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Topic 1. Production systems and their types. The enterprise as a production system

1. Definition of the concept of "production system". Patterns of development of production systems.

2. Enterprise as a production system.

3. Elements and factors of organization, functioning and development of production systems

IN 1. Definition of the concept of "production system". Patterns of development of production systems

A system is a collection of interrelated elements designed to achieve a specific goal.

The system is in constant interaction with external environment, which is a collection of all objects whose properties change affects the system, as well as those objects whose properties change as a result of the system's behavior. characteristic feature Such an aggregate is that its properties as a system cannot be reduced to a simple sum of the properties of its constituent elements.

The quality of the organization of the system is usually expressed in the synergy effect. It manifests itself in the fact that the result of the functioning of the system as a whole is higher than the sum of the results of the same name of the individual elements that make up its totality. In practice, this means that from the same elements we can get systems of different or identical properties, but of varying degrees of efficiency, depending on how these elements are interconnected, i.e., how the system itself will be organized.

Consider economic (production) systems that have a number of features that distinguish them from technical and other systems:

non-stationarity (variability) of individual parameters of the system and the stochasticity of its behavior;

uniqueness and unpredictability of system behavior in specific conditions(due to the presence of an active element in it - a person) and at the same time - the presence of its limiting capabilities, determined by the available resources;

the ability to change its structure and form options for behavior;

the ability to resist entropic (system-destroying) tendencies;

ability to adapt to changing conditions;

the ability and desire for goal setting, i.e., for the formation of goals within the system.

production system is a set of production, management and auxiliary business processes aimed at safe work performance and customer satisfaction.

The efficiency of a modern production system is determined by the ability to transform resources into values ​​with the least loss, identify and eliminate losses, development and self-learning.

production system- a purposeful process, due to which the transformation of individual elements of the system into useful products occurs.

production system is an ordered part of the production process isolated as a result of the social division of labor, capable of satisfying certain needs, requirements and demands of potential consumers independently or in cooperation with other similar systems with the help of goods and services produced by this system.

From the position systems approach, production - the most important sphere of human activity - is a complex system. Systems consisting of a complex of interconnected objects are National economy, industry, enterprise, workshop, site. At the same time, complexes of functions and types of activities carried out at enterprises are also complex systems. All activities of the enterprise can be viewed as a single complex system, which consists of a network of subordinate, less complex systems.

Manufacturing systems- this is a special class of systems consisting of workers, tools and objects of labor and other elements necessary for the functioning of the system, in the process of which products or services are created.

Complete system production activities organization is called operating system.

The production system (PS) at the primary level can be considered as a group of mechanisms (equipment, apparatus, etc.) serviced by an employee (operator, driver, etc.). Each mechanism and its attendant are a "man-machine" system consisting of two interacting and interconnected elements.

If we follow the path of integrating man-machine systems, then we can come to a production site - a complex system consisting of main and auxiliary workers, main and auxiliary equipment, i.e., to a system with a complex set of interconnections, relationships and interests, with a complex structure and organization.

Systems of a higher level and order will be workshops, industries, etc. At the same time, each link of the system, subsystems of any level reflects the most essential features of the system of a higher level (order), of which these links are a part.

In the production system, production processes. Their basis and defining part are technological processes, in the implementation of which the worker, with the help of tools of labor, affects the objects of labor and turns them into a product of labor - finished products.

The elements of the production system are people and material objects: labor, tools of labor, objects of labor, products of labor, as well as technology, organization of production.

A production system is defined by behavior, evolution, and a set of structures.

The structure of the production system is a set of elements and their stable relationships that ensure the integrity of the system and its identity to itself, i.e., the preservation of the basic properties of the system during various external and internal changes.

The structure of the production system is determined by the composition and interrelations of its elements and subsystems, as well as links with the external environment. There are spatial (associated with the location of the elements of the system in space) and temporal (based on the sequence of changes in the state of the elements and the system as a whole in time) structures of production systems. They are closely related and interdependent.

Integrity production structure is one of the main properties of the system. All elements of the PS function with a single common goal - the development, design and manufacture of the necessary products. PS has an input, output and feedback.

Returning to the systemic concept of the term "organization", we note that the organization is the establishment and maintenance of links between the elements of the system. It is important to emphasize that, in contrast to biological or technical systems, in the organization of socio-economic systems of communication are less stable. Therefore, they must not only be installed, but also constantly maintained, that is, ensure their uninterrupted functioning. This is the essence of organizational activity.

Topic 2. Production management in the enterprise management system

1. Evolution of production management.

The structure of the enterprise management system.

3. The main functions of production management

Rice. 2. The mechanism of functioning of the production system

All methods and means of organization involve the creation of conditions that are most conducive to achieving the goals.

Planning is a statement of the problem, forecasting, setting goals, developing a strategy for their implementation, determining the conditions and means to achieve the goal.

The functioning of the system is ensured by regulation, which includes accounting and control. Decisions are made during the planning process. Then the conditions for its implementation are created, and the system begins to function. However, under the influence of internal and external factors there may be deviations from the intended goals. Regulation is aimed at neutralizing the causes of deviations and ensuring the desired course of development of the system.

To ensure the functioning of the system, information is collected, stored and processed to calculate indicators characterizing the functioning of the system and their analysis.

Control involves monitoring the progress of achieving goals, checking the implementation management decisions and an assessment of their consequences.

Regulation allows you to identify problems that require new management decisions, new organizational structures. The consequences of these decisions will again be regulated and controlled.

Thus, production systems include: planning, analysis, control

Depending on the characteristics of the production system, the control process is carried out.

Basic production function system is the output.

Production includes directly technological processes and auxiliary operations associated with the manufacture of products. Manufacturing control associated with the preparation of calendar plans, the establishment of production standards, the improvement of technology, quality control, the processing of materials, etc.

Subsystem of planning and control receives from the processing subsystem information about the state of the system and work in progress. Information can come from the internal and external environment of the organization.

For example, information about product demand, resource costs, technology trends, government documents, and so on comes from the external environment.

The planning and control subsystem processes information and makes decisions about how the processing subsystem should work.

Specific issues that need to be addressed may include:

¨ production capacity planning;

¨ dispatching;

¨ inventory management;

quality control.

Control may face different problems, for example: location of enterprises; planning of enterprises and working areas; distribution of resources and sequence of their use; selection of equipment, its operation, current and overhaul, replacement; material resources; design of the technological process and control of its course; working methods; quality control. It is easy to see that this is only a small circle of problems. Each of these can be broken down into additional sub-clauses.

Production subsystem Enterprise management according to the functional principle can be divided into four main functions:

I. engineering function(technical and technological support of production);

II. financial function (providing the activity of the enterprise with resources);

III. workforce function(recruitment, selection, training of labor resources and personnel management);

IV. marketing function(ensuring qualitative and quantitative outputs).

IN general view The essence of operations management is as follows:

development and implementation of a common strategy and directions operating activities enterprises;

· development and implementation of the operating system (production system), including the development of the production process, the decision on the location of production facilities, the design of the enterprise;

planning and control of the current functioning of the system;

· transformation of the production system (giving it new qualitative and quantitative parameters) in accordance with the requirements and conditions of the external environment.

It should be noted that operating system is a production and economic system with a clear production and technological orientation. Based on this, basic elements operational management models are those elements that form a block of the production subsystem, covering all functions.

Operations management or production management is the management of objects (operational resources) or processes that arise in the process of creating goods and services. Operations management creates consistency between operations and keeps production systems alive.

Production management is focused on the creation and operation of production systems. "Operational management" is aimed at managers in order to understand the relationship between the processes occurring in the preparation, production and sale of products, as well as possible problems and ways to resolve them.

Rice. 3 Operating system management matrix:

The matrix represents 12 sectors of management, each of which is somehow connected with all the others and has its own specifics in management.

There are many conflicts in the management process. main reasons which is:

Þ sharing resources;

Þ the relationship of unity of goals and differences in tasks;

Þ poor communication system;

Þ competence linked to point 2;

Þ various values;

Þ psychological features.

Completing the main task production (or operational) function (efficient transformation of incoming flows into outgoing) should be directed to achievement of the strategic goal of the organization - survival in the long term through increase its competitiveness .

The main indicator of increasing the competitiveness of an organization is an increase in the number of users of the results of the organization's activities, which directly leads to an increase in outgoing flows.

Thus, the production system can be represented as "costs - transformation - output", subject to the criteria of planning, analysis and control, which ensures consistent production management.

All activities of the enterprise are complex single system consisting of a network of subordinate subsystems. A subsystem can be represented as a subdivision of the first order of a single or whole complex system.

One of the reasons for the decline in production is a decrease in the level of manageability of enterprises. Overcoming the decline in production can be carried out not only through external investment in manufacturing sectors, but also through the mobilization of their own resources, which indicates the importance of effective production management.

Topic 3. Basics of production organization

Manufacturing process.

Enterprise Design

Production cycle

Stage Planning of production capacities.

In the terminology of operational management, the word "capacity" (power) has the meaning: the ability to own, receive, store and adapt.

From the point of view of operational management, "Production capacity" is considered as the amount of output that a particular enterprise can achieve in certain period time and under specific market conditions.

In the practice of production management, there are several types of concepts that characterize production capacities: design, start-up, mastered, actual, planned, input and output by period, input, output, balance.

Target strategic planning

production capacity– providing methods for determining such a general level of capacity of capital-intensive resources – industrial premises, equipment and the total workforce that the best way would support a long-term competitive strategy.

The target level of production capacity has an impact on:

Þ the ability of the firm to respond to the actions of competitors;

Þ on the structure of its costs;

Þ on the stock management policy;

Þ on the need to organize effective work management personnel.

The main tasks of planning the scale of production:

1) determination of technological priority;

2) establishing the ratio of constants and variable costs(operating leverage);

3) determination of physical constraints on the scale of production;

4) determination of the technical flexibility of the scale of production;

5) definition of environmental and sanitary restrictions.

The essence of capacity planning lies in the choice of an enterprise organization model.

Total power \u003d Number of constituent elements X Power of each element

The choice of the optimal organization model is influenced by three main elements:

A) technological features and technological optimality ;

B) economic efficiency (capital intensity and science intensity of one of the subsystems of the organization);

IN) marketing necessity (the need to disperse organizational subsystems due to the dispersal of certain indicators (consumers)).

The best operating level is the level of production capacity at which the production process was originally designed, and hence the volume of production, at which the average cost per unit of output is minimal.

Design productive capacity is determined in the process of designing production and reflects its capabilities for the conditions of the enterprise functioning adopted in the project.

During each planning period, production capacity may change. The longer the planning period, the higher the likelihood of such changes.

B. Production cycle

Production cycle

The production cycle for the manufacture of a particular machine or its individual unit (part) is the calendar period of time during which this object of labor goes through all stages of the production process from the first production operation up to and including delivery (acceptance) of the finished product. Reducing the cycle allows each production unit (workshop, section) to complete a given program with a smaller volume of work in progress. This means that the company gets the opportunity to accelerate the turnover of working capital, to fulfill the established plan with less expenditure of these funds, to release part of the working capital.

The production cycle consists from two parts: from the working period, i.e., the period during which the object of labor is directly in the manufacturing process, and from the time of interruptions in this process.

The working period consists of the time of execution of technological and non-technological operations; the latter include all control and transport operations from the moment the first production operation is completed until the moment the finished product is delivered.

Structure of the production cycle(the ratio of its constituent parts) in various branches of engineering and at different enterprises is not the same. It is determined by the nature of the products, the technological process, the level of technology and the organization of production. However, despite the differences in structure, the opportunities for reducing the duration of the production cycle are inherent in both the reduction of working hours and the reduction of break times. The experience of advanced enterprises shows that at each stage of production and at each production site, possibilities can be found for further reducing the duration of the production cycle. It is achieved by carrying out various activities, both technical (design, technological) and organizational.

The implementation of production processes is closely related to the methods of their implementation. There are three main types of organization of the movement of production processes in time:

¨ sequential, characteristic of single or batch processing or assembly of products;

¨ parallel, used in the conditions of in-line processing or assembly;

¨ parallel-serial, used in conditions of direct processing or assembly of products.

With a sequential type of movement, a production order - one part, or one assembled machine, or a batch of parts 1 (a series of machines 2) - in the process of their production is transferred to each subsequent operation of the process only after the processing (assembly) of all parts (machines) of this batch is completed ( series) in the previous operation. In this case, the entire batch of parts is transported from operation to operation at the same time. In this case, each part of a batch of a machine (series) lies at each operation, first waiting for its turn of processing (assembly), and then waiting for the end of processing (assembly) of all parts of machines of a given batch (series) for this operation.

A batch of parts is the number of parts of the same name that are simultaneously launched into production (processed from one equipment setup). A series of machines is the number of identical machines simultaneously launched into an assembly.

On fig. 1 shows a graph of the sequential movement of objects of labor for operations. The processing time for a sequential type of movement of objects of labor Tpos is directly proportional to the number of parts in the batch and the processing time of one part for all operations, i.e.

Tpos \u003d Et * n,

where Et is the processing time of one part for all operations in minutes; n is the number of parts in the batch.

With a parallel type of movement, the processing (assembly) of each part (machine) in a batch (series) at each subsequent operation begins immediately after the end of the previous operation, regardless of the fact that the processing (assembly) of other parts (machines) in the batch (series) at this operation not finished yet. With such an organization of the movement of objects of labor, several units of the same batch (series) can be simultaneously processed (assembled) at different operations. The total duration of the processing (assembly) process of a batch of parts (series of machines) is significantly reduced compared to the same process performed sequentially. This is a significant advantage of the parallel type of movement, which can significantly reduce the duration of the production process.

The processing time (assembly) of a batch of parts (series of machines) with a parallel type of movement Tpar ​​can be determined by the following formula:

Tpar \u003d Et + (n - 1) * r,

where r is the release stroke corresponding in this case to the longest operation, in minutes.

However, with a parallel type of movement, in the process of processing (assembling) a batch of parts (machines) at some workplaces, downtime of people and equipment may occur (Fig. 2), the duration of which is determined by the difference between the cycle and the duration of individual operations of the process. Such downtime is inevitable if the operations following one another are not synchronized (not aligned in their duration), as is usually done on production lines. That's why practical use parallel type of movement of objects of labor is certainly expedient and economically advantageous in the in-line organization of the production process.

The need to equalize (synchronize) the duration of individual operations significantly limits the possibility of widespread use of the parallel type of movement, which contributes to the use of the third - parallel-sequential type of movement of objects of labor.

The parallel-sequential type of movement of objects of labor is characterized by the fact that the process of processing parts (assembly of machines) of a given batch (series) at each subsequent operation begins earlier than the processing of the entire batch of parts (assembly of machines) at each previous operation is completely completed. Details are transferred from one operation to another in parts, transport (transfer) parties. The accumulation of some parts in previous operations before starting sodium processing in subsequent operations (production reserve) avoids downtime.

The parallel-sequential type of movement of objects of labor can significantly reduce the duration of the production process of processing (assembly) in comparison with consistent view movement. The use of a parallel-sequential type of movement is economically feasible in cases of manufacturing labor-intensive parts, when the duration of the process operations fluctuate significantly, as well as in cases of manufacturing low-labor parts in large batches (for example, normals of small unified parts, etc.).

With a parallel-sequential type of movement of objects of labor, there can be three cases of combining the duration of operations:

1) the previous and subsequent operations have the same duration (t 1 = t 2);

2) the duration of the previous operation t2 is greater than the duration of the subsequent t 3 , i.e. t 2 > t 3 ;

3) the duration of the previous operation t3 is less than the duration of the subsequent t 4, i.e. t 3< t 4 .

In the first case, the transfer of parts from operation to operation can be organized piece by piece; for reasons of convenience of transportation, the simultaneous transfer of several parts (transfer batch) can be applied.

In the second case, a subsequent, shorter operation can be started only after the processing of all the parts in the previous operation included in the first transfer batch is completed. On fig. 3 it has mine in the transition from the first operation to the second.

In the third case (in Fig. 3 - the transition from the 3rd to the 4th operation), there is no need to accumulate details on the previous operation. It is enough to transfer one part to the subsequent operation and start processing it without any fear of the possibility of downtime. In this case, as in the first case, the transfer party is installed only for transport reasons.

The moment of starting work at each next operation (workplace) is determined according to the schedule or by calculating the minimum displacements c.

The minimum offset from 2 is determined by the difference between the durations of the previous larger t 2 and the subsequent smaller operations t 3, namely:

s 2 \u003d n * t 2 - (n - n tr) * t 3,

where n tr is the value of the transfer (transport) batch, which for the second case of combination of the duration of operations is determined from the ratio c 1 / t 1 (c 1 is the minimum offset of the first operation), in all other cases - from the conditions of ease of transportation.

The minimum design offset is included in the total process time T in the combination of activity times related to the second case. In the first and third cases, the minimum offset is set equal to the time required to form the transfer batch.

When determining the total duration of the production process with a parallel-sequential type of movement of objects of labor, one should take into account calculated value displacement E with:

T pl \u003d E c + n * t k,

where t k is the duration of the last (final) operation in this production process.

Thus, the use of parallel and parallel-sequential types of movement of objects of labor makes it possible to reduce the duration of the production process, or, in other words, to reduce the production cycle for the manufacture of an object of labor.

Organizational measures are aimed at improving the maintenance of workplaces with tools, blanks, improving the operation of the control apparatus, intra-shop transport, storage facilities, etc. Restructuring the production structure of a plant, workshop, for example, organizing subject-closed production sites, which helps to reduce the time of interruptions in the production process by reducing the time of interoperational laying and transportation, it leads to a reduction in the duration of the production cycle; especially significant economic effect gives the introduction of in-line forms of organization of the production process.

Reducing the duration of the production cycle is one of the most important tasks of organizing production in an enterprise, on the proper solution of which its efficient, cost-effective operation largely depends.

Planning labor process

The essence of labor process planning and labor rationing is to determine the order of actions and the nature of the relationship between employees of the organization with each other, with equipment, consumers and other elements of the organization's environment.

Main principle work design- correspondence of the human factor and the technical one (employee's abilities - equipment capabilities, psychological characteristics of the employee - the content of the work, etc.)

Work design includes:

· division of work into types;

· determining the content of each species;

· construction of work order.

One of the first questions to be addressed is determination of the optimal level of specialization :

Benefits of specialization
For driving	For employees
1. Minimum training period 2. High productivity 3. Low wages 4. Possibility of tight control 5. Division of labor into skilled and unskilled 6. Use of high-performance special equipment	1. No special education required 2. Fast learning 3. Professional development
Disadvantages of Specialization
For driving	For employees
1. The complexity of quality control, because there is no one responsible 2. Increased costs due to staff turnover, absenteeism, labor conflicts, etc. 3. Small opportunities for process improvement due to limited prospects for workers 4. Decrease in flexibility of both individual processes and the organization as a whole 5. Increase in the number of inconsistencies in actions, the need for additional control mechanisms	1. Monotonous monotonous work 2. Dissatisfaction due to an insignificant final contribution 3. Decreased employee flexibility 4. Poor improvement and inability to improve professional skills

The division of labor has economic, psychophysiological and social boundaries.

Economic boundaries determined by the duration of the production cycle. Psychophysiological - the degree of fatigue of workers due to the monotony of labor in monotonous operations.

social boundaries associated with the content of work.

Order construction of the labor process can be represented as follows:

Rice. Algorithm for planning and structuring the labor process

The division of labor can be technological, functional, vocational qualification .

At technological division of labor the production process is divided into separate phases, types of work, operations.

Functional division of labor involves the division of work performed depending on the role and place of various groups of workers in the production process.

Vocational and qualification division of labor associated with the division of workers according to professions (specialties), categories, categories.

In the planning of the labor process, the most popular are two approaches :

I. Expansion of labor duties.

II. Sociotechnical system of labor.

I. Choice of labor methods.

Types of losses

Taiichi Ohno (1912-1990), father of the Toyota Production System and lean manufacturing, being an ardent fighter against losses, identified 7 types of losses:

• losses due to overproduction;
• loss of time due to waiting;
• losses due to unnecessary transportation;
• losses due to unnecessary processing steps;
• losses due to excess inventory;
• losses due to unnecessary movements;
• losses due to the release of defective products.

Jeffrey Liker, who, along with Jim Womack and Daniel Jones, has actively researched the Toyota manufacturing experience, pointed out the 8th type of waste in The Toyota Tao:

• unrealized creative potential of employees.

It is also customary to single out 2 more sources of losses - muri and mura, which mean, respectively, "overload" and "unevenness":

mura- uneven work performance, such as a fluctuating work schedule, caused not by fluctuations in end-user demand, but rather by the characteristics of the production system, or an uneven pace of work on an operation, forcing operators to rush first and then wait. In many cases, managers are able to eliminate unevenness by leveling out scheduling and being mindful of the pace of work.

Muri- overloading of equipment or operators that occurs when working with more speed or at a pace and with great effort over a long period of time - compared to the design load (project, labor standards).

Basic principles

Jim Womack and Daniel Jones, in their book Lean: How to Eliminate Waste and Make Your Company Thrive, lays out the essence of lean manufacturing in the form of five principles:

1. Determine the value of a particular product.
2. Determine the value stream for this product.
3. Ensure the continuous flow of the product value stream.
4. Allow the user to pull the product.
5. Strive for perfection.

Other principles:

· Excellent quality (surrender from the first presentation, zero defects system, detection and solution of problems at the source of their occurrence);

· Flexibility;

· Establishing a long-term relationship with the customer (by sharing risks, costs and information).

Lean culture

Lean manufacturing is impossible without a lean culture. The main thing in Lean culture is the human factor, teamwork. Emotional intelligence (EQ) of employees provides significant support for this. Lean-culture corresponds to a certain corporate culture.

Efficiency

In general, the use of lean manufacturing principles can have significant effects. Prof. O. S. Vikhansky argues that the use of tools and methods of lean production can achieve a significant increase in the efficiency of the enterprise, labor productivity, improve the quality of products and increase competitiveness without significant capital investments.

Manufacturing - the process of making goods or providing services to consumers. It is a process that uses intangible resources such as ideas, creativity, research, knowledge, wisdom, etc. Usually, it is a manual, mechanical or chemical process that converts input material resources such as raw materials, semi-finished products or components into finished goods or goods having value for the consumer.

The production process uses premises, production equipment and tools, human labor, various resources - water, electricity, Consumables. The production process includes the processes of processing orders, purchasing raw materials and materials, warehousing, transport logistics etc. All these processes can be combined into a production or processing subsystem.

The production process cannot exist without the managing and auxiliary (supporting) processes, which are of value only for the enterprise itself. Auxiliary processes, for example, maintenance of equipment or IT structure of the enterprise, personnel management.

Thus, production system can be defined as:
"A set of methods, procedures and plans that includes all the functions necessary to process information and raw materials at the input into finished goods / services at the output."

If the plans are not fulfilled, the planned goals are not achieved, then the production system is not working.

Toyota Production System

The Toyota Production System (TPS), steeped in the philosophy of "total waste elimination", covers all aspects of production to achieve maximum efficiency. Waste refers to anything that does not add value to the consumer: wastage due to waiting, unnecessary transportation, extra inventory, extra processing steps, overproduction, and scrap. All these losses are intertwined with each other, creating even more losses, which, ultimately, negatively affects the management of the corporation itself.
The Toyota Production System traces its roots back to the automatic loom Sakichi Toyoda (1867-1930), who originated one of the founding concepts of the Jidoka system, the production of high quality products.

TPS has evolved and improved over the years through trial and error. The second of the core principles is the Just-In-Time or JIT concept developed by Kiichiro Toyoda (1894-1952), founder (and second president) of Toyota Motor Corporation.

Jidoka and andon

The revolutionary automatic loom invented by Sakichi Toyoda not only made it possible to automate work that had previously been done by hand, but it also stopped itself if a breakdown was detected to prevent the production of defective products. If the equipment stops on its own, it becomes necessary to draw the attention of the operator to this situation. Therefore, an important part of the production process has become Andon (Andon), a signaling system (light board), which allows you to read information at a glance. This made it possible to observe the operation of a large number of machines with just one operator. As a result, Sakichi has been able to achieve an extraordinary increase in productivity and work efficiency.

The development of the jidoka system was "human automation". Part of the andon signaling system is a special cord, by pulling which, each worker can stop the conveyor. The role of the automatic stop of the machine on the conveyor is performed by each worker. I did not have time to wrap the nut - pull the cord. The main thing is that no one will scold and punish this worker. On the contrary, they will praise that they did not pass the marriage further along the assembly line. They will try to establish the cause, and this is called "Hansei" - constant analysis.

Right on time

Kiichiro Toyoda, who inherited this philosophy, implemented his belief that "the ideal conditions for creating a thing are created when machines, equipment and people work together to add value without creating any waste." He came up with techniques and technologies to eliminate waste between operations and processes. As a result, the JIT method was born.

“Just in time” means creating “only what is needed, when it is needed, and in required quantity". For example, in order to efficiently produce a large number of cars, which may consist of 30,000 parts, it is necessary to create detailed plan production, which includes the purchase of spare parts. At the same time, each of the 30 thousand parts must go to a certain workplace on the assembly line "at the moment when it is needed and in the required quantity." As a result, wastage and unreasonable claims are eliminated, resulting in increased productivity.

Kanban

The Toyota Production System has a unique production management method, Kanban, which plays an important role. The kanban system is also called the "Supermarket Method" because the idea of ​​using control cards was borrowed from American supermarkets. Product checklists provide information such as product name, product code, and storage location. At Toyota, when a process calls an upstream process to get parts, it uses kanban to tell you which parts were used.

Kanban allows a process (customer) to call on a previous process (supermarket) to get the parts they need, when they are needed and in the right quantity. In order not to make unnecessary parts at the previous stages and not deliver them to the next stage. The figure illustrates how a kanban system works with two types of kanbans: production order cards (green) and parts order cards (brown).

People

However, original methods and processes are only one side of the Toyota Production System. Here is what Yasuhito Yamauchi, former vice president of Toyota Group, says about the TPS production system: “The essence of TPS is the standardization of processes and a system of continuous improvements (kaizen or kaizen). And both of these concepts are inextricably linked with questions of people's motivation. By the way, in Toyota it is customary to talk about people, not about staff. This reflects our respect for those who work for the company. In addition, the main factors for the effectiveness of the production system are: initiative in the hands of ordinary employees, delegation of authority, delegation of tasks, giving workers freedom to make reasonable decisions, and kaizen. Among these five factors, there is not one that could be considered in isolation from the motivation and involvement of the staff. All five main factors of building a production system directly depend on how willingly people want to work, how close they take what is happening in the company to their hearts. The full text of the interview is here.

Dao Toyota

The book of the American professor Jeffrey Liker "Tao of Toyota: 14 principles of management of the leading company of the world" is widely known. The author devoted 20 years to studying the experience of Toyota and formulated his conclusions in this book.

IN Lately"Toyota's spirit of doing things" is called the "Tao of Toyota". Tao is a way, but not in the meaning of "road", but in a broader philosophical sense - a matter of life. It has been adopted not only within the Japanese company and the automotive industry, but also in production activities around the world, and continues to develop throughout the world.

The article uses information from the site www.toyota-global.com

The organization of production as a science studies mainly production systems, which are a special class of artificial material systems- social systems.

The production system is a large, complex, cybernetic system of interrelated and interdependent elements of the production process, technical and organizational orderliness of production, forming a single whole and functioning for the purposes of production. industrial products or the provision of services.

A systematic consideration of the organization of production systems allows us to establish that they are isomorphic, that is, there is a formal correspondence general principles their creation and special laws. This makes it possible to state the laws of organization of production systems mainly on the example of one system. The law expresses essential, stable, recurring and necessary connections between phenomena. The organization of production systems is subject to the laws of the relevant sciences and the organization of production.

Initial, independent of each other and not derived from other laws of the organization of production systems are two basic laws - compliance and development.

The Law of Correspondence means the need for the organization of the production system to correspond to the goals for which the system was created, the external environment, and the elements of the system to each other. The truth of the law is proved from the opposite: it is impossible to imagine a viable production system that does not meet at least one of the requirements of this law.

The law of development means the need to create an elastic organization of the production system, which allows the production system to change over time. With regard to the organization of production systems, the law of development determines the need to change their organization under the influence of depreciation of fixed assets, raising the general educational and cultural level of workers, scientific and technological progress, changing production technology, as well as the production program.

Many consequences follow from the laws of correspondence and development, which can be called laws of the second order, and from them, in turn, consequences follow, called laws of the third order. This trend persists until the consequences that characterize specific phenomena.

Systematization of the laws (and consequences) of the organization of production systems contributes to a more successful solution challenging tasks, for example, such as the economic assessment of the activities of enterprises (and production systems in general), the creation of an atmosphere of interest for the teams of enterprises in the adoption of "tense" plans, the assessment of the preference for strategies for operational control actions, and the creation of a preferable organization of the production system.

A systematic consideration of the laws of organization of production makes it possible to more clearly distinguish between the areas of organization of production systems and the area of ​​management of these systems.

IN modern economy the object of the organization of production is the enterprise - a certain Property Complex, intended for the implementation of a particular production activity and including production and retail space, engineering infrastructure, production and retail store equipment, goods in stock and on sale, cash on the current account and at the cash desk, hired personnel, including often hired managers.

An industrial enterprise can be considered as a production system characterized by the following features:

participation in the system of machines, the natural environment and a team of people, as well as the influence on the system of perturbing deviations;

the presence of selected parts (subsystems) that have a meaningful nature of actions;

the presence of functioning goals and a criterion for the effectiveness of achieving goals;

hierarchical management structure with vertical and horizontal links between subsystems;

a large number and variety of connections;

the movement of large labor, material and information flows between the subsystems that make up the enterprise.

The enterprise is characterized by the presence of a production structure, which refers to the composition of its shops, services, sections and the forms of their relationship. The production structure must comply with the principles rational organization production process, to ensure excellent product quality, high labor productivity and production efficiency.

The main factors determining the production structure of an enterprise are the organizational and technical level of production, the level and forms of specialization and cooperation.

Among other factors that affect the production structure, the following can be distinguished:

profile of the enterprise, that is, the nature of its products and the technology of its manufacture;

type of production, the presence of various stages of the technological process and significant volumes of homogeneous production at each stage;

the degree of industrial and economic development of the region in which the enterprise is located.

The types of production structures of enterprises can be classified according to two criteria: according to the composition of the existing stages of the main production process and according to the nature of specialization.

Depending on the composition of the stages of the production process, there are:

enterprises with a full technological cycle, that is, having procurement, processing and assembly shops;

enterprises of the mechanical assembly type, which have only processing and assembly shops, while all the blanks of the enterprise are received through cooperation;

enterprises for the production of individual parts consumed in large quantities (for example, gears, crankshafts, etc.);

assembly plants that have only assembly shops (for example, car assembly plants);

enterprises for the production of blanks that have only blank shops.

The listed types of enterprises also include a certain number of auxiliary and service shops and services.

Depending on the nature of specialization, the following production structures of the enterprise are distinguished:

subject- specialized enterprises which, in the manufacture of products, carry out almost all technological processes and have all the main, auxiliary and service workshops; such enterprises are universal, as they can produce a wide variety of products;

detail-specialized enterprises with two technological stages of the main production (for example, procurement and processing shops or processing and assembly);

technologically specialized enterprises with one redistribution of the main production and their own auxiliary facilities; the range of products at such enterprises is small, a small number of operations are performed at each workplace;

functionally specialized enterprises that arise as a result of the allocation of service functions and their isolation; basic production task here is the performance of work on servicing other enterprises with energy, transport, tools, etc.;

complex-specialized enterprises of subject, detail, technological specialization, interacting with each other in the main production and with functionally specialized in servicing; such enterprises produce a limited range of products of the same type with a minimum number of detail operations at each workplace.

A decisive influence on the change in the production structure is exerted by the deepening of the specialization of enterprises, as well as the desire to increase their profitability. The achievement of these goals is ensured, in particular, by scientific and technological progress.

An enterprise in a broad sense is understood as a production system, since it has all the features characteristic of the system. The characteristic features of the functioning of the enterprise as a production system include:

1) purposefulness, i.e. the ability to create products, perform work, provide services;

2) polystructurality, i.e. simultaneous existence at the enterprise as a system of intertwining subsystems - workshops, sections, farms, services, departments, etc.;

3) complexity, which is due to the polystructural nature of the enterprise, the presence in it of workers as the main elements, as well as the influence of the external environment;

4) openness - is manifested in the close interaction of the enterprise with the external environment, which exists in the material, energy, information exchange, payment of taxes, etc.

An enterprise is a dynamic system that has the ability to undergo changes, move from one qualitative state to another, while remaining a system due to its properties such as:

Efficiency - the ability to get an effect, create the products the consumer needs (perform work, provide services);

Reliability, manifested in stable operation provided by the control system, cooperation with other production systems, internal reserves;

flexibility - the ability of the production system to adapt to changing environmental conditions;

long-term - the ability of the production system to provide performance for a long time;

controllability - the admissibility of a temporary change in the processes of functioning in the desired direction under the influence of control actions.

The latter property characterizes the enterprise as a self-regulating system that is able to adapt to both internal and external changes. However, self-regulation can be carried out only to certain limits, since it is necessary to clearly regulate the activities of the enterprise in accordance with the tasks facing it. The latter determine the specific organizational principles of its structure, external and internal communications.

From the point of view of systems theory, all the activities of an enterprise can be considered as a single complex system, which consists of a network of subordinate less complex systems (elements) - a team of people, material and financial resources, interconnected by a chain of cause-and-effect relationships and controlled on the basis of the received and transmitted information in order to obtain the final product. Each of the listed subsystems also has the features of a system, but does not have the isolation inherent in independent systems. It is impossible to call a system a group of people working in an enterprise without material resources, and vice versa.

The essence of the functioning of the system in this case is reduced to the movement of information, energy and materials associated with the processing of certain inputs (for example, materials, information, tools, financial resources) to obtain the desired outputs (finished products, services, information, profit). The enterprise as a system consists of managed and control subsystems, interconnected by information transfer channels (Figure 1.3).

As managed subsystem the enterprise is a set of production processes, the implementation of which ensures the manufacture of products, the performance of work, the provision of services. This circumstance causes the division of the controlled system into subsystems in accordance with the nature of the processes occurring at the enterprise: preparation for production and development of new products, production processes, production infrastructure, product quality assurance, logistics, marketing and sales of products.

Control subsystem is a set of interrelated management methods implemented by people with the help of technical means, to ensure the efficient functioning of production.

Figure 1.3 - Enterprise Management System

In turn, in the management subsystem of an enterprise, functional subsystems are often created, which include marketing, innovation management, production management, personnel management, etc.

Production- the most important sphere of human activity in the transformation of objects of labor in order to meet the needs of all subjects of society. Thus, the production function covers all activities that are directly related to the production of goods or the provision of services. It plays a major role in the creation of goods or services and is the core of any industrial enterprise. Resource investments are made to obtain finished products using one or more transformation processes (storage, transportation, processing). In order to guarantee the desired (custom) product, measurements are taken at different stages of the conversion process, and then the results are compared with established standards and, if necessary, correct actions (control).

The financial function provides for actions to provide the production function with resources for favorable price and with the distribution of these resources, including for other functions. Personnel performing operations for each of the functions work together, sharing information and experience:

Preparation of estimates, budgets to determine financial needs or their subsequent adjustment in case of changes in operating conditions. The work of the enterprise's divisions is also evaluated in relation to the adopted budget;

Economic analysis and evaluation of proposed investments in equipment, production technology;

Providing the necessary funds for the timely financing of the production process. Careful planning becomes important and even critical in a time of limited funds and helps to overcome cash flow problems.

The marketing function is to sell and promote goods and services on the market; implementation of activities in the field of advertising and pricing; assessment of the wishes and needs of consumers; bringing to manufacturers the results of short-term marketing research, to designers - long-term ones.

Manufacturing systems

Manufacturers need information about current demand in order to plan production (buy the necessary materials and schedule work). Designers need marketing information to improve and modernize existing products and develop new ones. Therefore, marketing, design and production must work together in close contact. At the same time, marketing information characterizes the needs of consumers and the requirements for structural and functional features new types of goods, which is important for designers.

Manufacturers are also interested in receiving timely information about the need for new products in order to develop technological processes and purchase the necessary equipment.

Financiers are actively involved in the exchange of information and report on the availability of funds (for short-term planning), as well as what funds are needed for the manufacture of new products (subject to long-term planning).

In turn, information about the timing of the production process that marketers receive is important, allowing them to inform consumers in a timely manner about the completion of the order.

So, in the process of active interaction between the functions of marketing, production and finance, products are developed, real production schedules are predicted and created, quantitative and qualitative decisions are made, and information on the state of activity is exchanged. Depending on the type of activity of the enterprise, as an addition to the considered functions, other functions are formed that ensure their effective implementation (for example, logistics, accounting, maintenance, personnel management, technical preparation of production, marketing, etc.).

The study of interrelated conditions and factors that provide successful execution production function as important area activities of people requiring consideration from the standpoint of a systematic approach as a kind of complex system.

The concept of "system", its boundaries are rather conditional and depend on the object and purpose of the study. A system can be called any object that has in its composition a set of interconnected and interacting parts or elements. Any system consists of at least four main components: input, process, output, and feedback and control devices.

The same object included in another system is already considered in it as a subsystem or element. At the same time, an object that is chosen for research from the standpoint of a systematic approach must have a number of features that characterize it as a system. In particular, among the features of systems that are designed to perform production functions, there should be such as the main input components; set of elements; significant links between elements; integrative (unifying) properties; integrity; internal orderly structure and organization; purpose of functioning and criteria for evaluating the functioning of the system; control or regulating device; boundary with the external environment and the ability of the system to interact with it, the special properties of the elements with which they enter this system.

The existence of any system, the successful fulfillment of its tasks is possible if there are connections between the elements that unite them into a single whole, due to which the system functions in accordance with the goal. In a separate system, the connections between its elements are much stronger than with other elements of other systems. Such connections are called educational system. A certain number of elements, which are characterized by weak, intermittent connections or their complete absence, cannot be called a system.

The internal properties of the system and its interaction with the external environment are determined by highlighting and studying the types of connections. Among them, the most important are the connections of functioning, which are divided into: material (flows of materials, objects of labor, energy), information (flows of information, connections between people, etc.).

Connections also differ in direction: direct and reverse. They are interconnected and are a condition for managing the transformation process, especially the reverse influence of the results on its course.

The selection of the system from the environment as an integral object is carried out thanks to the system of educational connections. The integrity of the system determines that its behavior as a whole depends primarily on the interaction of internal elements, regardless of the influences of the external environment. The integrity of the system indicates its integrativity, the ability to combine the elements included in it.

It is known that the efficiency of the system depends on the results of the functioning of its individual elements, but in general, the performance of the system can be judged by the results of the work of interconnected elements. At the same time, the behavior of the system as a whole is not always determined by the activity of its individual elements. For example, at some workplaces, tasks are performed efficiently and in a timely manner, but the site as a whole functions unsatisfactorily.

Based on the definition of a system, it has an internal orderly structure and organization. The structure is considered as a quantitative and qualitative composition of the main elements of the system and ways of their interconnection, which provide a stable state of the system. The organization provides for the arrangement and interaction of the elements of the system. Structure and organization complete system increase the level of certainty due to the directed behavior of its elements. Structure and organization can be formal (provided by the project) and informal (as a result of casual connections and relationships).

The desired, possible and necessary state of the system at the "output" is determined by the ability to satisfy certain needs, is its overall goal of functioning. The degree of achievement of the goal is determined using evaluation criteria by comparing the indicators of "output" from the "input", that is, the results (volumes and quality of products) with the costs (of all types of resources for its manufacture). Criteria for assessing the functioning of the system allow you to choose the most appropriate (optimal) option for using limited resources.

The achievement of the set goal is ensured by monitoring the system parameters at the "output", comparing them with the given ones and influencing the "input" in such a way as to maintain the system in balance, ensure its functioning in certain mode work. The functions of control, comparison and influence are performed by a control device or a control (regulating) device, which is integral part systems.

Each system exists and functions within certain limits separating it from the external environment, but at the same time it can function and develop only if it actively interacts with environment. In this case, the external environment covers a set of objects external to the system, or influences it, or it influences them. Thus, the system during its operation is forced to constantly adapt to the external environment at the "input" (to resource providers) and at the "output" (to consumers), in accordance with its requirements, its material, informational and labor relations.

An essential feature of the system is the special properties that each of the elements and subsystems included in it has. Properties are considered as a quantitative or qualitative assessment of the parameters of objects, according to which they are interconnected within the system and with elements of other systems (type of product, number and qualification of workers, etc.). The separation of objects within the system with the definition of their functions and parameters in certain units of measurement is carried out due to the properties of its elements.

Investigating systems, they are classified according to certain criteria.

Depending on the conditions of creation, all systems are either natural or artificial, created by man.

The degree of interaction with the external environment divides systems into open ones, which at the "input" and "output" carry out an active exchange (energy, materials, information, products, services), and closed systems that do not interact with the external environment. Closed systems, not receiving resources, decline.

Physical systems include a set of natural or artificial objects that have a material form and actually interact (for example, the territory of an enterprise, structures, buildings, machines, equipment that ensure the normal process of transformation of raw materials, material).

Abstract systems are a symbolic representation of connections or processes that are carried out in physical models, determining their behavior, for example, models of individual objects, phenomena or processes. Models are also divided into:

Manufacturing systems

Physical - models of external similarity (equipment, workplaces, enterprises, structure of matter, etc.);

Abstract-schematic (graphs, diagrams, drawings, etc.);

Abstract-mathematical, reflecting numerical dependencies or relationships in the system or in its separate part (control system, functional, correlation dependencies, etc.).

Systems belong to simple systems if they include a limited number of interconnected elements that ensure the performance of simple system functions. Complex systems consist of a large number of interacting parts (subsystems, elements) that perform complex diverse functions and solve large problems. The peculiarity of a complex system lies in the possibility of its sequential division into parts, subsystems and elements and small components, but only up to a certain established limit.

Systems with a main, leading element, changes in which cause changes in all incoming elements, their behavior and the system as a whole, are called centralized systems (for example, the control body of any object). A decentralized system consists of equivalent elements, a change in one of which does not lead to changes in others, connected in series or in parallel (for example, group work).

Systems in which the state of internal elements and its behavior as a whole change over time are classified as dynamic. At the same time, changes can occur under the influence of both external and internal environment. In static systems, the state of individual elements and the behavior of the system as a whole do not change in time.

Natural and artificial systems that change behavior over time from random influences of both the external environment and internal processes are probable systems. System destrokes differ in behavior, which is determined by the previous state and the nature of the system's entry. To maintain such a system in balance, it is necessary to have additional control devices not only at the input, but also to take into account external and internal influences.

Feedback systems have the properties of influencing the "input" based on the results of activities on the "output" based on information transmitted through feedback channels (for example, automatic controllers, live and production systems).

Regulated systems include systems whose behavior is kept with the help of a control device within certain limits set by the purpose of its functioning. Such systems belong to the category of cybernetic.

The system is considered stable if the indicators of its functioning remain at a certain level (for example, a car, a machine tool, an enterprise).

Requirements communication with the external environment or optimization specific to artificial systems. A connected system is a system that corresponds to the external environment, functions in accordance with its requirements or another system interconnected with it (for example, if the result satisfies consumers, then the system corresponds to the external environment and is considered optimal for the time being).

Systems consisting of a complex of interconnected objects are: the country's economy, industry, enterprise, workshop, site, workplace. At the same time, complex systems are also complexes of functions, activities carried out in enterprises. As a single complex system, you can consider the entire activity of the enterprise, consisting of a network of subordinate, less complex systems.

Manufacturing systems- this is a special class of systems that combine workers, tools and objects of labor and other elements necessary for the functioning of the system, in the process of which products or services are created.

The elements of the production system are workers and material objects - labor, tools, objects, products of labor, as well as technology, organization of production.

The production system at the primary level can be considered as a group of mechanisms (equipment, apparatus, etc.) serviced by a worker (operator, driver). Each mechanism and the worker who serves it constitute two interacting and interconnected elements that form the "man - machine" system. An element of the production system is understood as a component of the system that is not divided into smaller ones. The elements of the production system of the lowest level (section, workshop, department) are workplaces (part of the production area with machines or units located on the eyelashes and workers who serve them), equipped with accessories and tools, a batch of parts (or other measurement of objects of labor), and others

The integration of primary man-machine systems creates production area- a complex system that covers the main and auxiliary workers, the main and auxiliary equipment, functional subsystems with a complex set of interconnections, relationships and interests, which determines its complex structure and organization.

To systems top level belong to workshops, enterprises, industries. At the same time, each link of the system, subsystem of any level reflects the essential features of the higher level system, of which they are a part.

In the production system, production processes are carried out. their basis and defining part are technological processes in which the worker, with the help of tools, acts on the objects of labor and turns them into a product of labor - finished products.

All material elements and subsystems of the production system are characterized by a special composition, mutual arrangement and relationships that create a technological or production structure. The formal, envisaged by the project, structure of the production system is formed according to the technological or functional principle. It consists of main and auxiliary elements. The main elements include technological equipment and equipment that is intended for direct processing or assembly of objects of labor (machines, machine complexes, conveyors, tools, fixtures, accessories, etc.).

The normal functioning of the main elements depends on providing them with energy, tools, repairs, as well as transportation, storage of items, control and test benches and devices. These functions are performed by the corresponding auxiliary elements of the production system, in which there are both external and internal connections at the input, and only internal ones at the output. Therefore, only those auxiliary elements, products and services that are not the result of the activities of other independent systems (industries, enterprises) can be necessary for the main elements of the production system.

The production system, along with technological ones, contains social elements - workers who use the means of labor and manage them in the manufacture of products. A set of groups of people of a certain professional composition, interact in a coordinated manner in the process of performing predetermined functions on technological equipment to achieve the goal, is the social structure of the production system. Thus, the social and material elements formally act as an integral part of the production system. The existence of material and social structures due to the division of labor in the production system. Therefore, the structure of the elements must correspond to its general goals and constantly adapt to them, because each element and subsystem, as relatively separate parts, perform well-defined tasks.

A production system is defined by behavior, evolution, and a set of structures. The structure of the production system is a set of elements and stable relationships between them that ensure the integrity of the system and its identity to itself, that is, the preservation of the basic properties of the system during various external and internal changes.

The structure of the production system is determined by the composition and interrelations of its elements and subsystems, as well as links with the external environment. There are spatial (arrangement of system elements in space) and temporal (sequence of changes in time of the state of elements and the system as a whole) structures of production systems. They are closely related and interdependent.

Production structure system is shown in fig. 2.1 is a time-invariant fixation of elements and connections between them. The functioning of the production system means its action in time. Depending on the purpose and analysis, the production system can be represented by various structures, for example, the structure of fixed assets, the structure of personnel, the production structure, and the like. The integrity of the production structure is one of the main properties. All elements of the production system operate with a single common goal - the development, design, manufacture of the necessary products. Any production system has an input, process, output and feedback. Through the login device

The subject receives initial resources (raw materials, materials, fuel, fuel, energy, labor, etc.) that ensure the functioning of the system. This process is the central main component of the system, due to which the input resources are transformed and acquire completely different new properties that they receive on the output. The output of the system is the result of the functioning of the system, it can be a separate product, service, information, or all at the same time, depending on the specialization of the production system.

The elements that make up the production system differ in their properties. Each of them, as a structurally separate part of the system, performs only its inherent functions. At the same time, the functions of each element of the system are subordinated to the tasks and goals of the system.

A characteristic feature of an element of the production system is the close relationship and interaction with other parts or elements of the system using:

Consistent implementation of a part of the functions on the subject of labor performed by the system as a whole until the finished product is obtained;

Complex processing of homogeneous raw materials and obtaining various products from it;

Parallel execution of homogeneous, but not identical, functions for processing many types of materials and obtaining parts of the finished product from them.

In the first case, the input of each element during the course of the process coincides with the output of the previous one, and the input and output of the system as a whole, respectively, coincide with the input and output of the first and last elements. This arrangement of elements allows you to use additional useful properties that are obtained at the output of the previous element, are input following form part of the necessary resources, due to which the multiple use of a part of the resources expended at the input of the system is achieved.

The systems of the second type are characterized by the presence of many outputs for one input. Integrated technologies for deep processing of raw materials will require a series-parallel construction of elements of the production system of the aggregate-separate type. An example would be a chemical plant.

The third type of production systems is characterized by one output of many inputs. Yes, on machine-building enterprise a lot of various raw materials, materials, methods of their processing are used simultaneously for the manufacture of the final product (product). A characteristic feature in this case is the presence of three interconnected sequential subsystems:

Procurement, which ensures the initial change in the shape of the material (metal);

Processing, which is associated with the production of finished parts from blanks;

Assembly, which is busy connecting individual parts into assemblies and a finished product - a machine.

The important features of the production system of the third type should also include:

The existence of several parallel inputs and outputs of each of its elements (for example, a foundry can simultaneously supply workpieces to several machine shops, and each machine shop receive them simultaneously from a number of homogeneous and heterogeneous workshops of your enterprise, as well as from outside - directly from the system input);

Providing certain predetermined properties to intermediate products, but lacking additional related properties that can be used in the following steps;

The possibility of delaying intermediate products at the manufacturing stages due to the need to act on the forces of nature to release excess energy (for example, cooling, drying).

The latter circumstance leads to the discontinuous (discrete) nature of the process, in which the output of the previous element along the course cannot be combined in time with the input of the next one. In turn, the discrete nature of the process of the system creates objective prerequisites for the separation of homogeneous elements from it into separate specialized industries that produce intermediate products for many production systems, where they are consumed in the form and input material resources (blanks, parts, components) in the manufacture of the final product. product. In this way, a high concentration of homogeneous production is ensured, which is a condition for technological progress and an increase in production efficiency.

The emergence of material ties in the production system is preceded by information ties, which are understood as communication and interaction of people through the exchange of oral, written, graphic and other types of data. Thanks to information links, the integration of system elements into a single whole is ensured, since the system-forming elements are associated with the movement of information. Information links, unlike material ones, have direct and reverse movement. If direct links determine the standard of behavior of the system and its elements, then the reverse ones reflect information about the results of tasks and the parameters of the functioning of the elements. At the same time, information accompanies the material flow reflects the movement of real material resources during their transformation into finished product. In this way, connections are made between the internal state of the system. At the "output" of the system, information links arise about the results of functioning, reflecting information about the quantity, quality, consumer properties of products (services), about economic indicators processes, etc. Based on the information received, organizational and managerial decisions are analyzed, and administrative and economic impacts on the system and its elements are carried out.

The material links of the production system begin from the moment the order for raw materials is fulfilled, and end with the shipment finished products consumers. The cycle of movement of materials covers the time of their manufacture, packaging, shipment, transportation from the supplier, warehousing and storage in the producer end products. Further, these materials to the direct manufacturer are subject to processing, assembly, packaging and shipment of finished products to consumers. material flow, therefore, is the result of the interaction of independent production systems: supplier, transporter and producer of finished products. They interact through information, which becomes the initial input to the production process of the system.