Production capacity management. Capacity utilization is

the ratio of the level of use by an enterprise of available resources, such as equipment, machinery, labor resources (personnel), production areas (warehouses, open areas), to the maximum possible load of these resources

From this article you will learn about what is capacity utilization, what key indicators determine the capacity utilization, about the different stages of planning and how to calculate capacity utilization

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Capacity utilization is the definition

the level of use of potential production opportunities, the products of which provide the financial plan of the enterprise and fulfill contractual obligations.

The capacity utilization is this is the formation of an assortment program of monetary emission of products that ensures the fulfillment of contractual obligations to consumers and the financial plan of the enterprise.

The capacity utilization is the level of use of potential production opportunities, which are estimated by the ratio of the actual output to the maximum possible.

The capacity utilization is the ability of the workers of the enterprise to use in full the means of labor assigned to them (the technological set of machines, equipment and production areas) leading to the maximum output per year (day, shift) in accordance with the established specialization, cooperative production and mode of operation.

The capacity utilization is the maximum possible annual (daily, shift) output of products (or the volume of processing of raw materials) in the nomenclature and assortment, subject to the fullest use of equipment and production facilities, the use of advanced technology and the organization of production.

- this is the maximum possible output of products of a certain nomenclature and assortment (per shift or per year) with full and efficient use equipment and production areas.

The capacity utilization is the maximum possible output of an industry, enterprise, its division, workplace for a certain period, subject to the use of the means of labor assigned to this division in full.

The capacity utilization is expressed as a percentage, showing what part of the maximum possible output with the actual volume of production resources and the achieved level of technology, technology and organization of production, the enterprise is able to produce with full or partial use of all resources and capabilities.

The capacity utilization is the maximum possible output of high quality products or the volume of processing of raw materials of an industry, enterprise, its division per unit of time using the resources of the enterprise (subdivision) in full.

The capacity utilization is the ability of a firm, enterprise, workshop, etc., to produce the maximum amount of products per unit of time of work on a specified date, provided that the totality of the means of labor available to it, capable of coordinating in time and space, is used, with the level of their technological mastery achieved by workers.

this value, which is determined by the actual quantity of products of the appropriate quality and nomenclature, which can be produced per unit of time with full or partial loading of fixed production assets under optimal operating conditions of the equipment.

The capacity utilization is point of planning the production program of the enterprise. It reflects the real possibilities of associations, enterprises, workshops for the production of products. Determination of production capacity utilization takes a leading place in identifying and assessing the profitability of production.

The capacity utilization is calculated value, which determines what part of the maximum possible annual (daily) output of products or the volume of processing of raw materials in the nomenclature and assortment provided for the planned period with full or partial use of production equipment and areas, taking into account the use of advanced technology, organization of production and labor in relation to industry, is able to produce an enterprise or its subdivisions.

The capacity utilization is the value that characterizes the optimal functioning of fixed assets in such conditions under which you can fully use the potential inherent in the means of labor.

The capacity utilization is formation of an assortment program for the production of products that ensures the fulfillment of contractual obligations to consumers and the financial plan of the enterprise.

Production capacity (PM)

The production capacity is an indicator that reflects the maximum ability of an enterprise (subdivision, association or industry) to produce marketable products in physical or cost units of measurement related to a certain period of time (shift, day, month, quarter, year).

PM loading planning

Capacity utilization planning is an integral and main part of the production process at the enterprise. Competent planning will allow balancing the loading of production capacities and optimizing the production process.

Consider the main stages and forms of planning.

Production plan

The production plan is an integral part of any business plan, which should describe all the production or other work processes of the company (enterprise). Here it is necessary to consider all issues related to production facilities, their location, equipment and personnel, as well as to pay attention to the planned involvement of subcontractors. It should be briefly explained how the system for the release of goods (provision of services) is organized and how production processes are controlled.

It is also necessary to pay attention to the location of production facilities and the placement of tools, equipment and workplaces. This section should indicate delivery times and list the main suppliers; describes how quickly a firm can increase or decrease the output of goods or services. An important element of the production plan is also a description of the company's requirements for quality control at all stages of the production process.

The main task of this section of the business plan is to define and justify the choice of a particular production process and equipment by the company.

It should be noted that industry specialized design companies are involved in the preparation of this section of the business plan, which is quite understandable, since the choice of technology and method of organizing the production process largely determines the effectiveness of any production project.

Assume that ABC decides to produce lawn mowers. Through comprehensive market research and market analysis, she determines that the highest demand among consumers are middle-class tools. So the firm knows what it should produce. Next, she needs to determine in what quantity to produce the goods, i.e. how many lawnmowers of the selected model should be produced in a certain period of time. It is from this decision that other issues related to planning the utilization of production capacities will depend.

Capacity utilization planning is based on forecasts of future demand, which are translated into production volume requirements.

For example, if ABV will produce lawn mowers of only one specific model, it plans to sell them for an average of 3,000 rubles. per piece and assumes that during the first year it will be able to achieve a sales volume of 3 million rubles, which means that it will need production facilities to produce 1000 mowers per year (3000 x 1000 = 3,000,000 rubles). This is how the physical requirements for loading production capacities are determined. It is clear that if ABV produces several models of lawn mowers and some other equipment, then in this case the calculations will be more complicated.

Irit Kaaz=more profit

If the company has been around for a long time, then the commercial forecast of future demand is compared with its actual production capacity, which allows you to determine whether it will need additional capacity for such demand.

It should be noted that capacity utilization planning is an activity that is carried out not only by manufacturing firms, but also by service companies. Yes, administrators educational institutions similarly determine the number of seats required to ensure educational process for the projected number of students, and fast food chain managers how many hamburgers they need to cook during rush hour.

Once the business forecast data for future demand has been translated into capacity utilization requirements, the company then proceeds to develop other plans to meet those specific requirements. However, both the company and the persons to whom it will present its business plan should remember that plans for the utilization of production capacities can subsequently change - both upwards and downwards.

In the long run, these figures change quite significantly, because the firm acquires new equipment or sells its existing production facilities, but in the short run, the modifications should not be significant.

The Company may introduce additional work shifts, change the amount of overtime, reduce the length of certain work shifts, temporarily suspend production, or engage third parties as subcontractors to perform certain operations.

In addition, if the company's product can be stored for a long time, and especially if it is seasonal (as, for example, lawn mowers from ABC), it can create additional stock during periods of downturn in demand and sell them during periods of peak sales, i.e. at a time when its existing production capacity is not able to fully satisfy the demand for its goods.

Four types of PM load planning

Capacity utilization planning can be divided into three stages: long-term(10 - 15 years), medium term(35 years), short term or current(1 - 2 years) and operational(from one to 10-12 working days). Depending on the industry, the planning period can vary from months to years for long-term planning and from hours to weeks for short-term planning, but the basic principles are largely the same.

Considers the total production capacity of the organization. Medium term planning aims to achieve the best overall balance between load and demand, and short term planning work schedules are drawn up for events to occur in the coming hours, days or weeks.

Long-term PM loading planning

The long-term planning process includes the following stages: economic forecasting, strategic planning, development of a long-term plan.

An economic forecast is understood as a multivariate hypothesis about the possible directions and results of an enterprise's activities in the future, as well as the resources and organizational measures required to achieve them. The main functions of economic forecasting are:

Analysis of economic, social, environmental and scientific and technical trends;

Assessment of current situations and identification of key problems of economic development;

Analysis of the directions of change in the respective areas, assessment of their actions in the future and anticipation of new economic problems;

Identification of possible development alternatives in the future;

Accumulation of sufficient information for a comprehensive justification of the adoption of optimal planning decisions.

The duration of the long-term forecasting period makes it possible to overcome the inertia of economic processes, to implement fundamental shifts in engineering and technology, to change existing trends and the structure of production, and to subordinate them to the needs of the market.

Therefore, in long-term forecasting, the normative-target approach should be used as widely as possible, which is based on the definition of development needs and goals, as well as in combination with a descriptive approach based on studying existing trends and extending them to the future.

A feature of long-term forecasting is its variability. Forecasts may vary depending on the accepted degree of provision with certain types of resources, full or partial satisfaction of demand for certain goods, etc. In economic forecasting, a comparative analysis of the capabilities of the enterprise with the achievements of competitors is carried out, they study the state of the market, the characteristics of the industry within which the enterprise will operate.

provides for the development, first of all, of global goals for the development of an enterprise in the long term, taking into account uncontrollable factors external environment: political events, inflation, unemployment, trade imbalances, changes in lending rates, etc.

At this stage, the main goals and the most important results of the enterprise's activity are established, subject to the preservation of the current policy. Then they are compared with the results that should be obtained upon reaching the level of established development goals and reserves are identified.

They develop strategic decisions that make it possible to realize these reserves, taking into account the means and methods for achieving the goals set and providing the necessary resources. At the same time, new capabilities of the enterprise are also being developed, for example, expanding production capacities by building new production facilities or acquiring equipment, changing the profile of an enterprise or a radical change in technology.

There are several options strategic plans enterprise development:

- summative(main) plan gives an idea of the enterprise in the future, the main goals, directions and strategies for its development, sales markets, requirements for the desired growth rate of production and profitability;

- functional the plan reflects new areas of activity of the enterprise without taking into account its individual divisions (production, marketing, investment, etc.) in order to optimally distribute material, labor and financial resources in the future;

- economic plan if possible, specifies the summative plan in terms of profit, profitability, turnover, investments, market share, and also shows the directions and methods of competition, possible consequences implementation of various strategies;

- enterprise development plan provides for measures to restructure or improve its structure and management system in connection with the implementation of the summative plan.

Strategic planning is of particular importance for large corporations uniting technologically similar enterprises and organizations. The concentration of capital and the diversification of production allow them to increase the efficiency of their activities, to function stably in a competitive market environment.

Strategic planning covers the main areas of the corporation's activities, in particular, the formation of global development goals and the determination of their possible changes, the optimal distribution and efficient use of all types of resources, internal coordination in the strategy of the organizations included in the corporation, adaptation to the elements of the external environment, search organizational strategies.

At this stage, they develop general principles for orienting the enterprise to the future (development concept), determine the main direction and development programs, the content and sequence of the implementation of the most important activities that ensure the achievement of the goals set.

Determination of directions and sizes of investments and sources of their financing;

Introduction of technical innovations and progressive technology;

Diversification of production and product renewal;

Forms of foreign investment in terms of the acquisition of new enterprises;

Improving the organization of management for individual divisions, personnel policy.

Objects of long-term planning are: production capacity, investment, financial resources, research and development, market share, organizational structure etc. As part of long-term planning, new product-to-market strategies are being developed and ways to close the gap between the predicted values of indicators and those that can be realized. To do this, they analyze the possibilities of expanding production, commissioning new capacities, reducing costs, changing the range, creating foreign branches, etc.

Since the assessment of prospects in the conditions of spontaneous market development is extremely uncertain, with long-term planning it is impossible to focus the enterprise on achieving quantitative indicators and therefore are usually limited to developing only the most important qualitative characteristics specified in the programs. Through them, they coordinate the promising directions of development of all departments of the enterprise, taking into account their needs and available resources.

Based on the programs, medium-term plans are developed, which already contain not only qualitative characteristics, but also quantitative indicators, detailed and concretized in terms of the choice of means for the implementation of the goals outlined in the framework of long-term planning.

Medium-term PM loading planning

This chapter is dedicated medium term planning, it will consider the nature and problems of demand forecasting. We will consider alternative strategies for dealing with variability in demand and, since no planning system can do without good data, we will describe the planning system and its information needs, as well as a number of methods for obtaining the necessary data.

If demand exceeds available capacity, either expand production or keep the buyer waiting. In the case when demand for a number of products exceeds production capacity and when the excess demand cannot be satisfied, linear programming techniques can be used to calculate the optimal output program.

Medium term plans most often cover a five-year period as the most appropriate period for the renewal of the production apparatus and product range.

They formulate the main tasks for the specified period: the production strategy of the enterprise as a whole and of each division (reconstruction and growth of production capacities, development of new products and expansion of the range), sales strategy (the structure of the distribution network and its development, the degree of control over the market and introduction to new markets, holding events that help increase sales), financial strategy (volumes and directions of capital investments, sources of financing, portfolio structure valuable papers), personnel policy (composition and structure of personnel, their training and use).

Along with this, the volumes and structure of the necessary resources and forms of material and technical supply are determined, taking into account intra-company specialization and cooperative production. Medium-term plans provide for the development in a certain sequence of measures aimed at achieving the goals outlined by the long-term development program.

The medium-term plan usually contains quantitative indicators for products, data on capital investments and sources of financing. It is developed in the production departments of the enterprise with a focus on eliminating the so-called bottlenecks, i.e. on such areas of activity where the possibilities of influencing overall results.

The functional divisions of the enterprise are responsible for developing plans for the development of their divisions in terms of production capacity, labor, profit, marketing, and finance. At the enterprise level, medium-term planning is carried out for individual projects, plans are developed scientific research, marketing, production, input capacity for labor and financial plan.

Short-term PM loading planning

They are carried out by detailed development (usually for a year) of plans for the enterprise as a whole and its individual divisions.

the main task current planning - the development of a plan for the sale of products and, on its basis, a system of plans: for raw materials, production, labor, movement of stocks of finished products, cost estimates, promotional activities, profit realization, credit, capital investments, research and development, financial plan.

The main links of the current production plan are calendar plans (monthly, quarterly, semi-annual), which are a detailed specification of the goals and objectives set in the long-term and medium-term plans.

For example, production schedules are compiled on the basis of information about the availability of orders, their availability of material resources, the degree of utilization of production capacities and their use, taking into account the stipulated deadlines for the execution of each order. Production schedules include expenditures for the reconstruction of existing facilities, replacement of equipment, construction of new enterprises, and training of the workforce.

Current planning is closely related to the plans of various partners and suppliers, and therefore these plans are either coordinated, or their individual elements are common to the manufacturer and its partners.

Operational PM loading planning

The company covers a period from one to 10-12 working days. Operational plans, which are most often daily, usually consist of the following main elements:

Production programs of workshops, sections and production lines, reflecting the actual loading of production capacities;

Operational tasks for these units;

Schedules for the movement of products, assemblies and parts along the technological chain.

The operational plans establish the loading of equipment, the sequence of various operations of the technological cycle and the time allotted for this, as well as the placement of workers, taking into account the available production capacities, material resources and personnel.

All this should ensure the optimal course of production processes, the rational use of material and labor resources, the full and timely fulfillment of planned targets, and the maintenance of the necessary rhythm of the enterprise.

Fundamentals of calculating the load of PM

When calculating the production capacity, it is necessary to proceed from the available equipment and areas, an advanced manufacturing company, the use of high-grade raw materials, the most advanced tools and devices, and the operating mode of the enterprise.

The use of natural indicators to measure production capacity is possible only at highly specialized enterprises that produce homogeneous, simple products. With multi-product production, the total capacity of the enterprise is determined in monetary terms.

A different methodological approach to determining production capacity provides both advantages and contains the potential for the emergence of undesirable economic phenomena.

Coefficients for calculating the loading of PM

The level of use of production capacities is measured by extensive indicators and intensive indicators of the use of labor means. The main ones are:

Extensive use ratio;

Equipment shift factor;

Equipment load factor;

The coefficient of use of the shift mode of the operating time of the equipment;

Usage rate.

(cupcake)- the ratio of the actual fund of time Kf(actual number of hours of operation of the equipment) to the planned number (Kpl):

The value of the coefficient characterizes the percentage of the use of the planned equipment operation fund for the period.

For example, if the work shift is 8 hours, the planned time for equipment repair is 40 minutes, the actual equipment operation time is 5 hours, then the coefficient of extensive use is:

The planned equipment operating time fund was used by 68%.

Coefficient value cupcake depends on the mode of operation of the enterprise or production site, shifts, operating conditions and equipment maintenance.

(XM)- the ratio of the total number of machine-shifts worked out by the equipment during the day (Kstsm) to the maximum number of machines working in a certain shift (Xmax):

The value of the indicator shows how many shifts each piece of equipment works on average annually.

For example, in the shop 60 units. equipment. In the first shift, 58 machines worked, in the second - 53 machines. Then the equipment change factor is equal to:

On average, the equipment worked 1.85 shifts.

(Kzag)- the ratio of the labor intensity of manufacturing all products on this type of equipment to the fund of the time of its operation. In practice, the load factor is calculated as the quotient of the shift factor divided by the number of shifts. (Ks):

The value of the load factor, based on the data of the previous examples, is:

Kzag = 1.85: 2 = 0.93.

Thus, the equipment was loaded on average by 93%.

(Ksmr)- the ratio of the shift factor of equipment operation (XM) to the duration of the shift established at the given enterprise (TSM):

The value of the coefficient shows what part of the shift the equipment was used.

(kin)- the ratio of the actual power (productivity) of the main technological equipment (Mt) to its standard power (Mn):

The value of the indicator characterizes the degree of utilization of production capacities.

For example, during the shift, the machine actually worked for 4.5 hours, produced 100 products, the planned operating time was 7.5 hours, and the productivity per hour was 30 products. Equipment load level: planned output per shift:

Equipment Intensive Use Rate:

i.e., only 44.44% of production capacity was used.

Integral capacity utilization factor (Kint). The indicator takes into account the combined impact of both intensive and extensive factors. It is calculated as the product of the coefficients of intensive and extensive use of equipment, for example:

The value of the indicator characterizes the degree of loading of production capacities in terms of time and capacity.

An increase in the level of production capacity utilization in dynamics is a positive factor, it indicates an increase in the return on the created production potential, a decrease in the cost of production, an increase in profits, profitability of production, leads to a decrease in the need for water for new production facilities with a change in production volume, etc.

Formulas for calculating the loading of PM

For units with technological specialization, the calculation of production capacity is reduced to the capacity of the equipment and its load factor.

The indicators are calculated in the following order:

Carry out the most rational placement of types of work by groups of interchangeable equipment;

Determine the prospective norms of time spent per unit of each type of product for equipment groups and workplaces.

Determine the calculation of equipment throughput (R) according to the formula:

Determine equipment load (Z) according to the production program. Equipment load is calculated in two ways:

As a product of the norm of time for the manufacture of one part, taking into account the fulfillment of production standards for the annual production program;

Comparing loading (3) equipment with throughput, get the excess or shortage of machine hours by equipment group and determine the load factor.

then the production program can be increased, because production capacities are not fully loaded (underloaded).

this means that part of the production program on this group of equipment cannot be performed.

Available perfect option, when

It follows that the company can manage the demand for products through production capacity.

If demand exceeds the capacity of the enterprise, i.e. it is impossible to fulfill the production program, then such a discrepancy is regulated through an increase in prices for products or equipment rental.

If the enterprise has excess capacity, then this will significantly affect the cost and price of products (the price will be overstated and the products may become uncompetitive).

To resolve and eliminate such a situation, the manager can make decisions:

To smooth or align the availability of capacity and the implementation of the production program: increase the shift ratio, reduce downtime and non-production costs;

Alignment of capacity and production program takes place through the purchase, sale or leasing of equipment;

Alignment of capacity and production program can take place through the design of new products and through cyclical and seasonal fluctuations in demand.

Of great practical importance is the optimization of production capacity. Optimization is understood as the capacity at which the nomenclature, assortment, output volume provide the maximum load of the equipment.

The limitations of capacity optimization are:

The total time of manufacturing of all products on the 1st group of equipment;

The desired production capacity for the production of products of the 1st type should not be less than planned.

These problems are solved using linear programming methods.

The level of production capacity utilization is measured by the following indicators:

Coefficient of actual (planned) use of production capacity (K i.m.);

Equipment load factor (K z.o.). This indicator identifies redundant or missing equipment;

Special place different principles occupy the organization of the production process: proportionality, continuity, parallelism, rhythm.

The degree of proportionality of production is characterized by the deviation of the throughput (capacity) of each operation (processing) from the planned rhythm of output. The proportionality of production excludes overloading of one equipment, i.e. bottlenecks, and underutilization of the capacity of other equipment. Proportionality is the principle, the implementation of which ensures equal throughput of different jobs of the same process.

Consider an example. The production process of manufacturing parts consists of 4 operations, 4 machines with different capacities are installed in the workshop. Let's make a table:

The total throughput of the technological chain is 6 parts per shift. The third workplace is "narrow", the use of the milling machine is 40%, the other two 50%. What should be done to reload the workplaces? It is necessary to purchase a lathe with the same power, then the power will be 12 pieces of parts. Milling machine underloaded, so you need to load it with another part:

Continuity of production is considered in two aspects: continuous participation in the production process of objects of labor - raw materials and semi-finished products and continuous loading of equipment. The degree of continuity of the production process can be characterized by the continuity factor (kn) calculated by the formula:

A characteristic feature of the principle of parallelism is the implementation at all levels of the production process. Parallelism refers to the simultaneous execution of individual parts of the production process in relation to different parts common batch of parts.

Parallelism in the execution of the main and auxiliary elements of the operation consists in combining the time of machine processing with the time of installation and removal of parts, control of parameters, loading and unloading of the unit with the main technological process.

The level of parallelism of the production process can be calculated by the formula:

Rhythm is the principle of rational organization of processes that characterizes the output of products in each period of time in strict accordance with the planned targets set for this period.

Example. The replaceable planned and actual production of parts by the workshop is characterized by the following data.

The obtained value characterizes the deviation from the rhythmic production output by 0,025 (10,975) , the frequency of non-fulfillment of the shift schedule was

PM loading indicators

The process of formation and organization of the use of the production capacity of a modern enterprise depends on many factors. Factors are understood as the conditions necessary for the implementation of these processes, as well as the reasons that influence their results.

The growth in the scale of production and the increase in its efficiency put forward the task of finding reserves for increasing and improving the use of the production capacities of existing enterprises.

Therefore, it is required to determine the range of factors that would serve as the basis for determining the value of the production capacity of an operating enterprise and the level of its use.

Factors affecting the value of production capacity and its use are interrelated, because both types of factors have a single object of influence - the production capacity of an enterprise (subdivision). The difference between them lies in the fact that the first part of the factors determines the reserves for increasing production capacity, and the second - the reserves for improving its use.

A systematic approach to the study of factors affecting the size and use of production capacity involves consideration of the following main provisions:

Determining the impact on the value of production capacity;

The use of resources consumed in production and the processes of their transformation.

The main resources of the production process are represented by three elements: labor, tools and objects of labor. Therefore, the consumption and transformation of these resources are the basis for determining both types of factors.

There is a close functional relationship between the concepts of "production capacity" and "means of labor". It manifests itself in the fact that each individual instrument of labor corresponds to a certain amount of production capacity. This means that the main factor influencing the value of production capacity is the available set of means of labor. Moreover, this influence on engineering enterprises is manifested by expanding the scope of work and increasing the productivity of technological equipment (jobs).

However, this expansion is usually limited by the size of the production areas of buildings (there is an exception for those industries whose capacity depends on the size of the area, for example, assembly, boiler and welding). The production areas themselves, as a rule, do not have a direct impact on the object of labor. They limit the scale of production spatially, so they are one of the factors that determine the size of production capacity.

Therefore, the structure corresponded to the structure of manufactured products, i.e., their throughput should achieve the maximum level of consistency. A certain ratio must also be achieved between the production capacities of the sites and workshops of the enterprise. Therefore, one of the important conditions for production is compliance with the norms and proportions between their number, size and operating speeds.

Thus, the thesis that the value of production capacity depends on the quantity and productivity of the means of labor should be substantially supplemented. Thus, an important factor determining the magnitude of production capacity is, first of all, the system of machines as an aggregate mechanism built on the basis of the principle of proportionality.

The factors for increasing the productivity of machines (jobs) are mainly associated with an improvement in the qualitative composition of technological equipment, an increase in its composition of high-performance machine tools, automatic and semi-automatic machines, and automatic lines. The more perfect the machines and equipment, the higher their productivity per unit of operating time, the greater the production capacity of the departments and the enterprise as a whole.

The productivity of machines and equipment also depends on the quality of the objects of labor. With the quality of raw materials, the technology of its processing changes, which directly affects the productivity of the means of labor and their improvement. The improvement of the technological process has a significant impact on increasing the productivity of machines. The introduction of advanced technology makes it possible to intensify the production process, i.e., to reduce both the machine and the total time of manufacturing the product.

An increase in the productivity of machines largely depends on the degree of perfection in the design of manufactured products, their unification and standardization, reduction in the number and combination of operations in their manufacture.

The staffing of industrial enterprises with skilled workers accelerates the technological development of modern technology, makes it possible to significantly exceed its passport productivity by switching to high-speed methods of processing parts, using special cutting tools, modernizing individual machine tools and introducing special equipment.

The classification of factors influencing the value of the production capacity of the enterprise is built on the basis of their detail. A feature of these factors is that for the implementation of measures due to them, capital investments are required.

The factors influencing the use of production capacities look different. They cover activities related to the use of reserves of an organizational nature and do not require large capital investments in the main production. According to the content, these factors can be divided into socio-economic and organizational-technical, and according to the place of occurrence - into external and internal.

These factors find their main manifestation in improving the use of the established or accepted value of production capacity, as well as in the ratio of the time of work and the time of loss of labor means, that is, they cover the area of their functioning.

The main factors influencing the level of equipment use are the improvement of the organization of production maintenance, the improvement of the quality and organization of production planning, the technical development of enterprises and the technological planning of equipment loading, the wider introduction of modern progressive forms of labor organization into production practice, the improvement of material incentives for improving the use of equipment, improving the structure of the equipment fleet by rationally distributing the equipment allocated to the enterprise and redistributing the underloaded, increasing the shift ratio of equipment, reducing equipment downtime during repairs.

Taking into account the above characteristics, a classification of factors influencing the use of production capacities of enterprises has been built. The above classification of both types of factors is a theoretical analysis of quantitative and qualitative factors for increasing the efficiency of using production capacities.

The effectiveness of the analytical assessment largely depends on the substantiation of the system of indicators, with the help of which it is possible to determine the level of intensity of the use of production capacities.

At the same time, the development of methods for calculating indicators, as well as methods for determining the standard values of each of the indicators, is of great importance. The system of indicators is an interconnected set of indicators that provides a comprehensive quantitative assessment of the state and identification of reserves for improving the intensive use of production capacities.

The scorecard can be divided into three groups. The first group can include coefficients that characterize the level of development of the design and use of the production capacity of the enterprise, the second - coefficients that characterize the use of equipment, and the third - cost indicators that characterize the return of the production apparatus.

Each of the indicators included in a particular group has a strictly defined purpose in the analysis system and evaluates one of the directions of the process of intensive use of production capacities.

Consider the methods for determining the value and purpose of each of the indicators included in the system.

Among the indicators of the first group, we should first of all highlight design capacity utilization factor (Kp), which characterizes the level of use of the new capacity put into operation in order to achieve a stable output of products not lower than the level provided for by the project. It is determined by the formula:

Based on the data obtained using this coefficient, one can judge the progress in the development of design capacities and technical and economic indicators within the normative period, the reduction of the period for commissioning new capacities, i.e. take into account

has a slightly different purpose capacity utilization factor (Ki). It characterizes the level of use of the existing production capacity, which in its magnitude can differ significantly from the design one.

In turn, production capacity is divided into certain types, each of which has its own different meaning in solving issues of planning and organizing production. Therefore, the level of use of different types of capacities must be considered separately.

So, first of all, it is necessary to assess the level of use of the accepted planned, average annual and actual production capacity. The utilization rate of each of them can be obtained by the ratio of the planned or actual volume of gross, marketable, sold, net products (AT) to the corresponding type of production capacity (PM).

Important for characterizing the use of the production capacity of the enterprise is the analysis of the level of use of production capacities of its individual divisions.

Based on the results of this analysis, one can judge the correctness of the choice of the leading link, according to which the capacity of the plant is taken, and the magnitude of the reserves for increasing the output of individual workshops. It should be considered very important to determine the level of use of the average calculated or standard value of production capacity. For this purpose, the utilization factor of the standard power value is applied (kn), the value of which is determined from the following relation:

Consequently, production capacities are underestimated and do not reflect their actual value, which enterprises have. For this reason, it is impossible to judge rational use technological equipment, available potential reserves to increase its load. An objective assessment of these reserves can be obtained using a group of indicators characterizing the level of equipment use. This group is represented by three coefficients and an indicator of the average operating time of one machine. One of these generalizing indicators is the equipment shift ratio (XM).

The most reliable method for determining the shift ratio of equipment operation is the division of the planned calculated or actual machine capacity (machine capacity) of manufactured products by the actual annual fund of time for all installed equipment during its operation in one shift. The formula for calculating the value of the shift coefficient of equipment operation (XM) looks like:

As a result of comparing the planned or actually achieved shift ratio of equipment operation, calculated by our method, with the optimally possible or normative one, you can get a complete picture of the availability of reserves that enterprises and their divisions have in increasing equipment utilization.

To assess the use of the actual fund of equipment operation time, an important indicator is the equipment load factor. (Kz). It represents the ratio of the total machine capacity required for the manufacture of the planned or actual quantity of products to the actual fund of the operating time of the installed equipment under a given mode of the enterprise or its divisions. Its value can be determined by the formula

This method of determining the load factor is not the only one. So, it is proposed to determine this indicator by the received power. The formula for calculating its value is

From the analysis of the formula, it can be seen that the greater the value of the received power, the higher the equipment load factor. However, the value of the equipment load factor with this method of calculation may be somewhat distorted. The fact is that the capacity of a subdivision or plant is determined by the capacity of the leading link.

When justifying the projects of machine-building plants, the equipment load factor is determined as the ratio of the estimated number of machine tools or machines to its accepted number,

An important point in the analysis of the use of equipment is the determination of the average time of its operation. The value of this indicator can be calculated by the formula

The advantage of this indicator is that it gives an idea of the average absolute value of the load of each piece of equipment in a given production unit. Any of the indicated indicators of the second group primarily reflects the use of technological equipment, which determines the amount of production capacity. The dynamics of these indicators not only shows the level of intensive use of production capacity, but also indicates the magnitude of potential reserves for improving such use.

An important step in the analysis of the intensive use of production capacity is the assessment of the degree of equipment loading uniformity for a given production volume or accepted capacity. This download provides insight into current level proportionality in the production capacities of divisions and groups of interchangeable equipment. To quantitatively measure the level of equipment loading uniformity, it is proposed to use the proportionality coefficient.

CPR is defined as the ratio of various types of work in the structure of the machine intensity of manufactured products to the total number of installed equipment according to the following formula: The value of the coefficient of proportionality, based on data characterizing the loading of equipment

Using this indicator, you can determine how much installed equipment in a given production unit can operate simultaneously with the existing structure of the machine park and the structure of machine intensity (labor intensity) of a given production program.

At the same time, it shows how the scale of work corresponds to the installed equipment on this moment time in the department. The shift ratio of the equipment and the load factor of the equipment largely depend on the volume of production. The proportionality factor remains unchanged when the volume of production changes. The value of the proportionality coefficient will not change even if the total equipment in workshops and areas without a corresponding improvement in its structure.

The value of the proportionality coefficient depends primarily on the structure of the equipment fleet or the structure of the machine intensity of manufactured products. It is the higher, the greater the degree of correspondence between the structure of the fleet of machines and the structure of the machine intensity of production. Consequently, the coefficient of proportionality characterizes the conformity of the structure of the machine intensity of manufactured products with the structure of the equipment or, conversely, the structure of the equipment - the structure of the machine intensity.

Describing the scale of production at the current level of throughput consistency certain types equipment, groups of interchangeable equipment, the proportionality coefficient makes it possible to assess the reserves for increasing the production capacity of enterprises and output for existing production areas by increasing the number of machines in the total equipment fleet, the technological capabilities of which are most consistent with the structure of the machine intensity of manufactured products.

Determined using (CPR) the level of proportionality in production capacities, it is possible to establish the number of machines that continuously takes part in the work, as well as to identify that part of the equipment that can be withdrawn from the production process or partially loaded with work.

In broad terms, the proportionality coefficient characterizes the level of organizational construction of the system of machines in the areas and workshops of the enterprise.

The advantage of using shift, load and proportionality ratios in the analysis of the level of utilization of production capacity reserves is that their value is determined on the basis of machine hours worked or expected to be worked. In turn, machine hours are essential element calculation of the value of production capacity. Therefore, with the help of the proposed coefficients, it is possible to obtain objective analytical information on the efficiency of the use of production capacities.

The analysis will become even more complete when the use of these indicators is combined in managing the process of intensive use of production capacities. Thus, the coefficient of proportionality characterizes the possible scale of production, i.e., an increase in output, which is not inherent in the cost coefficient. In turn, the proportionality coefficient, taking into account the cost of equipment, gives an idea of the "price" of achieving the coordinated functioning of the system of machines and the interconnection of capacities, and also allows you to determine the share of unused equipment in its total cost.

An important place in the analysis of the level of intensive use should be given to cost indicators. They represent the third group of indicators and provide an opportunity to assess the impact of intensive use of production capacity on production efficiency. One of them is return on assets.

This indicator has a direct functional relationship with indicators that reflect the level of equipment utilization. At factories, the number of equipment is increasing, its cost and productivity are growing. However, its loading increases slowly, and in most cases decreases, which negatively affects the value of the return on assets.

The impact of equipment loading on capital productivity can be determined by the formula:

The use of the return on assets indicator makes it possible to assess the achievement of the project return on assets and compare its value with the return on assets in terms of the level of accepted capacity. Comparison of these indicators shows how much the return on assets in terms of the level of accepted capacity lags behind or exceeds the projected return on assets, that is, it makes it possible to determine the amount of the reserve for increasing the return on assets or the amount of overlap of the projected return on assets, as well as improving the use of accepted capacity. Reserves for increasing capital productivity can be calculated by the formula:

Output from 1 unit of the active part of fixed assets gives an idea of the growth in the efficiency of their use. This indicator can be further supplemented by the indicator of output per unit of equipment. It is calculated both in value and in kind terms.

Indicators in physical terms should be used to assess the use of production capacities of foundries, press-forging and welding shops. The role of these indicators is especially great in the inter-factory analysis, carried out in order to identify reserves for improving the use of production capacities.

The last and very important indicator in this group is the coefficient characterizing the efficiency of the use of factory production areas. This indicator is especially important in assessing the level of utilization of the production capacities of those departments (assembly, welding, etc.), whose capacity depends primarily on the size of production areas.

The above system of indicators makes it possible to obtain sufficiently reliable information, on the basis of which it is possible to carry out a comprehensive analysis of the use of available production capacities of enterprises and their divisions, to establish the sequence of measures to improve the use of production capacity reserves, and to carry out substantive management of the process of their implementation at the enterprise.

Examples of determining the degree of loading of PM

Task 1. Determine the degree of utilization of production capacities, if, according to the plan, production facilities should operate for 2340 hours and produce products - 25,890 units, and the actual operating time was 2100 hours, products were produced - 23,400 units.

Determine the coefficient of extensive use cupcake:

Determination of the integral coefficient of production capacities

The degree of utilization of production capacities in terms of time and capacity is 81.11%.

Task 2. Determine the level of loading and the average annual capacity, if according to the plan the average annual capacity of the enterprise is 35 thousand tons, the production capacity at the beginning of the year was 34 thousand tons, on April 1, a capacity of 5 thousand tons was retired, and on October 1, a capacity of 18 thousand tons. According to the plan, the volume of production is 33.4 thousand tons, and in fact 34.5 thousand tons were produced.

Determination of the degree of deviation of the actual capacity utilization from the planned one

Let's define the growth rate:

The actual average annual capacity exceeded the planned one by 4.03%.

Let's determine the rate of production growth:

Thus, the enterprise, in comparison with the plan, increased output by 3.29%, the degree of utilization of production capacities increased by 4.03%.

Video about loading PM at various enterprises

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Calculation production capacity

Improving the calculation methodology production capacity

Indicators of intensive use of production capacity

- this is the formation of an assortment program of monetary emission of products that ensures the fulfillment of contractual obligations to consumers and the financial plan of the enterprise.

Productive capacity

It is the starting point for planning the production program enterprises. It reflects the potential of associations, enterprises, workshops for release products. Determining the value of production capacity takes a leading place in identifying and evaluating production reserves.

The ability of branches of industry, enterprises and their subdivisions to produce the maximum quantity of products is directly dependent on the quantity, perfection and efficiency and means of labor with which they are equipped. Means of labor, primarily their active part - the tools of labor, should be considered the main factor in the formation of the production capacity of enterprises. However, one should not conclude from this that the production capacity can be determined on the basis of the production and technical parameters of the means of labor without taking into account the specific circumstances in which it operates in a given period of time.

The technical approach to determining the production capacity of the means of labor has certain disadvantages. Chief among them is their separation from the production relations in which they operate. Therefore, in order to understand the essence and knowledge of the nature of production capacity, it is necessary to take into account the socio-economic conditions in which the means of labor are used.

Modern tools of production, in whatever form they may appear (systems of machines, complexes of machines), are used by people in the labor process. BUT process labor always proceeds under a certain social form, which is determined by the nature of ownership of the means of production. Consequently, production relations are formed on the basis of a certain form of ownership of the means of production.

The main purpose of the consumption of means of labor is the production of material goods. It is carried out by an organized set of means of labor, which is reflected in the creation and functioning of lines, sections, workshops and enterprises. As part of such organizational constructions, the means of labor act as material carriers of their production capacity. In the most general form, the capacity of each production unit determines the maximum amount of product that can potentially be produced, or the maximum amount of raw materials that can potentially be processed using a given set of labor tools per unit of time. This means that power, as a quantitative characteristic that most fully reflects the economic content of the means of labor, acts as an organizational form of their production consumption. It reflects the social relations of people with the aim of using tools in the implementation process product manufacturing. Thus, it is not the means of labor that have the production capacity, but the corresponding production units in which these means of labor are organizationally functioning. This allows us to conclude that power reflects the economic relations and capabilities of each production unit as part of social production and is an economic category.

Thus, as an economic category reflects production relations in order to use an organized set of the most active type of means of labor - machinery and equipment to ensure maximum issue of securities products.

The production capacity of an association, enterprise (subdivision) is its potential ability to produce the maximum amount of products per unit of time of work on a specified date with the help of an organized set of means of labor available to it, capable of coherently functioning in time and space, with the achieved level of their technological development by workers. Consequently, the essence of production capacity is fully revealed only when it is considered as a function of an organized set of means of labor. Then it will not only characterize the potential ability to produce the maximum amount of products by the enterprise, but also the economic potential of this organized set of labor instruments.

Significant qualitative changes are taking place in the development of technology under the influence of scientific and technological progress. They are reflected in the complication of technology, an increase in its unit power. Large systems of machines are being created and introduced that can significantly increase the efficiency of equipping enterprises and speed up production due to its flow, continuity and flexibility. As a result, qualitatively new opportunities arise for the formation and growth of the production capacities of existing enterprises. Therefore, it is now a matter of revealing the mechanism of this connection and managing these processes most effectively.

A system of machines is an aggregate mechanism that consists of heterogeneous working machines that interact in the manufacture of one or more types of trade items at different stages of the production process.

The enterprise machine system consists of a number of subsystems that have their own specifics in the production process and perform certain functions within it. Therefore, the structure of the machine system has a significant impact on the formation of the production capacity of the enterprise.

The division of the system of machines gives an idea of the quantitative composition of the subsystem, their qualitative features, as well as the company of their location in space and functioning in time. The need for such firms is due to the fact that the system of machines of the enterprise is dynamic in nature, qualitative and quantitative changes occur in it, which are directly reflected in the magnitude of production capacity. Thus, the replacement of worn-out or operating equipment, if carried out without taking into account the specifics of the construction of a given system of machines, can significantly affect the stability of the functioning of the system as a whole and its individual elements.

The analysis of the practice of building separate systems of machines, the formation of the production capacity of an enterprise, the perfection of the organizational construction of a system of machines largely depend on the level of proportionality in the throughput between machines in a separate subsystem and subsystems among themselves within the system of machines of an enterprise. Consequently, in terms of quantity, structure and productivity, the machines in the subsystems must be selected so that they can produce the same amount of products per unit time.

Production capacity is the maximum possible output of products provided for the corresponding period (decade, month, quarter, year) in a given nomenclature and assortment, taking into account the optimal use of available equipment and production facilities, advanced technology, advanced companies production and labor.

The economic justification of production capacity is the most important tool for planning industrial production. In other words, this is the potential for gross emissions of industrial products.

When forming the production capacity, the influence of such factors as the range, product quality, the fleet of the main technological equipment, the average age of the equipment and the effective annual fund of its time is taken into account. work under the established regime, the level of contingency of the park, the size of production areas, etc.

The degree of satisfaction of market demand depends on the production capacity, which can vary in volume, nomenclature and assortment, therefore, the production capacity should provide for the flexibility of all technological operations, i.e. the ability to rebuild the production process in a timely manner depending on the growth of competitiveness of products, changes in volume, nomenclature and assortment.

Production capacity is calculated according to the entire list of nomenclature and range of manufactured products. In conditions of multi-product production, when manufactured products are characterized by hundreds of items trade items, each of which differs not only in purpose or design features, but also in manufacturing technology, the entire range of manufactured products is grouped and a representative product is selected.

The production capacity is calculated for the leading production shops, sites and equipment, taking into account the existing cooperation and measures to eliminate bottlenecks.

The leading division includes divisions in which the main technological operations for the manufacture of planned products are performed.

The "bottleneck" is understood as a discrepancy between the capacity of individual workshops, sections, groups of equipment with the minimum capacity of the corresponding division, section or group of equipment. The emergence of a bottleneck is a consequence of the lack of conjugation between workshops, sections or groups of equipment. The contingency coefficient is calculated by the formula:

Ks \u003d PM1 / PM2 * Ru

where Kc is the contingency coefficient; M1 and M2 are the capacity of the leading workshops and sections, units; Ru - specific cost of products of the first operation (workshop, site) for the production of products of the second, pieces, tons, etc.

The elimination of the bottleneck is carried out according to the plan of organizational and technical measures, which is being developed in two directions, i.e., with and without taking into account the attraction of additional capital investments. The second direction includes measures to commission uninstalled equipment, increase the number of shifts work equipment, attracting additional labor, expanding multi-machine maintenance, reducing intra-shift downtime, reallocating parts to interchangeable equipment with a lower level of its use.

The calculation of production capacity is also carried out for all production units of an industrial enterprise, starting from the lowest production level to the highest, that is, from the machine to the group of interchangeable equipment, then to the site, from the site to the main production shop, from the shop to the enterprise as a whole.

When determining production capacity, equipment downtime or underutilization of production space caused by a shortage of labor and production stocks, deviations in production firms, etc. are not taken into account. Production capacity is a variable. It changes during the reporting period and is determined, as a rule, at the beginning and end of the year.

Production capacity is defined in the same units in which the volume of production is measured. A wide range is reduced to one or more types of homogeneous products.

Production capacity depends on a number of factors. The most important of them are the following:

— quantity and productivity of equipment;

- the qualitative composition of the equipment, the level of physical and moral depreciation;

- the degree of progressiveness of technology and production technology;

— quality of raw materials, materials, timeliness of their deliveries;

- the level of specialization of the enterprise;

- the company's level of production and labor;

— equipment operating time fund.

Power outage occurs for the following reasons:

— wear equipment;

— Reducing the operating hours of the equipment;

- change in the nomenclature or increase in the complexity of products;

- the ending term equipment leasing.

For the analysis of production capacity, indicators are used that characterize:

Change in return on assets as the difference between the return on assets of the project (FOpr) and calculated on the basis of the average annual capacity (FOopm).

Change in the money emission of products per unit of the installed fleet of the main technological equipment, i.e. attitude product noy (gross) production to the average annual number of installed equipment according to the plan and actually;

Change in the level of use of production capacities as a result of improving the use of production space based on a comparison of the planned and actual cost of gross (marketable) output per 1 m2 of production space.

To improve the use and further increase production capacity, it is necessary to:

Reduce intra-shift and whole-shift downtime of the main technological equipment fleet;

To increase the capital-labor ratio through the introduction of new, more advanced equipment and technology;

Modernize the existing fleet of the main technological equipment;

Deepen specialization and expand cooperation.

Production capacity calculation

The calculation of the production capacity of the plant is carried out for all its divisions in the following sequence:

- by units and groups of technological equipment;

- by production sites;

for the main workshops of the plant as a whole.

The production capacity of the enterprise is determined by the capacity of the leading workshops, sections, units. The leading ones include workshops, sections, units in which the main most labor-intensive technological processes and operations for the manufacture of trade items or semi-finished products are carried out. The list of leading workshops, sections and units in the main production, as well as optimal load levels, are published in industry recommendations for calculating production capacity.

The production capacity is measured, as a rule, in natural or conditionally natural units. Thus, the capacity of textile enterprises is determined by the maximum possible money emission of fabrics in running and square meters, spinning mills - in tons of yarn, bricks of factories - in thousands of conditional bricks, metallurgical plants - in tons of smelted steel, etc.

However, the method of measuring production capacity by the quantity of output is not universal. At enterprises processing agricultural products, or mining and processing plants, the volume of issue of securities of the final product depends on the quality of the feedstock or the content of a useful component in it. The worse the quality of the processed raw materials, the less final products will be produced at constant or even large costs labor and capital. Therefore, the capacity of such enterprises is measured not by the volume of production emissions, but by the amount of processed raw materials. For example, the capacity of mining and processing plants is determined in tons of processed ore, sugar factories - in tons of processed beets per day, butter and cheese - in tons of processed milk, etc.

The production capacity of the enterprise is determined by the capacity of the leading divisions (workshops, sections) or units and installations. These include those subdivisions, units and installations where the main technological processes are carried out, where the volume of work is large in terms of labor intensity and where the largest number of machines and equipment is concentrated. So, at garment factories, they include sewing workshops, at textile mills - spinning and weaving production, at machine-building plants - mechanical and assembly shops, in ferrous metallurgy - blast furnaces, open-hearth furnaces, electric smelting furnaces. This approach to determining production capacity makes it possible to identify the disparity between the capacities of leading and auxiliary industries and units and develop a plan of organizational and technical measures to equalize them.

To calculate the production capacity, you must have the following initial data:

- planned fund of working time of one machine:

- number of cars;

— equipment performance;

— the complexity of the production program;

- Achieved performance standards.

The production capacity of the leading divisions is determined by the formula:

where PM is the production capacity of a subdivision (workshop, site); n is the number of units of the leading equipment of the same name, units; Ht - hourly technical (passport) capacity of a piece of equipment, units; F is the equipment operating time fund, hours.

In this case, it is necessary to take into account all the equipment assigned to the workshop, including inactive due to a malfunction, being repaired and subject to installation in a planned period. Only equipment in reserve, as well as in pilot and special areas for vocational training, is not taken into account.

When calculating the production capacity of engineering enterprises, factories for the production of building materials, textile, clothing and shoe factories, food enterprises industry and some others also need to take into account production areas. Thus, at garment factories, the basis for calculating the production capacity of sewing shops is the number of jobs (excluding reserve ones), which can be placed on the production area allocated for the placement of production flows. The calculation is performed according to the formula:

PM \u003d (S / Sn - P) * T * t

where S is the production area of the workshop allocated for the company's production flows, sq. m; Sn - production standard area (including passages) per one, sq. m; T - operating time, hours; t- costs time for the manufacture of one product, hour.

In the short run, production capacity is a constant. In the long term, it can be reduced by taking out of production physically and morally obsolete, redundant machines, equipment and space, or increased by technical re-equipment of production, reconstruction and expansion of the enterprise. In this regard, when justifying the production program with production capacities, the input, output and average annual production capacity are calculated.

Input production capacity is the capacity at the beginning of the reporting or planning period.

Output production capacity is the capacity of the enterprise at the end of the reporting or planning period. In this case, the output power of the previous period is the input power of the next period. The output power is calculated by the formula:

PMout \u003d PMin + PMt + PMr + PMns - PMvyb

where PMout is the output production capacity; ПМвх - input production capacity; ПМт - an increase in production capacity due to the technical re-equipment of production; PMR - increase in production capacity due to the reconstruction of the enterprise: PMns - increase in production capacity due to the expansion (new construction) of the enterprise; PMvyb - retiring production capacity.

Since the input and disposal of capacities is not carried out simultaneously, but occurs throughout the entire planning period, it becomes necessary to calculate the average annual production capacity. It is determined by the formula:

PMs = PMin + ∑ PMinput * tid/12 - ∑ PMjvyv * tjb/12

where P growth sh; average annual production capacity; PMinput. — input i-th production capacity; tid is the number of months in a year during which the i-th capacity will operate; ПМjvyv - output j-th production capacity; tjb is the number of months in a year during which the j-th output power will not operate; 12 is the number of months in a year.

The above methodology for determining the average annual capacity is applicable in cases where the enterprise development plan provides for a specific month for the commissioning of new production capacities. If the current plan for capital construction or organizational and technical measures provides for the commissioning of capacities not by months, but by quarters, then when calculating the average annual capacity, it is considered that they will be commissioned in the middle of the planned quarters.

When developing medium- and long-term plans, it is impossible to foresee not only a month, but also a quarter in which additional capacities will be introduced. In this case, when calculating their average annual values, the effect of commissioned capacities is assumed to be 0.35 years.

Justification of the production program by production capacity is carried out in 4 stages.

At stage 1, the utilization rate of the average annual production capacity in the reporting period is analyzed. It is calculated as the ratio of the actual monetary emission of products to the average annual capacity.

Kyo \u003d OP / PMso

where Kio is the coefficient of utilization of production capacity in the reporting period, units; OP - actual output in the reporting period, units; ПМс - average annual production capacity of the enterprise in the reporting period, units;

Since production capacity is the maximum possible issue of securities of products under the best conditions of production, the coefficient of its use cannot be more than one. Failure to comply with this condition means that the estimated production capacity of the enterprise is underestimated and clarification of the calculations is required.

At the second stage, planning for the growth of the production capacity utilization factor in the coming period is carried out. It is based on the identification of intra-production reserves for increasing the emission of products without additional input of constant factors of production. Intra-production reserves for improving the use of existing production capacities are divided into extensive and intensive.

Extensive reserves include reserves for increasing the useful time of equipment operation within the regime fund. These include eliminating intra-shift and day-to-day equipment downtime, as well as reducing the duration of scheduled repairs. The group of intensive reserves includes measures to load equipment more fully per unit of time, improve the skills of workers and, on this basis, make fuller use of the productivity of machines, increase the output of suitable products, etc.

The utilization factor of the average annual capacity in the planning period can be determined by the formula:

Kip = Kyo H J

where Kip is the coefficient of utilization of production capacity in the planned period, units; J - growth of the utilization rate of production capacity in the planning period.

At the third stage, the possibility of executing the production program in the short term is revealed. To do this, first, the possible output from existing production capacities is determined by multiplying their value by the planned average annual capacity utilization factor

OPd \u003d PMvh H Kip

where OPd is the possible output of products from existing production facilities, units.

This release is then matched against the scheduled target. The production program will be implemented in the short term if the possible volume of monetary emission of products from existing production capacities is greater than or equal to the planned volume.

where OPp is the planned volume of issue of securities of the product, units. If this condition is not met, then it is necessary to commission additional production capacities.

At the fourth stage, the calculation of the required commissioning of new capacities in the long-term planning period is carried out.

When justifying the need for new production facilities, the timing of their development is of great importance. The shorter they are, the more products the enterprise will produce in the planned period, the greater will be its gross and profit and pay off faster in the development of production.

For newly commissioned capacities of state-owned enterprises, industry standards for the duration of the development of design capacities are applied. They are differentiated depending on the size of the mastered power and the degree of novelty of the product (for the first time mastered or similar previously produced). Enterprises of the non-state sector industry the terms (norms) for the development of design capacities are planned independently.

The norms for the development of design capacities are used in determining the need for newly commissioned production capacities to ensure the planned emission of products. The calculation is performed according to the formula:

PMn \u003d (OPn - OPd) / Ko * Ks

where ПМн is the required commissioning of new production facilities, units; Ko - coefficient of development of new production capacities; Кс is the average annual power factor.

The final stage of substantiation of the production program by production capacities is the development of a balance of production capacity. It is based on ensuring equality between the planned target and the possible total issue of securities of products from existing and new production facilities, taking into account the planned dates for their commissioning and development. The formula for the balance of production capacity of an enterprise is as follows:

OPd + PMn Ch Ko Ch Ks \u003d OPp

The increase in production capacity is possible due to:

— commissioning of new and expansion of existing workshops;

— reconstruction;

— technical re-equipment of production;

- organizational and technical measures, of which:

— increase in operating hours of the equipment;

- change in the product range or reduction of labor intensity;

– use of technological equipment on the terms leasing with a return within the terms established by the leasing agreement.

For units with technological specialization, the calculation of production capacity is reduced to the capacity of the equipment and its load factor.

The indicators are calculated in the following order:

1. Carry out the most rational placement of types of work by groups of interchangeable equipment;

2. Determine the prospective norms of time costs per unit of each type of trade items by groups of equipment and by jobs.

3. Determine the calculation of the throughput of equipment (P) according to the formula:

R \u003d F d x C, where

4. Fd fund of the operating time of one machine, C the number of machines in the group;

5. Determine the loading of equipment, taking into account the production program. Equipment load is calculated in two ways:

a) as a product of the norm of time for the manufacture of one part, taking into account the fulfillment of production standards for the annual production program;

6. Comparing the load (3) of the equipment with the throughput, get the surplus or machine hours by groups of equipment and determine the load factor. If (P minus 3 > 0), then the production program can be increased, because Production capacities are not fully loaded (underloaded).

If P minus 3

An ideal option is possible when P - 3 = 0.

It follows that the company can manage the demand for products through production capacity.

If it exceeds the capacity of the enterprise, i.e. it is impossible to fulfill the production program, then such a discrepancy is regulated by increasing prices for products or renting equipment.

If the enterprise has excess capacity, then this will significantly affect the initial cost and price products (will be overestimated and products may become uncompetitive).

To resolve and eliminate such a situation, decisions can be made:

To smooth or align the availability of capacity and the implementation of the production program: increase the shift ratio, reduce downtime and non-production costs;

The alignment of capacity and production program goes through buying, selling or leasing equipment;

Alignment of capacity and production program can be carried out through the design of new products. And by cyclical and seasonal fluctuations in demand.

Of great practical importance is the optimization of production capacity.

Optimization is understood as the capacity at which the nomenclature, assortment, output volume provide the maximum load of the equipment.

The limitations of capacity optimization are:

1) the total time for the manufacture of all items of trade on the 1st group of equipment;

2) the required production capacity of the money emission of items of trade of the 1st type should not be less than planned.

These problems are solved using linear programming methods.

The level of production capacity utilization is measured by the following indicators:

1) The coefficient of actual (planned) use of production capacity (K im), which is determined by the formula:

P - actual (planned) production in physical or value terms;

M's. average annual capacity actual (planned) in the same units as the volume of production.

2) Equipment load factor (K z.o). This metric identifies redundant or missing hardware. Determined by the formula:

To z.o \u003d actual fund of time (in machine hours) / available fund of time (in machine hours)

A special place in the company's production process is occupied by various principles: proportionality, continuity, parallelism, rhythm.

The degree of proportionality of production is characterized by the magnitude of the deviation of the throughput (capacity) of each operation (repartition) from the planned rhythm of the issue of securities of production.

The proportionality of production excludes overloading of one equipment, i.e. bottlenecks, and underutilization of the capacity of other equipment.

Proportionality is the principle, the implementation of which ensures equal throughput of different work places one process.

Consider an example. The production process of manufacturing parts consists of 4 operations, 4 machines with different capacities are installed in the workshop.

The total throughput of the technological chain is 6 parts per shift. The third workplace is "narrow", the use of the milling machine is 40%, the other two 50%. What should be done to reload the workplaces? It is necessary to purchase a lathe with the same power, then the power will be 12 pieces of parts. The milling machine is underloaded, so it is necessary to load it with another part:

480:15=32min;

32 min. x 12=384 min. (480384)=96 min.

(96:480) x 100=20%.

The degree of continuity of the production process can be characterized by the coefficient of continuity (Kn) calculated by the formula:

A characteristic feature of the principle of parallelism is the implementation at all levels of the production process. Parallelism is understood as the simultaneous execution of individual parts of the production process in relation to different parts of a common political batch of parts.

The level of parallelism of the production process can be calculated by the formula:

Rhythm is the principle of a rational company of processes, which characterizes the release of products in each period of time in strict accordance with the planned targets set for this period. Example. The replaceable planned and actual production of parts by the workshop is characterized by the following data.

The obtained value characterizes the deviation from the rhythmic emission of products by 0.025 (10.975), the frequency of non-fulfillment of the shift schedule was 25% = (2x 100: 8)

Improving the methodology for calculating production capacity

Calculations of production capacity depend on the sectoral affiliation of the enterprise. At the same time, there are grounds for improving the methodological prerequisites and choosing the initial ones. data. The list of outstanding issues includes the following.

2. In what meters to evaluate the production capacity - natural, cost or labor.

3. What fund of time to take into account - calendar, regime or planned.

A different approach to the definition of production capacity provides both advantages and contains the potential for the emergence of undesirable economic phenomena.

If the calculation is carried out according to the planned nomenclature, then in a market economy it is not possible to form a production program for the year. If the calculation is carried out according to the optimal nomenclature, then these calculations will differ significantly from real conditions, since they are divorced from the needs of buyers for specific products. When calculating the capacity according to the planned nomenclature, it turns out that the basis for determining the production capacity is the production program, and not vice versa. After all, production capacity is the basis for the formation of a production plan.

Some believe that the issue of choosing the range of products taken into account in the calculation of power can be resolved if the latter is measured not in physical or cost form, but in standard labor input or in standard machine hours. In this case, the capacity can be calculated before the formation of the production plan. But productive capacity is moving from a concept associated with a market economy to an abstract category measured by labor. It is not possible to determine how much and what products can be produced with the help of these means of labor.

The next question is what time fund is taken into account in the calculation of production capacity? If the calculation is carried out according to the planned fund, then the capacity utilization factor can be higher than 1 (which is contrary to economic logic) due to work on some days off and a reduction in time for repairs. Therefore, the calendar fund of time must be taken into account in the calculation of power. The usual objection to such a proposal has always been that the level of capacity utilization in discontinuous production will be extremely low (and not only actually, but also according to the plan). However, the actual loading of equipment under the formed portfolio of orders will not decrease, and the capacity utilization indicator will reflect the true state of affairs, as well as reserves.

Unresolved issues of planning methodology lead to the fact that in practice they calculate not production capacity, but throughput. The site (shop, equipment) that is the most important for the enterprise is taken as the leading link.

Improving the methods of intra-company planning of production capacity is most directly related to strengthening financial discipline and improving product quality.

Indicators of intensive use of production capacity

The process of formation and use of the production capacity of a modern enterprise depends on many factors. Factors are understood as the conditions necessary for the implementation of these processes, as well as the reasons that influence their results.

The development of a classifier that comprehensively reflects the number and composition of factors that affect the magnitude and level of use of production capacity is not only of great theoretical, but also of great practical importance. The growth in the scale of production and the increase in its efficiency put forward the task of finding reserves for increasing and improving the use of the production capacities of existing enterprises. Therefore, it is required to determine the range of factors that would serve as the basis for determining the value of the production capacity of an operating enterprise and the level of its use. Factors affecting the value of production capacity and its use are interrelated, because both types of factors have a single object of influence - the production capacity of an enterprise (subdivision). The difference between them lies in the fact that the first part of the factors determines the reserves for increasing production capacity, and the second - the reserves for improving its use.

A systematic approach to the study of factors affecting the value and use of production capacity involves consideration of the following main provisions: determining the impact on the value of production capacity and the use of resources consumed in production and the processes of their transformation.

The expansion of the scope of work depends on the number of technological equipment and production areas. With the increase in the number of equipment and jobs, conditions are created for the expansion of production. However, this expansion is usually limited by the size of the production areas of buildings (there is an exception for those industries whose capacity depends on the size of the area, for example, assembly, boiler and welding). The production areas themselves, as a rule, do not have a direct impact on the object of labor. They limit the scale of production spatially, so they are one of the factors that determine the size of production capacity.

The production capacity does not reflect the total energy capacity of the enterprise and does not consist of the sum of the capacities of individual working machines. It depends on the level of compliance of the structure of equipment and jobs with the structure of the machine intensity (labor intensity) of manufactured trade items. Therefore, the structure corresponded to the structure of manufactured trade items, i.e., their throughput should achieve the maximum level of consistency. A certain ratio must also be achieved between the production capacities of the sites and workshops of the enterprise. Therefore, one of the important conditions for production is compliance with the norms and proportions between their number, size and operating speeds.

The improvement of the technological process has a significant impact on increasing the productivity of machines. The introduction of advanced technology makes it possible to intensify the production process, i.e., to reduce both the machine and the total time of manufacturing the product.

An increase in the productivity of machines largely depends on the degree of perfection in the design of manufactured items of trade, their unification and standardization, reduction in the number and combination of operations in their manufacture.

The productivity of machines also depends on the qualifications of the workers. The systematic improvement of their general and technical education, the improvement of production skills and, on this basis, an increase in the level of qualifications create favorable social prerequisites for increasing the productivity of the means of labor. The staffing of industrial enterprises with skilled workers accelerates the technological development of modern technology, makes it possible to significantly exceed its passport productivity by switching to high-speed methods of processing parts, using special cutting tools, modernizing individual machine tools and introducing special equipment.

The main factors influencing the level of equipment use are the improvement of the production service company, the improvement of the quality and production planning company, the technical development of enterprises and the technological planning of equipment loading, the wider introduction of modern progressive forms of labor company into production practice, the improvement of material incentives to improve the use of equipment, improving the structure of the equipment fleet by rationally distributing the equipment allocated to the enterprise and redistributing the underloaded, increasing the shift ratio of equipment, reducing equipment downtime during repairs.

Taking into account the above characteristics, a classification of factors influencing the use of production capacities of enterprises has been built.

In a generalized form, the classification of both types is presented in Table 1.

Table 1

Factor classification

Factors affecting the value of production capacity

Factors affecting the use of production capacity

Number of machines (jobs) and their technical level

2. The size of production areas

3. The level of proportionality in throughput between groups of machines

4. Progressive technology

5. and automation

6. The quality of materials, the perfection of the designs of trade items, increasing the degree of unification and standardization

7. The degree of mastery of technology by workers

1. National economic need for products

2. Material and technical supply of enterprises

3. Provision of workers for the enterprise

4. Comprehensive commissioning of new capacities

5. Provision of energy resources

6. Equipment fleet structure

7. Excessive downtime of equipment under repair

8. Increasing the shift work of equipment

9. Production service company

10. The degree of improvement in production planning and equipment loading

11. The company of labor and its stimulation

12. Capacity utilization cooperative company

The above classification of both types of factors is a theoretical analysis of quantitative and qualitative factors for increasing the efficiency of using production capacities. The effectiveness of the analytical assessment largely depends on the substantiation of the system of indicators, with the help of which it is possible to determine the level of intensity of the use of production capacities. At the same time, the development of methods for calculating indicators, as well as methods for determining the standard values of each of the indicators, is of great importance. The system of indicators is an interconnected set of indicators that provides a comprehensive quantitative assessment of the state and identification of reserves for improving the intensive use of production capacities.

Consider the methods for determining the value and purpose of each of the indicators included in the system.

Among the indicators of the first group, one should first of all single out the design capacity utilization factor (Kp), which characterizes the level of use of the new capacity put into operation in order to achieve a stable monetary emission of products not lower than the level provided for by the project. It is defined as the ratio of the planned or actual volume of output (B) provided by the project, in hryvnias, tons, pieces, to the value of the design capacity (MP) in similar units of measurement.

Based on the data obtained using this coefficient, one can judge the progress of development of design capacities and technical and economic indicators within the normative period, the reduction of the period for commissioning new capacities, i.e., take into account the time factor in assessing the level of intensive use of new capacities.

A slightly different purpose is the capacity utilization factor (Ki). It characterizes the level of use of the existing production capacity, which in its magnitude can differ significantly from the design one. In turn, production capacity is divided into certain types, each of which has its own different significance in solving issues of planning and production firms. Therefore, the level of use of different types of capacities must be considered separately. So, first of all, it is necessary to assess the level of use of the accepted planned, average annual and actual production capacity. The coefficient of use of each of them can be obtained by the ratio of the planned or actual volume of gross, marketable, sold, net products (B) to the corresponding type of production capacity (PM).

Important for characterizing the use of the production capacity of the enterprise is the analysis of the level of use of production capacities of its individual divisions. Based on the results of this analysis, one can judge the correctness of the choice of the leading link, according to which the capacity of the plant is taken, and the size of the reserves for increasing the issue of securities of products by individual shops. It should be considered very important to determine the level of use of the average calculated or standard value of production capacity. For this purpose, the utilization factor of the standard power value (Kn) is used, the value of which is determined from the following ratio:

Kn \u003d V / PMn

where PMn is the estimated standard value of production capacity.

According to the coefficient of use of one or another type of capacity, it is possible to evaluate the reserves for improving its use, as well as the degree of intensity of planned targets by the enterprise. However, the achieved high level of production capacity utilization does not always give grounds to assert its intensive use. This is primarily due to the fact that when determining their production capacities, enterprises are guided by the capacity of those departments that are bottlenecks. Consequently, production capacities are underestimated and do not reflect their actual value, which enterprises have. In this regard, it is impossible to judge the rational use of technological equipment, the available potential reserves to increase its load.

An objective assessment of these reserves can be obtained using a group of indicators characterizing the level of equipment use. This group is represented by three coefficients and an indicator of the average operating time of one machine. One of these generalizing indicators is the equipment shift factor (Kcm).

Kcm \u003d ∑Ti / Sust * Фd

where ∑ is the total estimated planned or actual

machine intensity of products, machine hours; Sust - the number of units of installed equipment (in the workshop, on the site, in the group of interchangeable equipment): Fd - the actual (estimated) one-shift fund of equipment operation time, h.

To assess the use of the actual fund of equipment operation time, an important indicator is the equipment load factor (Kz). It represents the ratio of the total machine capacity required for the manufacture of the planned or actual quantity of products to the actual fund of the operating time of the installed equipment under a given mode of the enterprise or its divisions. Its value can be determined by the formula

Kz = ∑ Ti/ Sust * Fd * R

where P is the operating mode of the plant, workshop, section, (number of shifts).

This method of determining the load factor is not the only one. So, it is proposed to determine this indicator by the received power. The formula for calculating its value is

Kz \u003d Tn * PM / Ft * 100

where Tp is the labor intensity per program by type of processing; PM is the value of the received power; Фt is the actual annual fund of equipment operation time.

From the analysis of formula (3.4) it can be seen that the greater the value of the received power, the higher the load factor of the equipment. However, the value of the equipment load factor with this method of calculation may be somewhat distorted. The fact is that the capacity of a subdivision or plant is determined by the capacity of the leading link. Therefore, the value of equipment loading calculated by formula (3.4) will rather characterize the workload of the equipment of the leading link. If at the same time the leading link turned out to be a bottleneck, then the potential value of the equipment load factor will be underestimated.

When justifying the projects of machine-building plants, the equipment load factor is determined as the ratio of the estimated number of machine tools or machines to its accepted number,

An important point in the analysis of the use of equipment is the determination of the average time of its operation. The value of this indicator can be calculated by the formula

F = ∑ Ti/ Sust

where F is an indicator characterizing the average operating time of one machine, h.

The advantage of this indicator is that it gives an idea of the average absolute value of the load of each piece of equipment in a given production unit.

Any of the indicated indicators of the second group primarily reflects the use of technological equipment, which determines the amount of production capacity. of these indicators not only shows the level of intensive use of production capacity, but also indicates the magnitude of potential reserves for improving such use.

An important step in the analysis of the intensive use of production capacity is the assessment of the degree of equipment loading uniformity for a given production volume or accepted capacity. This download gives an idea of the existing level of proportionality in the production capacities of departments and groups of interchangeable equipment. To quantitatively measure the level of equipment loading uniformity, it is proposed to use the proportionality coefficient.

The coefficient of proportionality Kpr is defined as the ratio of various types of work in the structure of the machine intensity of manufactured products to the total amount of installed equipment according to the following formula:

Kpr \u003d Skr / Sust

where Skr is the amount of equipment, a multiple of the ratio of various types of work in the structure of machine intensity; Sust is the total number of installed equipment.

To carry out analytical work in the factory, the following working formula is proposed for determining the value of the proportionality coefficient:

Kpr \u003d Ksm.set / Ksm.n

where Ksm.set is the shift factor of all installed equipment; Ksm.n - normative coefficient of equipment operation shift.

By analogy, the value of the proportionality coefficient can be calculated in the presence of data characterizing the loading of equipment:

Kpr \u003d Kz.set / Kz.n.

where Kz.ust is the average load factor of the installed equipment in a given subdivision (group); Кз.н - normative equipment load factor.

Consider some features of the proportionality coefficient. So, if the shift ratio characterizes the use of equipment over time, and the load factor - the degree of use of the actual fund of equipment operation time for a given volume of production or the accepted value of the production capacity of enterprises and their divisions, then the proportionality coefficient - uniformity in the work of the machine park only divisions. Using this indicator, you can determine how much installed equipment in a given production unit can operate simultaneously with the existing structure of the machine park and the structure of machine intensity (labor intensity) of a given production program. At the same time, it shows how the scale of work corresponds to the installed equipment at a given time in the unit. The shift ratio of the equipment and the load factor of the equipment largely depend on the volume of production. The proportionality factor remains unchanged when the volume of production changes. The value of the coefficient of proportionality will not change even if the total amount of equipment in workshops and sites increases without a corresponding improvement in its structure.

The value of the proportionality coefficient depends primarily on the structure of the equipment fleet or the structure of the machine intensity of manufactured trade items. It is the higher, the greater the degree of correspondence between the structure of the fleet of machines and the structure of the machine intensity of production. Consequently, the coefficient of proportionality characterizes the conformity of the structure of the machine intensity of manufactured items of trade with the structure of the equipment or, conversely, the structure of the equipment - the structure of the machine intensity.

Characterizing the scale of production with the existing level of consistency in the throughput of individual types of equipment, groups of interchangeable equipment, the proportionality coefficient makes it possible to assess the reserves for increasing the production capacities of enterprises and the emission of products for existing production areas by increasing the number of machines in the total equipment fleet, the technological capabilities of which are to the greatest extent correspond to the structure of the machine capacity of manufactured items of trade.

Having determined with the help of (Kpr) the level of proportionality in production capacities, it is possible to establish the number of machines that continuously takes part in the work, and also to identify that part of the equipment that can be withdrawn from the production process or partially loaded with work.

In broad terms, the proportionality coefficient characterizes the level of organizational construction of the system of machines in the areas and workshops of the enterprise.

The advantage of using shift, load and proportionality ratios in the analysis of the level of utilization of production capacity reserves is that their value is determined on the basis of machine hours worked or expected to be worked. In turn, machine hours are the most important element in calculating the value of production capacity. Therefore, with the help of the proposed coefficients, it is possible to obtain objective analytical information on the efficiency of the use of production capacities.

The analysis will become even more complete when the use of these indicators is combined in managing the process of intensive use of production capacities. Thus, the coefficient of proportionality characterizes the possible scale of production, i.e., an increase in output, which is not inherent in the cost coefficient. In turn, the proportionality coefficient, taking into account cost equipment gives an idea of the "price" of achieving the coordinated functioning of the system of machines and the interconnection of capacities, and also allows you to determine the share of unused equipment in its total cost.

The advantage of a place in the analysis of the level of intensive use should be given to cost indicators. They represent the third group of indicators and provide an opportunity to assess the impact of intensive use of production capacity on production efficiency. One of them is return on assets. This indicator has a direct functional relationship with indicators that reflect the level of equipment utilization. At factories, the number of equipment is increasing, its cost and productivity are growing. However, its loading increases slowly, and in most cases decreases, which negatively affects the value of the return on assets.

The impact of equipment loading on capital productivity can be determined by the formula

ΔF \u003d Fb (Kz.o / Kz.b - 1)

where ΔF is the increase in capital productivity due to increased equipment utilization; Kz.o and Kz.b - equipment load factors in the reporting and base years; Fb - return on assets in the base year.

RF \u003d (Fpr - Fm) * 100 / Fpr

where Fpr is the value of the return on assets for the project; Fm - the value of capital productivity for the accepted power.

The next cost indicator that characterizes the efficiency of using the active part of fixed assets is output per 1 unit of equipment cost. At present, the technical equipment of enterprises is increasing, the technical level of production is rising. Output from 1 unit of the active part of fixed assets gives an idea of the growth in the efficiency of their use. This indicator can be further supplemented by the indicator of output per unit of equipment. It is calculated both in value and in kind terms. Indicators in physical terms should be used to assess the use of production capacities of foundries, forging and pressing and welding growth. The role of these indicators is especially great in the inter-factory analysis, carried out in order to identify reserves for improving the use of production capacities.

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In the process self-study topics need to focus on the time horizons of capacity utilization planning.

For independent work to study this issue, the student is recommended to use the materials of basic textbooks. Literature that can be used in addition to these sources is noted in the process of presenting recommendations for self-study of the issue.

Depending on the term of the period for which the planning of the loading of production capacity is carried out, long-term, medium-term, short-term are distinguished.

Long-term planning is a planning period of more than one year. Such planning is used in cases where the acquisition of production resources or their implementation takes a long time (buildings, equipment, production facilities).

It should be noted that long-term planning of capacity utilization should be carried out by senior managers and they should also approve the plan.

Medium-term planning is monthly, quarterly plans for 6-18 months. In this case, production capacity can be varied by hiring additional labor, acquiring new tools.

Short term planning - less than one month. This procedure provides for the process of scheduling for a day or a week and consists in adjusting the production process to eliminate the difference between the planned and actually achieved results of this process.

In the process of self-study, a deeper assimilation of the position on capacity planning will contribute to understanding the concept of capacity planning.

In world practice at the present stage, the concept of the best operating level (Best Operating Level) is widely used. This is the level of production capacity at which the production process was designed, and hence the volume of production (output) at which the average cost per unit of output is minimal. Determining this minimum is a difficult task, since in the course of its solution it is necessary to take into account the relationship between the distribution of fixed overhead costs and the cost of overtime, the degree of wear and tear of equipment, the level of rejects and other costs.

An important indicator is also the coefficient of utilization of production capacities.

The Capacity Utilization Rate takes into account how close a firm is to its best operating level (that is, to its originally planned capacity): the capacity utilization rate is:

Production capacity used Best operating level

The capacity utilization factor is represented as a percentage and therefore the numerator and denominator must be expressed in the same units and refer to the same time period (machine time/per day, barrels of oil/day, production in dollars/day) adapted to . However, it should be remembered that these benefits are not always clear-cut and highly dependent on the industry.

In the process of self-study of the topic, one should be aware of the differences in planning production capacity in the production sector from the throughput of a service enterprise, which is emphasized in the textbook. Although capacity planning in the service industry (service capacity) is much the same as capacity planning in manufacturing industries, service capacity is much more time and location dependent, it is more dependent on demand. It should be noted that the size of the enterprise is dictated by the predicted size of the market that the company is going to enter.

During self-study of the topic, students should be aware of the differences between capacity planning in the manufacturing sector and throughput in a firm.

The difference between production capacity planning in the manufacturing sector and the throughput of a service enterprise (52]

The difference between production capacity planning in the manufacturing sector and the throughput of a service enterprise

Unlike goods, services cannot be stored for future use. The necessary capacities must be available just at the time when they are needed.

2.Misce location.

Service facilities should be located in close proximity to customers. In manufacturing, goods may be produced in one place and then transported to another, where they are sold to consumers. The opposite is true for the service sector. First, the capacity needed to deliver services must be distributed to customers (either physically or through some form of media such as telephone); only then is the service carried out.

3. Use of service capacity and quality of service.

When planning the capacity of a service enterprise, it is necessary to take into account the constant inextricable relationship between the degree of use of service capacity (Service Utilization) and quality of service.

4. Quantity of demand.

Fluctuations in the demand for services, and hence in the need for service capacity, are much greater in the service delivery system than in the production system. This is explained by three reasons:

1. Services are not subject to retention. This means that in the service sector, unlike the manufacturing sector, it is impossible to create inventories in order to use them later to smooth out fluctuations in demand.

2. Clients interact directly with the service system, and each of them most often has a lot of different needs, a different level of experience in interacting with the service process and may require a different number of contacts. All this leads to large fluctuations in the service time of each service consumer and thus causes large fluctuations in service capacity requirements.

3. The throughput of the service enterprise directly depends on the client.

This means that the most factors that can affect the client, ranging from weather conditions to more significant events, can directly change the demand for various services.

In the process of self-study of the issue, it is important to understand the relationship between the degree of use of service capacity (d) quality of service.

Rice. 6.1.

As can be seen from fig. 6.1. the point of best efficiency is at around 70% of the maximum throughput of the service. It is this capacity that is "sufficient to ensure that the service channels are constantly loaded and have enough time for individual customer service and a power reserve" . An analysis of the crisis phenomena and the level of utilization of the production capacities of industrial enterprises shows that the investment sectors, primarily the branches of the machine-building complex, found themselves in the most difficult situation. Deepening investment...

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