where l d is the length of the grinding surface in the direction of the longitudinal feed, mm; m is the overrun of the circle beyond the limits of the ground surface in fractions of the height of the circle; B - circle height, mm. If it is necessary to determine the number of double strokes of the table in min n dx, then it is necessary to find the minute longitudinal feed and the length of the stroke, and then use the formula
where s CR - longitudinal feed per revolution of the part; n d - the number of revolutions of the part. In turn, between the reverse feed s pr mm / rev and the feed in fractions of the height of the circle s d per one revolution of the part, there is a dependence s pr \u003d s d B.
Substituting these values into the formula, for s m we get:
s m \u003d s pr * n d \u003d s d * B * n d mm / min.
When determining the number of revolutions of a part, when its diameter and rotation speed are known, use the formula
where v d - speed of rotation of the part, m/min;
d d - part diameter, mm.
Auxiliary time T in is the time spent on various techniques used in the performance of the main work and repeated with each workpiece, i.e., feeding the workpiece to the machine, installing, aligning and clamping the workpiece, expanding and removing the part, machine control, control measurements of the part.
Auxiliary time is determined by timing. There are reference books that indicate the auxiliary time for various cases of processing parts.
According to the experimental research institute of metal-cutting machine tools (ENIMS), auxiliary time is distributed approximately as follows:
For the supply of blanks to the machine 5-10%
For installation, fastening, unfastening and removal of the part 15-25%
To control the machine, including manual approach (retraction) of the grinding headstock 35-50%
For measuring the part on the machine 20-40%
Auxiliary time should be reduced through the use of high-speed devices, mechanization and automation of control and management of the machine. The shorter the non-productive time, the better the machine will be used.
Maintenance time of the workplace T service is the time that the worker spends on caring for the workplace throughout the entire shift. It includes the time to change the tool (grinding wheel), which, according to ENIMS, is 5-7% of total amount time spent on adjusting and adjusting the machine during operation, on dressing the grinding wheel with diamond or diamond substitutes, which is 5-10% of the total amount of working time, on chip removal during operation, on laying out and cleaning cutting and auxiliary tools at the beginning and in at the end of the shift, for lubrication and cleaning of the machine.
To reduce maintenance time, it is essential to reduce dressing time, achieved by the use of diamond mandrels, pencils, plates, rollers, disks, automatic dressing commands and dressing automation (auto adjusters).
Time for rest and breaks in work for natural needs is determined for the entire shift. The time for servicing the workplace and for natural needs is set as a percentage of the operational time, i.e., to the sum of T o + T c.
Based on the study of the experience of grinders, it has been established that from 30 to 75% of the total working time is spent on the main time. The rest is auxiliary time, time for maintenance of the workplace, natural needs and preparatory and final time.
With a decrease in T in, T service, T from, T pz, T pieces and T pieces decrease, labor productivity increases.
Having counted all the components of the time norm T about, T in, T service, T from, T pz and knowing the batch of simultaneously processed parts, determine T piece.
Knowing T pieces and the number of hours of work per shift, you can set the production rate per shift:
where 480 is the number of minutes in a shift for an 8-hour working day.
From these formulas it can be seen that the smaller the time norm T pieces, the greater the output per hour and shift. With well-established work, workers meet and exceed production standards, which leads to the fulfillment and overfulfillment production plan and to increase labor productivity.
In addition to the settlement and technical norms of time, experimental-statistical norms of time are used in unit production. Such norms are obtained as a result of mathematical processing of the actual time spent on the execution of the entire operation. These time standards do not take into account all the possibilities for increasing labor productivity, and therefore it is not recommended to use them.
However, until now, very little attention has been paid to the issues of rationing the consumption of this tool. At present, rationing is focused on using only the values of specific actual costs and automatically transferring them to the rated year. Attempts to take into account the influence of conditions through a system of correction factors did not solve the problem of scientifically based rationing, since at best these factors took into account only the change in average well drilling depths.
For a long time, the standardization of the consumption of drill pipes was based on the conditional wear calculated during the operation of short sets of pipes for work within one interval according to the formula
At present, the rationing of the consumption of materials is becoming increasingly widespread and mandatory in the manufacturing process of machines, which is reflected in technological weight standards that take into account both the features of production and the properties of materials.
The time established by law or based on it, during which the worker is obliged to perform work stipulated by the employment contract, is understood as working time. The rationing of the length of working time for all workers is carried out by the state with the participation of trade unions. The law determines the weekly length of working time, the number of working days per week (five or six), the duration of work on the eve of holidays and weekends, at night, overtime.
The indicator displays the result of calculations - the time is normalized (column 4)
The tabulagram of the distribution of accrued wages by foremen or production sites is compiled on the basis of the same arrays as the tabulagram by types of wages and categories of personnel. It indicates the month, codes of the workshop, master or production site, as well as the actual hours worked, normalized time and the amount.
A tabulagram of the distribution of accrued wages by types of payments and structural units is compiled on the basis of the OB-11 array. It reflects the month, code of the structural unit, type of payment, as well as the actual hours worked, standardized time, the amount of wages for each type of payment and structural unit.
In our opinion, the fact that in our time rationing is not given due attention is due, in our opinion, to several reasons. On the technological side, by the fact that the system of regulation of the Soviet period was very far from perfect and ineffective. From the social side, this situation can be explained by the fact that under the present conditions, management is not interested in clearly defining the circle of obligations for employees.
Currently, various services of the enterprise are engaged in the regulation of raw materials and materials, fuel and energy resources, equipment and the analysis of their use. These issues at industrial enterprises are dealt with by 0.5 - 1.0% of workers from the total number of industrial production
ND - the norm of the duration of the operation, including the time of technological impact and the time of normalized breaks
In the composition of T, only real breaks are taken into account. For example, if the machines are not turned off during normalized rest of workers (due to mutual substitution of workers), then the time for rest in the Type composition is not taken into account. It is taken into account in the Knz coefficient when calculating the optimal service and headcount rates. Thus, the value of Knp should be set on the basis of designing a rational for given
In the task order, in addition to the content and scope of planned work, the time allocated for the implementation of unscheduled (unforeseen) work should be indicated. In table. 2.2 shows an example of a normalized task for a team of electricians for the maintenance and repair of electrical equipment of the GCS. Based on the analysis of the work of electricians, it was found that the elimination of accidental malfunctions in the operation of the CS electrical equipment, including time for rest and personal needs, takes on average more than 40% of their working time. The analysis of the performance of standardized tasks will make it possible to establish the reliability of the existing electrical equipment and take measures to improve it.
In table. 2.3 shows a sample of a normalized task - an order - for the driver of a fuel truck transporting condensate to an oil refinery. To accrue bonuses to drivers working on standardized tasks, the following indicators are accepted: time to complete the traffic schedule - for drivers of rotational vehicles, time to complete special tasks - for drivers of special vehicles, the number of trips and mileage of vehicles - for drivers of trucks. The outfit issues and checks the ATX dispatcher; the actual execution of the task is checked by the ATX garage dispatcher.
Payment is made in accordance with the regulation on the time-bonus wage system approved by the GPO. Based on the time sheet and the volume of completed normalized tasks, a certificate is drawn up for calculating the bonus, indicating the amount of the bonus (as a percentage of tariff payment for hours worked). The time sheet and bonus certificate allow you to analyze the use of working time in order to identify ways to improve the efficiency of its use.
Knowing the number of simultaneously operating units and working days in a month, the time of year, the type and type of GPU, the type of layout of units (shop or in shelters and block boxes), it is possible to develop a normalized task for a team of machinists process compressors. In table. 5.2 shows an example of a normalized task for a team of process compressor drivers of 9 people. maintenance of compressor stations with four simultaneously operating GPA-Ts-6.3 GTAs.
In some cases, in practice, the total method of normalization is used. When applying its labor standards are established not on the basis of a detailed study of the labor process, identifying and taking into account the production capabilities of a particular workplace and best practices, but based on personal experience standardizer or according to accounting (statistical) data on the level of output for the past time when performing this or similar work.
Work that is not provided for by the task is not included in the regulated duties of the worker. The time of such work may be dependent or independent of the worker (at the request of the administration). When rationing, the time spent on unproductive work and work not provided for by the task should not be taken into account.
The directions and types of time spent during the working day are very diverse, while the labor functions of workers can be combined in time with the operation of the machine or performed sequentially with a certain sequence. In addition, natural processes are possible in the production process, either overlapping or proceeding sequentially with the work of performers and machines. Therefore, when
