The basis of the enterprise's activities is the production process. It consists of a number of smaller processes aimed at manufacturing products, performing work and providing services. With a certain convention, they can be classified as main, auxiliary and servicing processes.

The structural divisions of the enterprise are workshops, sections and services. In accordance with the nature of labor processes in an enterprise, there are usually main, auxiliary and service workshops discussed above.

The structural units of the enterprise create the unity of the interconnected production process.

The system of sustainable interaction between divisions of the enterprise (sites, workshops), determined by the established division and cooperation of labor, forms production structure enterprises .

An important role in the production structure of an enterprise at a certain stage of development of scientific and technological progress is played by design and technological divisions, research departments and laboratories carrying out research and development work (R&D). The presence of such a division in the structure of the enterprise allows it to engage in innovative activities aimed at expanding the range of products and improving their quality, which helps strengthen its competitive position.

The production structure of an enterprise is a form of organization of the production process and has a significant impact on the economy of the enterprise. The production structure significantly determines the continuity of the production process, the rhythm of production, the reduction in the size of work in progress, the level of labor productivity, and the efficiency of using the material and labor resources of the enterprise. The production structure also has a great influence on the quality of manufactured products.

Factors that determine the production structure of an enterprise include:

Level of division of labor;

Level of specialization and cooperation of production;

Degree of competition;

Level of development of technology, technology and production organization;

The nature of the products produced, the nomenclature, assortment and volume of production, the complexity of manufacturing the products;

The degree of involvement in the processes of globalization of production and the international division of labor.

In Fig. 3.1. factors that determine the production structure and its impact on production results are presented.

The level of division of labor characterizes the progress achieved in the development of productive forces. There are general, special and private (single) division of labor. The general division of labor refers to its division into large units of social production - industry, construction, transport and agriculture. A special division of labor refers to the division of large divisions into corresponding industries (for example, metallurgy, woodworking, chemical industry, etc.). By private, or single, division of labor we understand the division of labor within an enterprise. It is obvious that each of the above types of division of labor has its own impact on the production structure of the enterprise, the nature of production and technological processes, the level of qualifications of workers, etc.

Rice. 3.1. Factors determining the production structure (arrows indicate the direction of influence).

The level of specialization and cooperation of production, being a more specific form of division of labor, determines the nature of the relationship between divisions of enterprises.

The degree of competition largely determines the specifics of the production structure, promoting its continuous improvement and the use of new technologies, mechanisms and other equipment in order to produce the most competitive products.

Each stage of development of productive forces, which in turn is determined by the level of development of technology and production technology, corresponds to a certain production structure of the enterprise. It must correspond to this level, and only in this case will it contribute to increasing the efficiency of the enterprise and its competitiveness.

The nature of the products produced, the nomenclature, assortment and volume of output, justified by calculations of the production capacity of the enterprise, determine the necessary production structure of the enterprise.

The degree of involvement in the processes of globalization of production has recently become in many ways the determining factors in the impact of the world market on the production structure of enterprises that participate in the international division of labor.

The production structure of an enterprise in any socio-economic system must ensure:

Proportionality of all divisions of the enterprise;

Compliance with the organizational structure of the enterprise;

Compliance with the personnel potential of the enterprise.

In a market economy, additional requirements are placed on the production structure of an enterprise; it must be flexible and dynamic. This is required by a constantly changing external environment, which can manifest itself, for example, in the form of a noticeable increase in demand for the enterprise’s products, which will require rapid and effective adaptation of the enterprise’s divisions to the increased production volume.

Formation of the production structure of an enterprise is an important process in both organizational and economic aspects. The ratio between the main, auxiliary and service shops in terms of the number of workers employed in them and the occupied production area should reflect the priority importance of the main shops in the structure of the enterprise: after all, it is here that all stages of the technological cycle of product manufacturing are carried out. But the high level of mechanization and automation of processes in the main workshops makes it possible to reduce the labor intensity of manufacturing products, therefore the number of employees in auxiliary and service workshops exceeds the number of workers in the main production. Reducing production costs will require increasing the level of comprehensive mechanization and automation of auxiliary and service processes in enterprises, which will improve the production structure.

Enterprises in different industries have different production structures. Even within the same industry, the production structure is highly diverse.

The issue of designing a production structure is resolved during the construction of new enterprises, their reconstruction and technical re-equipment, and during the development of new products.

There are three models for constructing the production structure of an enterprise: subject, technological and mixed.

In Fig. 2. The production structure of the enterprise is presented, in which the actual production structure of the enterprise and the business structure are distinguished.

At subject structure production divisions are built on the basis of the manufacture of a specific product in them. In this case, several heterogeneous technological processes are carried out in one workshop, equipment of different types is concentrated to perform basic operations for the manufacture of products.

This type of production structure is typical for large-scale and mass production enterprises (for example, the automotive industry). The advantages of the objective feature of building a production structure include the use of continuous production methods, high-performance equipment, the possibility of comprehensive mechanization and automation of production processes. These advantages contribute to increased productivity, increased production and reduced costs.

Rice. 3.2. Qualification of types of enterprise production structure

The basis of creation technological production structures a technological principle is laid down when workshops perform a set of homogeneous technological operations for the manufacture or processing of a wide variety of parts for all products of the plant. Such production structures include most procurement shops. Thus, the press shop performs technologically homogeneous operations for processing objects of labor using the pressure method, producing blanks of the most varied weight and shape for all products of the enterprise. As production scales increase, the technological specialization of workshops deepens. The advantages of such a structure include: ease of management of the production unit, the ability to quickly switch from one product range to another, and the possibility of high equipment utilization. The disadvantages of the technological structure are that the workshop management is responsible only for a certain part of the production process, without being responsible for the quality of the product as a whole, the relationships between sections and workshops of the enterprise become more complicated, and there is a need for frequent readjustment of equipment.

Technological specialization of workshops increases the duration of the production cycle and, in general, does not contribute to reducing production costs. The technological production structure is typical for enterprises of single and small-scale production, producing a heterogeneous and unstable range of products.

Mixed subject-technological production structure is characterized by the presence at the same enterprise of divisions organized both on subject and technological basis (for example, procurement shops are organized on a technological basis, and assembly shops - on a subject basis). The advantages of this structure are: a reduction in the number of counter technological routes, a reduction in the duration of the production cycle, an increase in the level of equipment utilization, and, ultimately, an increase in labor productivity and a reduction in production costs.

Business structure characterizes the corporation in terms of its market orientation, since the process of satisfying the needs of a potential client with the company’s products and the production process itself become interdependent and closely interconnected parts. Here, the production business structure can be structured into a business process structure and a business unit structure.

Business process production structure involves dividing the entire production structure of an enterprise into business processes. From the standpoint of total quality management, which involves approaching each resource and phenomenon in an enterprise as a process, the business structure represents the entire structure as a set of business processes. A business process is a relatively autonomous process, the input of which is supplied with labor and material resources, which, as a result of a certain production and technological process, are processed into another resource that satisfies the requirements of the consumer (internal, if we are talking about the recipient of this product or service within the enterprise or external , if this product or service reaches an external consumer (customer) outside the enterprise).

Structure By business units is created on the basis of the idea that a corporation consists of relatively autonomous business units responsible for the implementation of certain functions. Depending on what resources a particular business unit operates with, they are divided into responsibility centers. Those responsibility centers that are responsible only for saving resources are called cost centers; those responsibility centers that, in addition to saving resources, must balance them with the profit received are called profit centers; the responsibility centers that are entrusted with the risk of introducing innovations are the centers of innovation. The production structure of an enterprise, built on this principle of division into centers of responsibility, is called the structure of the enterprise by business units.

Enterprise infrastructure

As you know, the term “infrastructure” is used to refer to those services of an enterprise that perform supporting functions for the normal functioning of the main core activities of the enterprise. In Fig. 3.3. a diagram of the enterprise infrastructure is shown.

The infrastructure of an enterprise refers to those divisions that serve the main and auxiliary production. These are warehousing and transport facilities, logistics supplies to enterprises and organization of product sales. The production infrastructure of an enterprise is aimed at ensuring the uninterrupted and efficient functioning of the enterprise itself. The infrastructure includes tool facilities, repair, logistics, transport facilities, organization of product sales and information communications to enterprises.

A tool farm is created to provide production with tools and technological equipment, organize their storage, operation and repair. One of the most difficult types of work is the design and manufacture of technological equipment. They account for more than 80% of the labor intensity of all pre-production work. A huge number of tools are needed to make products. Before organizing the production or purchase of a tool, it is necessary to determine the needs for it. Determining tool requirements is based on wear rates. The wear rate is the operating time of the tool before its final wear. In practice, industry standards for tool use per 1000 machine hours or 100 units of finished product are used.

An important function of organizing a tool economy is to regulate the supply of tools. The minimum number of tools required by the enterprise for smooth operation forms a working capital. It includes warehouse stocks in the central tool warehouse (CIS) and in the workshop tool distribution stores (IDS), operating stock at workplaces and temporarily non-working tools (in sharpening, repair, restoration and inspection). Tools at workplaces and in the IRC are a workshop working stock of tools, and if we add to it the tools located in the CIS, we get a general working stock of tools. Tools form the operational stock of the workshop.

Rice. 3.3. General scheme of enterprise infrastructure

For the normal storage and timely supply of tools, the organization of a modern automated warehouse facility is of great importance, in which a comprehensive stock of tools is created and their uninterrupted supply to the workshops is ensured. Saving tools is achieved by improving their working and operating conditions.

The main task of the enterprise's repair facilities is to ensure uninterrupted operation of the equipment. To maintain equipment in a state of full readiness for operation, enterprises must carry out scheduled preventive maintenance. There are current, medium and major planned repairs. Current repairs are carried out during the operation of the equipment, when individual parts are replaced. Medium repair is a deeper intervention in the operation of equipment, with the replacement of main parts and assemblies. Major repairs involve the complete replacement of main parts, assemblies, and rubbing surfaces. In case of emergency, unscheduled repairs are necessary.

Material and technical supply occupies an important place in the process of continuous reproduction in enterprises. It accounts for a significant portion of the time and costs of circulation. The most important importance of this element of infrastructure is associated with providing the enterprise with the necessary material resources in accordance with the rhythm and tact of its technological process. This service provides direct and feedback to the market in terms of purchased materials, it is also designed to reduce the time of goods movement from supplier to consumer, reduce distribution costs, and help minimize inventories of material resources.

Logistics supply to enterprises is intended to perform the following functions:

Planning of material and technical supply based on the balance of justified total needs and covering its resources from various sources;

Establishment of rational economic relations for the supply of products to the corporation;

Organization and planning of the supply of production units of the enterprise with products for industrial and technical purposes;

Operational regulation of the movement of material resources based on strict accounting and control;

There are two forms of supply: transit and warehouse.

At transit form The supply corporation receives material directly from the supplier, which speeds up delivery and reduces transportation and procurement costs; however, its use is limited by transit supply standards, less than which the supplier does not accept orders for execution. Using this form of supply for materials with little demand leads to an increase in inventory and associated costs.

Providing workshops, sites and other departments with material resources involves performing the following set of works:

Planned establishment of quantitative and qualitative supply targets;

Preparation of material resources for production consumption;

Issue and delivery of material resources from the warehouse of the supply service to the place of its direct consumption or to the warehouse of the workshop;

Operational regulation of supply in the context of improving technological regimes, design and regulatory documentation;

Strict accounting and control over the use of material resources in the divisions of the enterprise;

Improving the organization of material and technical supplies to enterprises based on the latest achievements of science and practice.

The logistics supply of the entire range of material resources largely depends on the availability and complexity of production reserves in the enterprise’s warehouses - on warehouse supply. The main purpose of inventory planning is to guarantee the availability of the required types, volumes and delivery times of materials.

Mainly warehouse, insurance, minimum and maximum stocks are planned.

Warehouse inventories are those that are on hand in the warehouse at the time of inspection and planning. The volume of inventory depends on the receipt of materials into the warehouse and its issue from the warehouse.

Safety stocks are those that are not usually released into the production process. These are so-called emergency stocks, which guarantee the continuity of the production process in the event of supply disruptions or other difficult situations.

The minimum stock is the amount of stock, upon reaching which an urgent order signal is received for the material. The time for submitting an order must be set in such a way that the insurance reserve remains intact during the period before receipt of the ordered material.

The maximum inventory level specifies which materials can be in stock in maximum quantities. With its help, you can avoid excessively high inventory levels in the warehouse and excessively high capital investment costs associated with warehousing.

In practice, the concept of “acceptable minimum inventory level” is used. This is the amount to which inventory can theoretically be reduced before ordering for replenishment.

The most advanced logistics optimization systems include logistics and the kanban system.

Logistics includes all tasks related to the management, storage and movement of materials between suppliers and consumers.

The basic principle of the Kanban system is the delivery of products (material resources) to the customer in a “just-in-time” manner. At all phases of the production cycle, the required part or assembly is delivered to the place of production consumption strictly on schedule, exactly when the assembly is assembled, and in the quantity necessary for the rhythmic production of a strictly defined volume of products, and the assembly is delivered when it is needed for assembly .

The product distribution system is the final stage of the production cycle, which is the most important in market conditions. The very concept of “sales” is the volume of products sold at a given time. Sales actively influence production activities and product quality. Sales of products take place in four stages:

1) concluding contracts for the supply of products;

2) drawing up an implementation plan;

3) shipment of products to consumers;

4) receipt of money to the current account.

When considering sales problems, an enterprise (corporation) must have not only reliable data on market demand for each type of product produced, but also an assessment of the various determinants of demand. If the corporation is not able to influence most of the determinants of demand (taxes, social factors, international crisis, etc.), then it can influence a number of factors. Such factors are usually called parameters of influence on sales. They are divided into:

Initial - the price of the product, its quality and packaging, service, location of the enterprise, sales channels, assortment;

Combined.

An integral element of the enterprise infrastructure is the transport sector. Its main task boils down to timely and uninterrupted maintenance of production with vehicles for moving goods during the production process.

To enterprises where stable and sustainable cargo flows have developed (mass production), transportation is carried out according to schedule, along regular routes and with the same intensity. In case of unstable cargo flows in the conditions of serial and individual production, the movement of goods is possible on the basis of one-time tasks or an enlarged shift schedule.

Inter-shop transportation can be carried out using fan or ring patterns. The first scheme is characterized by one-way, two-way and fan-shaped movement of vehicles. With one-way traffic, transport moves only in one direction, for example, parts are moved from one workshop to another. With two-way traffic, shops interact, for example, transporting parts from the mechanical shop to the thermal shop and back. The circular scheme includes a warehouse and the supply of materials and parts to workshops from the warehouse. The disadvantage of this transportation organization scheme is that vehicles are sent from the warehouse to the workshops as loaded as possible, and are returned empty. This reduces the efficiency of transportation. In a ring pattern, the route is designed so that, after loading at the warehouse, it is possible to drive around the workshops one by one and return to the warehouse for a new batch of cargo.

In modern conditions, such an element of the enterprise infrastructure as information communications is becoming very important. When characterizing the resources of an enterprise, we necessarily talk about information technology. Recent advances in information technology can help improve information sharing in businesses. The personal computer has already had a huge impact on the information that managers, support staff and employees send and receive. Electronic mail allows employees to send written messages to any person in the enterprise. This should reduce the traditionally inexhaustible flow of telephone conversations. In addition, e-mail is an effective means of communication between people located in different organizations, different cities and even regions. Recent innovations in communication systems allow one person to send multiple messages to different people and then call and receive replies to the original messages. During video conferencing, people located in different places, including different regions, can discuss all sorts of problems, seeing the interlocutor. But, being highly efficient, the latest information technologies are still very expensive.

Each enterprise consists of production facilities, workshops, sections, farms, management bodies and organizations providing services to the enterprise's employees. A clear classification and establishment of relationships between them makes it possible to reasonably organize the course of production and rationally form the structure of the enterprise. There are general and production structure of the enterprise.

Rice. 5.2. General structure of the enterprise

The general structure of the enterprise represents the composition of production units (production structure), as well as organizations for enterprise management (organizational structure) and for servicing workers, their number, size and the ratio between them in terms of the size of occupied space, number of employees and throughput (Fig. 5.2 ).

Production structure - this is part of the overall structure, in particular, the composition of the production divisions of the enterprise (productions, workshops, farms), their relationship, the order and forms of cooperation, the ratio of the number of employed workers, the cost of equipment, occupied space and territorial location.

In Fig. 5.3 shows an approximate production structure of a machine-building enterprise. The organizational structure, being a derivative of the production structure, in turn, has a significant impact on it. Improving the organizational structure helps improve production, creates conditions for its rapid restructuring to new types of products, and reduces the cost of maintaining production units.

Rice. 5.3. Production structure of a machine-building enterprise

At the same time, if the organizational structure of an enterprise is overly complicated, this complicates the production structure, i.e. leads to the creation of unnecessary parallel workshops, sections, warehouses, disruption of intra-factory communications and, ultimately, to irregular operation of the enterprise.

The structure of the enterprise and the construction of its divisions are influenced by production, technical and organizational factors.

The most important of them are the nature of the production process and products, the scale of production, the nature and degree of specialization, the degree of coverage of the product life cycle.

1) The nature of the production process. According to the stage of product manufacturing, the following workshops and processes are distinguished: procurement (foundry, forging, pressing, metal structures, etc.); processing (mechanical, woodworking, thermal, galvanic, etc.); assembly (unit and general assembly, testing, painting of finished machines, etc.).

Depending on the composition of the raw materials consumed and the nature of the finished product, the following processes are distinguished: analytical (several types of products are obtained from one raw material - petrochemistry, forest chemistry, coke chemistry); synthetic (one type of product is made from different types of raw materials); direct (one type of product is obtained from one type of raw material).

2) The nature of the products and methods of their manufacture. Design and technological features of manufactured products and methods of their manufacture

determine the composition of production facilities, workshops, their sizes, cargo turnover and the size of the enterprise territory. Thus, enterprises in the extractive industries are characterized by a single-stage production structure, while those in manufacturing are characterized by a multi-stage structure.

The more complex the product and the technology for its production, the more diverse the intra-production connections and the more complex the structure of the enterprise.

3) Scale of production. This factor affects the size of workshops, their number and specialization. With the growth of production volumes, conditions are created for deepening technological specialization, creating subject- and part-specialized workshops and production facilities.

4) The nature and degree of specialization and cooperation. Depending on the products produced by the enterprise, there are enterprises specializing in the production of finished products, parts, assemblies or blanks. The higher the level of specialization of an enterprise, the less, other things being equal, the number of different production divisions in its composition, i.e. simpler production structure.

5) The degree of coverage of product life cycle stages. Depending on the implementation of the cycle of scientific research - production - consumption, the production structure also becomes more complex.

It should be noted that the production structure of the enterprise is dynamic and cannot remain unchanged.

Management: training course Makhovikova Galina Afanasyevna

4.1. The concept of organizational structure and its elements

The organizational structure of management is understood as a set of management units located in strict subordination, ensuring the relationship between the control and managed systems. The organizational management structure is usually depicted in the form of a diagram. If the diagram, in addition to management structures, also shows structural divisions (workshop, site, etc.), then such a diagram represents the organizational structure of the enterprise. Within the framework of the organizational structure, a management process is carried out, based on the division and cooperation of labor of management workers.

The organizational management structure diagram consists of three key elements: link, connection, level. Link– a graphic representation of a department, employee or function performed. Connection– a graphical representation of the trajectory of interaction between employees or departments. Level– the vertical location of the link relative to the highest level of management or official for a given organization. There are upper, middle and lower levels of management.

The activities of structural divisions and performers are regulated by special provisions (instructions) that define the functions of each management body, the distribution of rights and responsibilities between them, and within the division - of each performer. When forming organizational structures, the main attention is given to making them dynamic so that they can adapt to constant changes in the internal environment.

Science has established that there is a limit to the number of structural units or employees that can be subordinate to one management entity. An information barrier stands in the way of effective management, which determines the boundaries of the complexity of economic problems that can be solved with a given structure and technical means of management.

To manage production, an apparatus is created, which includes various categories of employees: managers, specialists, technical performers. There are management functions and functions of structural divisions. Management functions are an objective necessity of the enterprise as a managed object. The functions of structural divisions express the specific content of management activities and the sphere of influence in production. They serve as the basis for the formation of structural divisions of the enterprise.

A structural unit of the management apparatus is an administratively separate part of the apparatus that performs one, several or multiple management functions. Depending on the quantity, they can be carried out by one or several specialized structural units. Functions that are incompatible by the nature of their activities are assigned to individual employees.

Under structure of the management apparatus production refers to the number and composition of departments and management levels in a single interconnected system (the more complex the structure, the more management levels). The management structure is usually characterized using concepts such as complexity, levels of formalization and centralization, and coordination mechanisms.

Complexity structure is determined by the number of departments, groups, bureaus, highly qualified specialists and levels of hierarchy. Formalization characterizes the scale of use of norms and rules for regulating employee behavior. Centralization characterizes the distribution of rights, duties and responsibilities along the management vertical, and the level of centralization shows the extent to which members of the organization are involved in making management decisions.

Coordination is based on the use of mechanisms for integrating shared resources and actions. Such a mechanism can be considered an approach to the division of tasks along the management hierarchy, giving the right to any manager to collect the necessary information, analyze it and draw up a coordinated action plan.

The following requirements are imposed on organizational management structures (OMS):

scientific character– when forming the operating system, it is necessary to apply scientific methods of analysis and design;

optimality– the management structure is considered optimal if rational connections are established between the links and levels of management at all levels with the smallest number of management levels and it is characterized by compactness, harmony, and simplicity;

efficiency– the essence of this requirement is that during the time from decision making to its execution, irreversible negative changes do not have time to occur in the managed system, making the implementation of the decisions made unnecessary;

reliability– the structure of the control apparatus must guarantee the reliability of information transmission, prevent distortion of control commands and other transmitted data, be fail-safe and recoverable;

efficiency– the task is to ensure that the desired effect of management is achieved with minimal costs for the management apparatus;

flexibility– the ability to change in accordance with changes in the external environment;

stability of the management structure– stability of its basic properties under various external influences.

The formation of the OSU is influenced by:

Industry affiliation, characteristics of the industry and sub-industry;

Volume of production (mostly large enterprises have a more extensive network of divisions);

The nature and characteristics of the production process, the level of its mechanization and automation, the technologies used, the quantity and volume of necessary initial resources, as well as their availability;

The specifics of the enterprise’s relations with others involved, in particular, in logistics, provision of loans, design development, etc.;

Region and dispersion of production;

Division of labor and management functions;

Social character of the team, etc.

This text is an introductory fragment. From the book Retail Networks. Secrets of efficiency and typical mistakes when working with them author Sidorov Dmitry

Appendix 22 Department organizational structure diagram

From the book Management author Dorofeeva L I

22. The concept of management structure and the factors that determine it. The concept and role of communications in management Communication can be defined as the process of exchange and understanding of information between two or more people with the aim of motivating certain behavior or influencing

From the book Corporate Life Cycle Management author Adizes Yitzhak Calderon

4. Functionality of the organizational structure The fourth factor influencing the aging of an organization is its structure. Recently, structure has come to be considered a “politically incorrect” concept. Indeed, these days open systems, open architecture,

From the book Fast-management. Managing is easy if you know how author Nesterov Fedor Fedorovich

Functionality of Organizational Structure Functionality of organizational structure is the fourth factor influencing the entrepreneurial capabilities of an organization. Often the structure of an organization stifles the entrepreneurial spirit. Let's look at it clearly

From the book Project Management for Dummies author Dressmaker Stanley I.

Evolution of a company's organizational structure This is the third scale of Business 3D. As a company develops, its organizational structure also changes. These changes do not occur by chance and their overall purpose is to provide the company with new opportunities for growth and development.

From the book The Ideal Leader. Why you can’t become one and what follows from this author Adizes Yitzhak Calderon

Defining Organizational Structure Over the years, projects have evolved from thinking about a plan for upcoming activities to complex sets of organizational arrangements for conducting business and exploring new opportunities. Methods have also evolved

From the book How to overcome management crises. Diagnosis and solution of management problems author Adizes Yitzhak Calderon

Key persons in a matrix-type organizational structure The following persons play a key role in a matrix structure. Project Manager. Fully responsible for the success of the project. Project participants (project team members). People who provide this with personal labor

From the book Handbook on Internal Audit. Risks and business processes author Kryshkin Oleg

From the book Job Description of a Manager, or “Managerial Eight” author Kuvshinov Dmitry

From the book Marketing as a strategy. The role of the CEO in the intensive development of the company and the introduction of innovations by Kumar Nirmalia

From the book Risk Management of an Organization author Ermasova Natalya B.

2.2. Development of an organizational structure When performing this function, the manager must answer the following questions:? What divisions are best to divide the entrusted farm into? How many and what positions will be included in each division? Who and to whom will

From the book How to Innovate by Prater Charles

Transforming the Organizational Structure Companies typically choose one of three global management options. In the first option, the control center is located in the country. For example, Coca-Cola first formed and then disbanded a pan-European control center,

From the book The Practice of Human Resource Management author Armstrong Michael

3.2. Development of an organizational structure for risk management of a company When building an effective system for managing investment activities in modern conditions, it is necessary to clearly understand that at present it is carried out in a systematic,

The basis of the enterprise's activities is the production process. It consists of a number of smaller processes aimed at manufacturing products, performing work and providing services. With a certain convention, they can be classified as main, auxiliary and servicing processes.

The structural divisions of the enterprise are workshops, sections and services. As a rule, the main division of an enterprise is the workshop. In accordance with the nature of labor processes in an enterprise, there are usually main, auxiliary and service workshops discussed above.

The structural units of the enterprise create the unity of the interconnected production process.

The system of sustainable interaction between divisions of the enterprise (sites, workshops), determined by the established division and cooperation of labor, forms the production structure of the enterprise.

An important role in the production structure of an enterprise at a certain stage of development of scientific and technological progress is played by design and technological divisions, research departments and laboratories carrying out research and development work (R&D). The presence of such a division in the structure of the enterprise allows it to engage in innovative activities aimed at expanding the range of products and improving their quality, which helps strengthen the competitive position of the enterprise.

The production structure of an enterprise is a form of organization of the production process on it and has a significant impact on the economy of the enterprise. The production structure significantly determines the continuity of the production process, the rhythm of production, the reduction in the size of work in progress, the level of labor productivity, and the efficiency of use

material and labor resources of the enterprise. The production structure also has a great influence on the quality of manufactured products.

Factors that determine the production structure of an enterprise include:

Level of division of labor;

Level of specialization and cooperation of production;

Degree of competition;

Level of development of technology, technology and production organization;

The nature of the products produced, the nomenclature, assortment and volume of production, the complexity of manufacturing the products;

The degree of involvement in the processes of globalization of production and the international division of labor.

In Fig. 13.1 presents the factors that determine the production structure and its impact on the results of production at the enterprise.

The level of division of labor characterizes the progress achieved in the development of productive forces. There are general, special and private (single) division of labor. Let us recall that the general division of labor means its division into large divisions of social production - industry, construction, transport and agriculture. A special division of labor refers to the division of large divisions into corresponding industries (for example, metallurgy, woodworking, chemical industry, etc.). By private, or single, division of labor we understand the division of labor within an enterprise.

It is obvious that each of the above types of division of labor has its own influence on the production structure of the enterprise, the nature of production and technological processes, the level of qualifications of workers, etc.

The level of specialization and cooperation of production, being a more specific form of division of labor, determines the nature of the relationship between divisions of enterprises.

The degree of competition largely determines the specifics of the production structure, promoting its continuous improvement and the use of new technologies, mechanisms and other equipment in order to produce the most competitive products.

Each stage of development of productive forces, which in turn is determined by the level of development of technology and production technology, corresponds to a certain production structure of the enterprise. It must correspond to this level, and only in this case will it contribute to increasing the efficiency of the enterprise and its competitiveness.

The nature of the products produced, the nomenclature, assortment and volume of output, justified by calculations of the production capacity of the enterprise, determine the necessary production structure of the enterprise.

The degree of involvement in the processes of globalization of production has recently become in many ways the determining factors in the impact of the world market on the production structure of enterprises that participate in the international division of labor.

The production structure of an enterprise in any socio-economic system must ensure:

Proportionality of all divisions of the enterprise;

Compliance with the organizational structure of the enterprise;

Compliance with the personnel potential of the enterprise.

In a market economy, additional requirements are placed on the production structure of an enterprise; it must be flexible and dynamic. This is required by a constantly changing external environment, which can manifest itself, for example, in the form of a noticeable increase in demand for the enterprise’s products, which will require rapid and effective adaptation of the enterprise’s divisions to the increased production volume.

Formation of the production structure of an enterprise is an important process in both organizational and economic aspects. The ratio between the main, auxiliary and service shops in terms of the number of workers employed in them and the occupied production area should reflect the priority importance of the main shops in the structure of the enterprise: after all, it is here that all stages of the technological cycle of product manufacturing are carried out. But the high level of mechanization and automation of processes in the main workshops makes it possible to reduce the labor intensity of manufacturing products, therefore the number of employees in auxiliary and service workshops exceeds the number of workers in the main production. Reducing production costs will require increasing the level of comprehensive mechanization and automation of auxiliary and service processes at the enterprise, which will improve the production structure.

Enterprises in different industries have different production structures. Even within the same industry, the production structure is highly diverse.

The issue of designing a production structure is resolved during the construction of new enterprises, their reconstruction and technical re-equipment, and during the development of new products.

8 Economy, enterprises

There are three models for constructing the production structure of an enterprise: subject, technological and mixed. In Fig. 13.2 shows the production structure of the enterprise, which distinguishes the actual production structure of the enterprise and the business structure.

With a subject structure, production divisions are built on the basis of the manufacture of a specific product in them. In this case, several heterogeneous technological processes are carried out in one workshop, equipment of different types is concentrated to perform basic operations for the manufacture of products. This type of production structure is typical for large-scale and mass production enterprises (for example, the automotive industry). The advantages of the objective feature of constructing a production structure include the use of continuous production methods, high-performance equipment,

possibilities of complex mechanization and automation of production processes. These advantages contribute to increased productivity, increased production and reduced costs.

The creation of a technological production structure is based on the technological principle, when workshops perform a set of homogeneous technological operations for the manufacture or processing of a wide variety of parts for all products of the plant. Such production structures include most procurement shops. Thus, the press shop performs technologically homogeneous operations for processing objects of labor using the pressure method, producing blanks of the most varied weight and shape for all products of the enterprise. As production scales increase, the technological specialization of workshops deepens. The advantages of such a structure include: ease of management of the production unit, the ability to quickly switch from one product range to another, and the possibility of high equipment utilization. The disadvantages of the technological structure are that the workshop management is responsible only for a certain part of the production process, without being responsible for the quality of the product as a whole, the relationships between sections and workshops of the enterprise become more complicated, and there is a need for frequent readjustment of equipment.

Technological specialization of workshops increases the duration of the production cycle and, in general, does not contribute to reducing production costs. The technological production structure is typical for enterprises of single and small-scale production, producing a heterogeneous and unstable range of products.

A mixed subject-technological production structure is characterized by the presence at the same enterprise of divisions organized on both subject and technological grounds (for example, procurement shops are organized on a technological basis, and assembly shops are organized on a subject basis). The advantages of this structure are: reduction in the number

counter technological routes, reducing the duration of the production cycle, increasing the level of equipment utilization, and ultimately - increasing labor productivity and reducing production costs.

The business structure characterizes the enterprise from the point of view of its market orientation, since the process of satisfying needs

potential client’s interests in the company’s products and the production process itself become interdependent and closely interconnected parts. Here, the production business structure can be structured into a business process structure and a business unit structure.

The business-process production structure involves dividing the entire production structure of an enterprise into business processes. From the standpoint of total quality management, which involves approaching each resource and phenomenon in an enterprise as a process, the business structure represents the entire structure as a set of business processes. A business process is a relatively autonomous process, the input of which is supplied with labor and material resources, which, as a result of a certain production and technological process, are processed into another resource that satisfies the requirements of the consumer (internal, if we are talking about the recipient of this product or service within the enterprise or external , if this product or service reaches an external consumer (customer) outside the enterprise).

The business unit structure is created based on the idea that an enterprise consists of relatively autonomous business units responsible for the implementation of certain functions. Depending on what resources a particular business unit operates with, they are divided into responsibility centers. Those responsibility centers that are responsible only for saving resources are called cost centers; those responsibility centers that, in addition to saving resources, must balance them with the profit received are called profit centers; the responsibility centers that are entrusted with the risk of introducing innovations are the centers of innovation. The production structure of an enterprise, built on this principle of division into centers of responsibility, is called the structure of the enterprise by business units.

Organizational structure- this is a set of departments and services involved in building and coordinating the functioning of the management system, developing and implementing management decisions for the implementation of a business plan and innovative project.

The main factors determining the type, complexity and hierarchy (number of management levels) of the organizational structure of an enterprise are: scale of production and sales volume; range of products; complexity and level of product unification; level of specialization, concentration, combination and cooperation of production; the degree of development of the region's infrastructure; international integration of an enterprise (firm, organization).

Organization structure depending on the factors considered, it can be linear, functional, linear-functional, matrix (staff), brigade, divisional or problem-targeted.

Each of the listed types of structures has its own disadvantages and advantages. To select (design) a specific structure for a specific enterprise (organization), it is necessary to perform an analysis of the main factors influencing the formation of the structure, which were mentioned at the beginning of this section.

Factors in the development of the enterprise structure include the following::development of specialization and cooperation of production; control automation; application of a set of scientific approaches to designing the structure and functioning of the management system; compliance with the principles of rational organization of production processes (proportionality, straightness, etc.); transfer of existing management structures to a problem-target structure.

Basic principles of forming a problem-target structure of an enterprise: target approach, i.e. formation of a structure based on a tree of goals; complexity in determining the number of deputy heads of the enterprise (1st level of the goal tree); problem orientation, i.e. the formation of units to solve a specific problem or perform specific functions throughout the enterprise (2nd level of the goal tree); focus on specific products or markets when constructing the structures of divisions for individual products or markets, the formation of a financial plan for the enterprise (at the 3rd level of the goal tree); lack of special units for mandatory horizontal coordination of the implementation of enterprise goals; ensuring mobility and adaptability of the structure to changes; ensuring marketers coordinate solutions to problems to achieve competitiveness of specific products (horizontally). Thus, the structure is determined by the number and detail of the development of principles and requirements for its formation, the structure of the tree of goals, the content of regulations on departments and job descriptions.

5. Enterprise production structure: concept, organizational factors and ways to improve efficiency. Types of enterprise production structure.

Production structure (PS) of the enterprise - composition of production

divisions of the enterprise and the forms of their relationship.

Factors that predetermine the production structure of an enterprise:

Design features of manufactured products;

The nature of technological processes;

Composition of equipment and its unit capacities;

Level of mechanization and automation;

Volume of production;

Type of production;

Form of organization of production (level of concentration, specialization and cooperation)

The enterprise's PS must provide(taking into account the characteristic features of production) the establishment of rational production connections and proportions between individual departments - shops, production sites and workplaces of the main production, the correct relationship between the needs of the main shops and the capabilities of auxiliary shops and service farms.

The main structural unit of the enterprise is shop.

Workshop is a part of an enterprise that has administrative independence, organized on the basis of technological (for example, foundry, forging, thermal, welding, mechanical shops) or subject (for example, chassis, engine, hardware, tool) isolation of any general production process for manufacturing all products enterprise or its constituent parts, as well as providing for any needs of the enterprise (repair, tool, model shops). The PS of an enterprise reflects the nature of the division of labor between individual workshops (i.e., the nature of their production, technological or subject specialization) and determines the degree of mutual connection between various workshops and other divisions of the enterprise, i.e., it determines the forms and methods of intra-factory cooperation.

The PS of machine-building enterprises is characterized by significant diversity. The most typical are the following three types of production structure: technological, subject and mixed.

Technological structure, in which each main workshop specializes in performing a specific part of the overall production process, has a clear technological separation, for example, foundry, forging, pressing, thermal, mechanical, assembly shops. The organization, according to a technological principle, of main workshops not specialized in the manufacture of products of a certain limited number of nomenclature names is typical for enterprises of single and mass production that have a diverse and unstable range of manufactured products. This principle of forming the main workshops inevitably complicates the route of movement of blanks and parts, the production relationships of the workshops, and increases the duration of the production cycle.

Subject structure, in which the main workshops of the enterprise and their sections are built on the basis of the production by each of them of either a specific product, or any part of it (unit, unit), or a specific group of parts. The subject structure is mainly used in mechanical and assembly shops of large-scale and mass production factories, where several subject mechanical and assembly shops or subject areas are organized. Each of them is assigned the production of certain products, components or assemblies (for example, a workshop for frames and housings, gearboxes, transmissions, etc.).

The subject structure has significant advantages, since it simplifies and limits the forms of production relationships between workshops, shortens the path of movement of parts, simplifies and reduces the cost of inter-shop and shop transport, reduces the duration of the production cycle, and increases the responsibility of workers for the quality of work.

The subject structure of the workshops makes it possible to arrange equipment along the technological process, to use highly specialized machines, tools, dies, and fixtures. All this ultimately ensures an increase in production output, an increase in labor productivity, and a reduction in production costs.

Mixed structurecharacterized by the presence at the same machine-building enterprise of main workshops organized according to both technological and subject principles. For example, at mass production machine-building enterprises, procurement shops (foundry, forging, welding, thermal, pressing), as a rule, are organized according to the technological principle, and mechanical assembly shops - according to the subject principle.

(On one's own)

Machine-building enterprises, depending on the degree of their technological specialization, are divided into two types:

1) Enterprises that fully cover all stages of the product manufacturing process. Such an enterprise includes the main workshops for all stages of the production process, from procurement to assembly and finishing workshops inclusive.

2) Enterprises that do not fully cover all stages of the product manufacturing process. The production structure of such an enterprise lacks some workshops related to one or another stage of the main production process. Such an enterprise may have: only main procurement shops performing castings, forgings or stampings, supplied in cooperation with other machine-building enterprises; only assembly shops that assemble components and machines from parts supplied in cooperation with other enterprises; only machine assembly shops that process long metal and blanks received from other enterprises and, in turn, transfer the parts and assemblies they produce for final assembly, finishing and testing of machines to an enterprise specialized in this stage of the process.

Enterprises with an incomplete production structure usually have a higher level of technological specialization than enterprises with a complete structure. The workshops of a machine-building enterprise, in accordance with the type and scale of production and the entire enterprise as a whole, and also depending on the completeness of coverage of all stages of the process, are divided according to technological or subject characteristics into production areas where certain types of work are performed.

Formation of separate structural units within the workshop sections are produced either according to the technological principle of grouping homogeneous equipment, or according to the subject principle of organizing subject-closed sections, on which certain parts, units, products are manufactured, or by the principle of identifying areas covering a separate part of the technological process.

Identification of groups of homogeneous equipment (for example, a group of lathes, a group of milling machines, etc.), and within each group, the layout of machines by size or variety (for example, large, small, medium lathes; horizontal and vertical milling, etc. .) are mainly used in single and small-scale production.

The construction of subject-closed sections is carried out directly according to the nature of the homogeneity of the technological process and the range of products produced by the workshops, for example, a section for processing beds and body parts, a section for processing shafts and spindles, a section of gear wheels, etc. is allocated. The layout of equipment within such sections is carried out during the standard technological process of manufacturing certain parts, thus forming a closed technological cycle for the manufacture of these parts. The construction of production areas according to subject matter has significant advantages compared to the group arrangement of equipment.

The most advanced form of implementation of the production process is the organization of production lines along the entire front of the workshop.. With such an organization, all technological equipment (machines, units, baths, chambers, furnaces, etc.) are installed along the technological process, ensuring flow and continuity of the production process. This arrangement of workshops is typical for mass and serial production enterprises.

The primary link of each production site is the workplace. Workplace- part of the production area of ​​a site (shop), assigned to one worker or team and equipped with equipment, tools and auxiliary devices corresponding to the nature of the work performed. Each workplace is intended to perform specific work (operations). The degree of specialization of workplaces and their technical equipment depends on the adopted method of organizing the production process. Thus, in mass production, one operation is constantly assigned to each workplace; the workplace in this case has a clearly defined specialization profile. In unit production, various operations are performed at each workplace, and therefore it is universal in nature.

The production structure of enterprises and workshops must change with changes in technology, means of mechanization and automation of production processes, with the introduction of new technology and production organization.

The main directions for improving the production structure are:

1. Consolidation of enterprises and workshops, allowing the introduction of more productive equipment;

2. Construction of workshops and production areas according to the subject-closed principle;

3. Reducing the share of auxiliary workshops through cooperation with other enterprises that repair equipment, produce tools, dies, molds, etc.

In recent years, many small-scale enterprises have been liquidating workshops. In a shopless production structure, the basis is the site.

6. The procedure and features of enterprise organization.

When creating a new enterprise you need:

1) careful development of a feasibility study or business plan, which contains characteristics of the area and location of the future enterprise;

2) on the basis of marketing research, the nomenclature and volume of production of products, the conditions for cooperation and supply of the enterprise are worked out, technological processes, a management scheme, etc. are developed.

The general legal, economic and social foundations of enterprise organization are defined Law on Enterprises. Legislative regulation determines the rights and responsibilities of an enterprise for carrying out economic activities and reflects the system of relations of the enterprise with other economic entities.

The law consists of 7 sections:

1. General provisions (characteristics of the enterprise, objectives, principles and forms of self-supporting activities)

2. Creation of an enterprise and the procedure for its registration (can be created by decision of the owner or an authorized body, labor collective. State registration is carried out in the executive committee of the district, city Council of Deputies at the location of the enterprise. The enterprise has the right to create branches, representative offices, etc. and open appropriate accounts)

3. Property of the enterprise (legal provisions are set out for the formation and execution of property, which consists of fixed and current assets that form the authorized capital, as well as other funds and property assigned to the enterprise, and is reflected on its balance sheet)

4. Enterprise management (provides general principles for organizing enterprise management and self-government, which are carried out in accordance with the charter on the basis of the rights and interests of the workforce)

5. Economic, economic and social activities of the enterprise (a general indicator of economic activity is indicated and the procedure for its distribution is established; the right to independently plan its activities and sell products at independent prices and tariffs, on a contractual basis, at state prices is secured; sources of formation of financial resources are specified; rights in the field of financing and lending have been expanded).

6. Enterprise and state (guarantees of rights and interests are outlined)

7. Liquidation and reorganization of an enterprise (the conditions for the creation, liquidation and reorganization of an enterprise are determined)

Activities of the enterprise regulated by the charter and production and technical passport.

IN charter the name of the enterprise (association), its location, the subject and purpose of its activities, the procedure for reorganization and liquidation of the enterprise, the authorized capital and list of bank account details, the official name of the head of the enterprise (director, general director), his rights and obligations, a list of structural units are determined members of the association. An enterprise (association) acquires the rights and obligations associated with its activities and becomes a legal entity from the date of approval of the charter.

Production and technical passport(PTP) is compiled by the enterprise (association) and is adjusted annually taking into account the actually achieved indicators. It reflects the availability and use of production facilities, the organizational and technical level and specialization of production, the quality of products and other technical and economic indicators.

In addition to the charter, it is registered with state bodies Agreement on the establishment of an enterprise(regulates the rights and obligations of founders).