Operational planning: goals and objectives. The concept of "Operational plan" within the framework of a strategic holding What is the main element of operational planning

COURSE WORK

Topic: "Operational production planning".

Introduction…………………………………………………………………………………3

1. Operational and long-term planning at enterprises………………..4

1.2. Development of operational production plans……………………………….6

1.3. The essence and stages of long-term planning………………………………7

Practical part.

2. Justification and calculations of the organizational and production parameters of the workshop.9

2.1.Initial data………………………………………………………………..9

2.2. Justification of the production structure of the workshop…………………………….10

2.3 Calculation of piece time of a set of processing parts and

determination of the main technological route……………………………11

2.4. Calculation of indicators of the relative labor intensity of parts and

relative complexity of operations………………………………………….12

2.5. Determination of the profile of the subject specialization of production sites and the number of parts assigned to the sites……………………

2.6. Calculation of the operational index of mass by details and the choice of forms of in-line production in the sections of the workshop…………………………. ………..fourteen

3. Calculation and construction of an operational-calendar plan for a mass production site for a month ………………………………………………………………..15

3.1.Initial data……………………………………………………………………………15

3.2. Determination of the standard batch size of parts and the period of their launch.16

3.3 Determining the timing of the launch-release of a batch of parts………………………18

3.4. Calculation and construction of a standard plan for the work of a discontinuous production line. ... 24

Conclusion ……………………………………………………………………………31

List of used literature……………………………………………...32

Introduction.

The task of operational planning of production is to organize a coordinated and complete work of all production links for the manufacture and release of a given range of products in the established volumes and terms with the best use of all production resources.

Creating conditions for the proportional development of production, operational planning should be focused on achieving final results - the timely release of high quality products and increasing production efficiency.

Operational planning must meet the following requirements and principles: be based on progressive calendar and planning standards, which in turn are the basis of production and output calendar schedules; ensure the necessary contingency in the work of production units and the saturation of all stages of production with complete backlogs; promote the best use of production assets; provide for the possibility of carrying out variant calculations and obtaining optimal solutions; have flexibility and the possibility of restructuring in connection with the dynamism of production; correspond to the organizational type of production; have the ability to quickly respond to all disturbing factors in the course of production, minimizing the time between the occurrence of a situation requiring a decision and the implementation of a control action.

The main feature of the operational planning system is the linking of partial processes that are carried out by individual production units, thereby achieving a well-coordinated course of production.

1 Operational and long-term planning in enterprises

Operational planning is the implementation of the current activities of planning and economic services over a short period, for example, the development of an annual production program, the preparation of quarterly budgets for an enterprise, monitoring and adjusting the results, etc.

Operational planning of production is the final link in the planned work at the enterprise - the continuation and specification of the tasks of the technical and industrial financial plan. It consists in the development, on the basis of annual plans, of specific production tasks for short periods of time both for the enterprise as a whole and for its divisions and in the operational regulation of the progress of production according to operational accounting and control data. A feature of this type of planning is the combination of the development of plan targets with the organization of their implementation.

The task of operational production planning is to organize a uniform, rhythmic, mutually coordinated work of all production departments of the enterprise to ensure the timely fulfillment of the state plan target with the economical use of resources and high product quality, i.e., achieving the best final production results.

Operational planning consists of scheduling and scheduling (operational regulation).

Operational planning scope includes:

1. development of progressive calendar and planning standards for the movement of production;

2. drawing up operational plans and schedules for workshops, sections, teams and jobs and bringing them to the direct executors;

3. operational accounting and control of the production progress, prevention and detection of deviations from the planned plans and schedules and ensuring the stabilization of the production progress.

Calendar planning includes the distribution of annual plan targets by production units and deadlines, as well as bringing the established indicators to specific work executors. With its help, shift-daily tasks are developed, and the sequence of work performed by individual performers is agreed upon. The initial data for the development of calendar plans are the annual volumes of output, the complexity of the work performed, the timing of the delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.

When implementing the developed calendar plan, an operational record of the progress of its implementation is kept - information is collected on the actual implementation of the plan, it is processed and transferred to the relevant services of the enterprise. On the basis of the information received, dispatching is carried out, which consists in identifying and eliminating emerging deviations from the planned course of production, in taking measures to ensure the complete course of production, the best use of working time and material resources, and high utilization of equipment and jobs.

Operational planning of production at the place of its implementation is divided into intershop and intrashop. Inter-shop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all departments of the enterprise, and also coordinates the work of the main, design and technological, planning and economic and other functional services. The content of intra-shop planning is the development of operational plans and the preparation of current work schedules for production sites, production lines and individual jobs based on annual plans for the production and sale of products of the main workshops of the enterprise.

In modern production, various systems of operational planning are widespread, determined both by internal factors and by external market conditions. Under the system of operational planning of production in the economic literature, it is customary to understand a set of various methods of technologies for planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and registration of accounting documentation. A prerequisite for the effective functioning of the operational planning system for production is the existence of a reasonable regulatory framework, which includes, in particular: calendar and planning standards, material consumption standards, production capacity utilization standards, production material security standards. The choice of one or another operational planning system in market conditions is determined mainly by the volume of demand for products and services, the costs and results of planning, the scale and type of production.

Therefore, planning is a method of economic foresight and programming based on detailed calculations. On the one hand, the enterprise plan contains a task for the perspective of each employee, and on the other hand, instructions for managers on management decisions that they must make in stages, helping the team achieve the goal.

1.2 Development of operational production plans

Operational planning of production consists in the development of the most important volumetric calendar indicators of the production and economic activities of the enterprise. Any process of operational planning involves the implementation by economists-managers of such stages of activity as the choice of an enterprise development strategy, the justification of the form of organization of production, the determination of the logistics scheme for the movement of material flows, the development of basic calendar and planning standards, the operational planning of the work of production units, the organizational preparation of production, the direct organization of operational work, current control and regulation of the production process.

In operational planning of production, depending on the developed indicators, such basic methods as volumetric, calendar, as well as their varieties: volumetric-calendar and volumetric-dynamic are used.

The volumetric method is designed to distribute the annual volumes of production and sales of the company's products by individual divisions and shorter time intervals - a quarter, a month, a decade, a week, a day and an hour. With its help, monthly production programs of the main workshops are formed and the timing of the release of products or the fulfillment of an order in all producing divisions of the enterprise is planned.

The calendar method is used to plan specific time periods for the launch and release of products, the standards for the duration of the production cycle and the advance in the production of individual works relative to the release of head products intended for sale in the corresponding product market. This method is based on the use of progressive time standards to calculate the production cycles for the manufacture of individual parts, planned product sets and assembly processes.

The volume-calendar method allows you to simultaneously plan the terms and volumes of work performed at the enterprise as a whole for the entire specified period of time - a year, a quarter, a month, etc. With its help, the duration of the production cycle for the release and delivery of products to the market, as well as the loading rates of technological equipment and assembly stands in each division of the enterprise, are calculated.

The volume-dynamic method provides for the close interaction of such planning and calculation indicators as the timing, volumes and dynamics of the production of products, goods and services. Under market conditions, this method makes it possible to take into account the volume of demand and production capabilities of the enterprise to the fullest extent and creates the planning and organizational basis for the optimal use of available resources at each enterprise.

In accordance with the considered methods, it is necessary to distinguish between types of operational production planning: calendar, volumetric and mixed.

Thus, it can be said that the main task of operational planning ultimately comes down to ensuring the smooth and rhythmic course of all production processes at the enterprise in order to best meet the basic needs of the market, rational use of available economic resources and maximize profits.

1.3 Essence and stages of long-term planning.

The basis of strategic enterprise management is long-term planning. The market economy differs from the administrative-command one not by the abolition of planning, but by a radical change in its role, content, forms and methods.

In the transition to a market economy, the subject of planning changes first of all. The plan can only be accepted by the owner or an entrepreneur authorized by him, working under a contract and responsible for the results of economic activity. This means that the state can only plan what is paid for by budget investments, federal, regional and municipal programs and contracts, or is carried out by budgetary organizations. For the majority of enterprises, the state plan contains only forecasts and guidelines that indicate the most appropriate and stimulated with the help of tax and other incentives areas of development.

In terms of content, long-term planning of an enterprise in new conditions usually includes a long-term forecast for 5-15 years (a reasonable probabilistic assumption about changes in the structure and demands of the market, equipment and production technology and their socio-economic consequences), a development plan for 3-5 years with a breakdown by years and targeted programs for solving the most important problems.

Enterprises predict demand and prices in various market segments, the competitiveness of economic zones, the volume of sales of products, and on this basis give structural units key guidelines for updating products and technologies, basic information about the required quality and range of products. The purpose of such planning is the coordination of various directions of development of the company, structural changes, the expansion of efficient and the curtailment of unprofitable industries.

On the basis of the strategic plan, functional (on resource saving, computerization of management, etc.) and market-product programs are developed, their leaders are appointed, the costs of each program and the total need for resources are estimated. Then the programs are ranked by efficiency, based on the capabilities of the company, the most profitable ones are selected. After that, investments are distributed between programs and structural units.

Changes in the procedure (order) for the development of the plan are associated with the transition from single-variant (based on target figures for the supply of products) to multi-variant planning. When comparing options that differ in the structure of production (product range, technologies and sources of supply), schedules for the distribution of resources by type of product or strategic business segments are used. They allow you to choose the option with the highest amount of profit for a given amount of expenses (with limited current assets).

In general, long-term planning at the enterprise includes the following steps:

1. Forecast of the company's development based on marketing research and assessment of its competitiveness.

2. Identification of the main problems hindering the improvement of market positions, substantiation of options for their resolution, assessment of the possible consequences of a particular choice.

3. Development of a long-term plan that sets development goals and related regulatory indicators.

4. Targeted programs for strategic economic zones.

Methods for the development and management of target programs at the enterprise are considered in special works. One of the leading specialists is appointed to lead the program.

The relevant sections of the plans for technical development, material support and other areas of activity include tasks that allow you to achieve the appropriate indicators for each program.

Each of the programs should clearly formulate its economic and social goals, final results and stage-by-stage milestones for their achievement, quantitative and qualitative indicators for each stage. At the same time, the technical and technical and economic parameters of individual technologies and their enlarged groups, the prospective volume of sales, their labor intensity, capital intensity, material intensity and capital intensity, and the payback period of investments are predicted.

Practical part.

2. Justification and calculations of organizational and production parameters of the shop.

2.1 Initial data.

The production program for the year is 144 thousand units, the shop operates in 2 shifts. The length of the working day is 8 hours, the number of working days in a year is 252. Standards of piece time for the manufacture of parts Coefficient of fulfillment of norms K in = 1.2.

The average coefficient taking into account the time spent on the preparatory and final work K pz =1.04.

2.2 Justification of the production structure of the shop.

The production structure is understood as the composition of the shops and services of the enterprise, indicating the links between them. In this paper, the justification is carried out on the example of a machine shop, which should include: determining the number of main sections; choice of the form of specialization of sites; selection of the profile of subject specialization of sites; determination of the composition of auxiliary sites.

The number of production sites is determined based on the number of jobs in the workshop and the standards for servicing jobs by one master. It is determined based on formulas (1.1)-(1.3).

L=Q p /Q m , (1.1)

where L is the number of plots;

Q p - the estimated number of jobs in the shop;

Q m - the number of jobs served by one foreman per shift (according to the Research Institute of Labor Q m = 65)

Q p \u003d ∑∑t pcs comp *K pz *N year / (60*K in *F dist), (1.2)

where ∑t piece comp - total piece time for a set of parts of a certain name used in the product, min.;

K pz - the average coefficient, taking into account the time spent on preparatory and final work, is taken for serial production from 1.02 to 1.05;

N year - the annual program for the production of products;

K in - the average planned coefficient for the implementation of standards;

F dist - disposable fund of time of one workplace in the planning period, h.

F dist \u003d D * d * c * (1-b / 100), (1.3)

where D is the number of working days in a year;

d is the duration of the shift;

c - shift work;

b - the average percentage of time lost for scheduled repairs (accepted from 3% to 8%).

F dist \u003d 252 * 8 * 2 * (1-0.038) \u003d 3878.79 hours.

Q p \u003d 280.94 * 144000 * 1.04 / (60 * 1.2 * 3878.79) \u003d 150

L = 150/65 = 2.51. We accept L=3 sections

2 .3 Calculation of the piece time of a set of parts processing and determination of the main technological route.

The indicator of the relative labor intensity of the part (K g) characterizes the approximate number of jobs for the manufacture of a part of a certain name in the planning period.

K gi = ∑t pcs i comp /(K in *t gi), (1.4)

where t gi is the cycle of product release, min.

t gi = F dist /N g , (1.5)

where F disp - disposable fund of time of one workplace in the planning period, h;

N g is the annual product release program, pcs.

t gi \u003d 3878.79 / 144000 \u003d 1.616 min.

The results of calculations for each part are entered in Table 2.1.

The correctness of the calculation of indicators K gi for all details should be checked by comparison with O p:

∑ K gi \u003d O p / K pz \u003d 150 / 1.04 \u003d 144.859

2.4 Calculation of indicators of relative labor input of parts and relative labor input of operations.

When choosing the option of fastening parts to sections, the summation of the indicators ∑K gi occurs according to two criteria: along technological routes and for each structural type of parts. If none of the signs of summation allows you to form equal areas, then resort to the simultaneous use of both signs of grouping parts.

The choice of forms of organization of in-line production is carried out depending on the mass index (y ’ mi), which characterizes the impersonal number of jobs on average to perform a technological operation on a part of a particular item in the planning period:

y ’ mi = K gi / K o, (1.6)

where K o is the number of technological operations performed on the i-th part in this workshop.

The results obtained for each part are entered in table 2.1

We also calculate the indicators of the relative complexity of operations according to the formula (1.7):

Y mi = N* t pcs i /(K in * t g), (1.7)

where t pcs i is the duration of the technological operation for processing one part, min;

N is the number of parts per set.

The analysis of mass indicators by groups of parts and operations makes it possible to make a decision on the organization of mass production forms. The definition of the composition of auxiliary and service units is established on the basis of recommendations in the literature and the experience of leading domestic and foreign enterprises.

Table 2.1

The index of mass character and the relative laboriousness of processing parts.

2.5 Determination of the profile of the subject specialization of production sites and the number of parts assigned to the sites.

The item-by-item form of specialization of the main sections is accepted as the most progressive and acceptable for the conditions of the designed workshop. The profile of the subject specialization of the main areas is determined by classifying the details. The main technological routes are taken from Table 2.1, while each of these routes includes parts that have common operations. Parts that have a common technological route are entered in tables against the corresponding design type, indicating the part number and indicator K gi . The summation of indicators K gi is carried out according to the structural types of parts and according to the main technological routes. The fastening of parts to the sections is carried out according to the constructive type, taking into account the commonality of technological routes.

2.6 Calculation of the operational index of mass by details and the choice of forms of mass production in the workshop areas.

We calculate the operational mass index using formula (1.7).

To identify possible forms of organizing the production of production lines, we select the most difficult parts to manufacture with K gi > 5, with a high index y "mi, and having a common technological processing route. We compare the indicators y" mi with the conditions for organizing mass production.

For section No. 1, we select parts such as covers 32-11, 32-13, 32-20 and 32-21. For these parts ∑ y "mi = 2.63, we can recommend the organization of a group production line. These parts differ slightly in the number of operations and are manufactured at the same type of workplace, but differ in the order of alternation of technological operations. The latter circumstance does not allow organizing the processing of these parts on a variable basis. - production line.

Part 32-19 is also processed at section No. 1, but it differs sharply from the rest of the parts in terms of the number and composition of technological operations. The organization of a single-subject line for processing this part is also not recommended, because. the condition of the feasibility of in-line production is not met - not for all operations y mi >0.75.

At section No. 2, parts 32-01, 32-02, 32-52 are processed. The relative labor intensity of their processing is ∑ y "mi = 2.19. It is not recommended to organize mass production at this site, since their technological processes are diverse.

At section No. 3, parts 32-17, 32-49, 32-56 are processed. The relative laboriousness of their processing ∑ y "mi = 2.26. Item 32-17 can be recommended for production on a single-subject discontinuous production line under the condition of consolidation of technological operations 1 and 2; 3 and 4; 6 and 7; 10 and 13; 8, 11, 12, 15 and 19; 17 and 18 or the possibility of performing these groups of operations at common workplaces with minimal time spent on equipment changeover.

For parts 32-49 and 32-56, we can offer the organization of a group flow, because for the main technological operations ∑ y mi >0.75. Processing of parts is carried out according to a standard technological process.

3. Calculation and construction of an operational calendar plan for a serial production site for a month.

3.1 Initial data.

Small parts of a universal lathe are machined in a subject-closed area: pulley according to drawing 02-13; forks according to drawings 02-35, 02-36, 07-29, 07-31, 07-32; levers according to drawings 02-40, 02-41, 07-33. Monthly production of machine tools 1250 pcs. Each part is included in the machine in the amount of 1 piece. The cost of manufactured parts ranges from 0.5 to 1.5 UAH. The mode of operation of the site is two-shift. The technological process and piece time for operations (taking into account the percentage of compliance with the standards) are shown in Table 3.1

The composition of the equipment is as follows: aggregate-drilling, turning, broaching, cylindrical grinding, thread-cutting, locksmith machines. The equipment codes are 319, 320, 321, 322, 323, 324, 325, respectively.

Table 3.1

Technological process and piece time for operations.

3.2 Determination of the standard batch size of parts and the period of their launch.

The leading operation, according to which the calculation of the minimum batch size should be made, should be considered the operation with the largest ratio of preparatory-final time to piece time. In this case, the leading operation for all parts is the operation performed on the aggregate drilling machine. The calculation of the minimum lot size is made according to the formula (3.1):

P min \u003d T pz / (n * T pcs), (3.1)

where P min is the minimum lot size, pcs;

T pz - preparatory and final time, taking into account the coefficient of compliance with the norms;

T pcs - piece time, taking into account the coefficient of compliance with the norms;

n is the percentage of loss of time for setup in relation to the duration of processing the batch on the machine (in this case, n = 3%).

The data obtained as a result of the calculations are entered in the table.

To check and adjust the planned lot size in order to provide the necessary conditions for increasing labor productivity, it is necessary to compare the obtained minimum lot size for each part with the size of the shift output for the main operations of the technological process for processing this part.

To ensure the necessary working conditions at each workplace, the batch size must be equal to or greater than the shift output. For individual operations with the highest productivity, the batch size can ensure continuous operation during half a shift.

The shift output for the most productive operation (in this case, this is drilling on an aggregate-drilling machine) is determined by the formula (3.2):

C in \u003d T cm / T pcs, (3.2)

where C in - shift development, pcs;

T cm is the duration of the shift (in this case, 420 minutes);

T pcs - piece time for processing one part.

In order to comply with strictly batch production of parts when fulfilling a production task, it is necessary that the batch size fit an integer number of times into the size of the monthly task for each part or be a multiple of this value. In this case, the monthly task is 1250 parts of each item. The batch size for parts 02-13, 07-32, 07-33 must be adjusted to 1250 pcs. (up to a monthly task), for other details - up to 625 pcs. (up to a half-month assignment).

3.3. Determining the timing of the launch-release of a batch of parts.

The frequency of launch-release of parts for processing is determined as the ratio of the accepted lot size in pieces to the average daily program for this part in pieces. To simplify the operational planning and regulation of the production process, as well as to create conditions for the rhythmic work of the production site, it is necessary to unify the obtained values ​​​​of the frequency of production of different parts. The frequency sizes are 11 and 22 working days. The obtained values ​​of the frequency of starting parts for processing and the sizes of the batches are entered in Table 3.2.

Table 3.2

Normative batch sizes and frequency of processing parts.

Next, we proceed to the construction of a calendar schedule for the work of the production site, which regulates the timing of the launch and release of parts. To build a schedule, the duration of processing of each batch of parts on an aggregate drilling machine is determined according to formula 3.3:

T o \u003d (T pcs * P) / 60 + T pz / 60, (3.3)

where T o, T pcs, T pz - respectively, the duration of processing, piece and preparatory-final time, min.;

P - adjusted lot size, pcs.

The data obtained in hours and working days are entered in Table 3.3.

Table 3.3

Then we determine the duration of the production cycle for processing the part in operations after drilling according to formula 3.4:

T c \u003d 0.7 * (P * T piece sums / 60 + T pz sums / 60 + 3.5 * (K op -1)), (3.4)

where T c, T pc sums, T pz sums - respectively, the cycle duration, the total piece time and the total preparatory and final time for operations after drilling, hours;

K op - the total number of operations;

0.7 - coefficient of parallelism;

3.5 - the time of interoperative lying in hours.

The data obtained in hours and working days are entered in Table 3.4.

Table 3.4

The duration of the production cycle for processing a batch of parts

Figure 3.1 Schedule of launch-release of a batch of parts (option 1)

Figure 3.2 Launch-release schedule for a batch of parts (option 2)

The normative rolling backlog for the first number is determined directly from the chart. The backlog is calculated in whole batches. According to the condition, the machine shop works in batches, and the assembly shop works continuously. In this case, a rolling backlog is formed at the intershop warehouse, its size is measured by the number of parts needed to work in the assembly shop until the first batch arrives at the warehouse from the supply shop (working backlog) plus the established value of the insurance backlog.

The value of the insurance reserve is set according to practical factory data, on average, in an amount that provides a 2-3-day need for assembling parts. Let's take in this case the insurance reserve, equal to the 3-day requirement of the assembly shop. The results of calculating the value of cycle and storage backlogs are given for two options in accordance with the constructed graphs in tables 3.4, 3.5.

Table 3.4

Normative level of carry-over and warehouse backlogs on the first day of the month (option 1)

Table 3.5

Normative level of carry-over and warehouse backlogs on the first day of the month (option 2)

Since the level of stock in the second variant is less than in the first one, the second variant of the schedules is the most optimal.

3.4 Calculation and construction of a standard plan for the work of a discontinuous production line.

The initial data for constructing a schedule for the operation of a direct-flow line are as follows: monthly task 1500 pcs. Mode of operation - 2 shifts. Number of working days per month - 21. Shift duration - 8 hours. The norm of piece time for processing operations - in table 3.1

Table 3.6

The complexity of performing operations

The calculation of changes in the interoperational backlog is carried out between adjacent operations, taking into account the allocation of phases into which the work period is divided. The cycle is calculated according to the formula 3.1:

T \u003d D * T cm * K / N months, (3.1)

where D is the number of working days in a month;

T cm is the duration of the shift in minutes;

K is the number of shifts;

N months - monthly task.

The maintenance period depends on the size of the part and its weight. In this case, the part weighs 0.38 kg and requires 1 shift. You can determine the amount of output for the service period using formula 3.2:

In p.o = T p.o /t, (3.2)

T p.o - the duration of the maintenance period, min.;

t - flow cycle

For operations with incomplete loading of machines, the duration of work during the maintenance period is determined by formula 3.3:

T o1 \u003d B p.o *t 1, (3.3),

where V p.o - the amount of output for the maintenance period, pcs.;

t 1 - piece time.

The calculated values ​​of the duration during the maintenance period and the amount of output for the specified operations are shown in table 3.7

Table 3.7

Calculation of equipment operating time and output by operations during the maintenance period.

For operations on which partially overloaded machines operate, it is necessary to correct the time down using the conversion factor (3.4):

K \u003d T cm * C / T o, (3.4)

where T cm is the duration of the shift in minutes;

C - the accepted number of machines for the operation.

We carry out the recalculation at the 5th operation.

K \u003d 480 * 1/490 \u003d 0.9795

T pcs \u003d 14 * 0.9795 \u003d 13.7 min.

The calculation of changes in the inter-operational turnover between adjacent operations for the selected phases is carried out according to the formula (3.5):

Z about m.o. = (F i *C about n -1 /t n -1) - (F i *C about n /t n), (3.5)

where F i is the duration of the phase in minutes;

C about n -1 - the number of parallel machines on previous operations during the phase;

C about n - the number of parallel machines in subsequent adjacent operations.

The results of calculations and graphs of the movement of backlogs for the two options are shown in tables 3.8, 3.9.

Table 3.8

Direct-flow line schedule (option 1)

Table 3.9

Schedule of the direct-flow line (option 2)

Of the two calculated options, the best one is selected according to the smallest total value of the turnover reserve. In this case, we choose the first option, because ∑Z about = 61 pcs., According to the second option, ∑Z about = 88 pcs.

Then we determine the technological reserve according to the formula (3.6):

Z tech = ∑С pr *n, (3.6)

where C pr - the accepted number of jobs in operations;

n is the number of simultaneously machined parts on each machine.

The technological backlog is a variable value and is determined at the beginning of the service period.

Z those \u003d 2 * 1 + 2 * 1 + 2 * 1 + 2 * 1 + 1 * 1 + 1 * 1 + 1 * 1 \u003d 11 pcs.

The value of the transport backlog, on a direct-flow line, is created as an independent value of the accumulation of parts only between operations that work synchronously. Its value depends on the accepted amount of the procedure for transferring parts from operation to operation and the nature of the vehicle. When periodically transported on a direct-flow line:

Z tr \u003d p * (m-1), (3.7)

where p is the transfer batch (in this case, 5 pcs);

m is the number of operations.

Let's calculate the transport backlog: Z tr \u003d 5 * (7-1) \u003d 30 pcs.

Insurance backlogs play a significant role in preventing disruptions and production stoppages. They are established on the basis of experimental data. Approximately from 5 5 to 15% of the replacement production of parts.

Z str \u003d T * K str / t p, (3.8)

where Z str - the value of the insurance reserve;

K str - insurance coefficient, taken equal to 0.3;

T is the duration of the shift in minutes.

Z str \u003d 480 * 0.3 / 13.44 \u003d 10 pcs.

The intra-line reserve on a direct-flow line is calculated by the following formula:

Z line \u003d Z those + Z tr + Z str + ∑Z about, (3.9)

where ∑Z about - the sum of the turnover backlog for operations at the beginning of the service period.

Z lin \u003d 11 + 30 + 10 + 30 \u003d 81 pcs.

Conclusion.

The tasks that are solved during operational planning are most closely connected with all aspects of the economic and social development of the team, with the process of direct creation of material wealth.

Management of operational planning at the enterprise is carried out by levels and depends on the type of production, the nature of the organization of production processes, both combined and unified forms are used. The effectiveness of operational planning at an enterprise depends on the use of the most appropriate systems and forms of planning for a given enterprise, workshop, site, which aim to find the most optimal solution in specific production conditions.

In this paper, some types of operational planning were considered, namely: the rationale and calculations of the organizational and technical parameters of the workshop; calculation and construction of an operational calendar plan for a serial production site; calculation and construction of a standard plan for the work of a discontinuous production line. In the first section of the work, mass indicators were calculated for operations and details; determination of the type of in-line production depending on the calculated results. In the second section, standard batches of parts, the frequency of their launch into production, and rolling backlogs at the beginning of the month were calculated. In the third section of the work, the work schedule of the discontinuous production line, the number of required pieces of equipment, as well as the magnitude of turnover, transport, technological and insurance reserves were calculated.

List of used literature.

1. Letenko V.A., Gurovets O.G. Organization of machine-building production: theory and practice., M, Mashinostroenie., 2006.

2. Letenko V.A. Operational production planning for

machine building plant. M., 2006

3. Plotkin N.V., Yakushkevich O.P. Organization and planning of production at a machine-building enterprise, Lvov., "Light", 2006.

4. Kurochkin A.S. Organization of production., К. e 2007

5. Aktonets A.V., Belov N.A., Bukhalo S.N. Organization of planning and management of the duration of an industrial enterprise., K.2006.

6. Zvyagintsev Yu.E Operational planning and organization of rhythmic work at industrial enterprises. K., Technique 2006

7. Bakanov M.I. Sheremet A. D. Theory of economic analysis, Moscow: "Finance and statistics", 2005.

8. Sergeev I.V. "Enterprise Economics", Moscow: "Finance and Statistics", 2005.

Before you start to implement something, you need to make a plan. It allows you to evaluate the forces, calculate what and where you need and in what quantity. At the same time, strategic and operational planning are distinguished. We will consider the tasks and goals for the second of them.

What is operational planning and how does it differ from strategic planning?

When studying something, one should start with terminology. Operational planning is an activity that consists in calculating the situation and compiling development models for short periods of time. It presents the planned work in the most detailed form. Operational planning is the final stage of the overall process of calculating situations and compiling development models. The key goal pursued in this case is to organize a uniform production of products in given volumes that meets the quality criteria. What is the difference between strategic and operational planning? Speaking about them, a number of differences should be noted:

1. Operational planning is carried out by middle and lower-level managers, while strategic planning is the prerogative of senior managers.
2. Operational decisions are routine and are made daily. Strategic ones require more time to prepare.
3. Operational planning does not provide for the development of an alternative option, while for strategic decisions their presence is mandatory.
4. The operational one considers only internal information sources, while the strategic one is also interested in external ones.

This is the difference between them, in general terms. You can, of course, delve into the details and consider all this more carefully, but this will already be a deviation from the topic. So let's move on to the next point.

Methods and tasks of operational planning

The basic goal that must be addressed is the organization of the work of the enterprise's employees in such a way that production is efficient. In addition, there are other tasks:

1. Fulfillment of the set requirements for the quantitative and qualitative indicators of production.
2. Efficient use of working time.
3. Creation of continuous production.

A number of methods are used to achieve and fulfill these objectives. There are four in total:

1. Volumetric method of operational planning. It is used to "break" the annual time period into shorter-term components. As a result, plans for a month, a week, a day, and even an hour are highlighted. Its advantage is that the more detailed the planned production volume, the easier it is to carry out the performance monitoring function. In this case, in addition to the "what and when" calculations, the optimization of processes at the enterprise is also carried out.
2. Calendar method of operational planning. It consists in determining the specific dates for launching a certain product into production, as well as the end of its manufacture. Although it can be adjusted if the market entry is successful. The calendar method is used to calculate the duration of the production cycle. It, in turn, underlies the monthly program of the workshop.
3. Mixed method of operational planning. Assumes a union. In this case, the duration of the production cycle and the volume of work performed over a certain period of time are planned simultaneously. Used for combined activities.
4. Dynamic method of operational planning. It is built on the consideration of a number of indicators, such as volumes, terms, production dynamics. It is believed that it is he who allows you to fully and reliably take into account the real capabilities of the enterprise. This method has one useful special tool - the customer order schedule.

Classification

Operational planning of work is divided into two main types:

1. terms and content. In this case, current and operational scheduling are distinguished.
2. By scope. In this case, inter- and intrashop planning is distinguished.

Classification is different from methods, keep in mind so as not to be confused. So, in this case, scheduling is the distribution of annual plans between departments. In addition, this also includes bringing the required figures to the performers of the work. As a basis, data such as the delivery time of products and the complexity of work are used. Current planning implies the availability and regulation of the consumption of materials for the release of goods. Now to another look. Intershop planning provides for the regulation of work by all shops. That is, if No. 1 did not make a blank from materials, then No. 2 will not be able to produce products. Additionally, there is coordination of the activities of support services. That is, if the warehouse is full, then there is no point in making something for sale.

Data such as the master sales plan and the order book are used as the basis. Intra-shop planning is based on scheduling the work of production sites and production lines. This allows you to concretize and detail the production program. The objectives of operational planning pursued at the same time are to ensure uniform and uninterrupted production of products in certain quantities and for a specified time period, while maintaining quality standards and making the best use of available capacities. In addition, a coordinating function is performed, thanks to which the coordinated work of the company's divisions is ensured.

About functions

Let's go through what operational planning at the enterprise allows us to do:

1. Develop production schedules. These include the size of the backlog, the size of the batches, the duration of the production cycle, and the like.
2. Calculations of volumes of loading of areas and equipment.
3. Drawing up operational programs for the main procurement and production shops.
4. Implementation of management accounting and control over the implementation of plans.
5. Operational regulation of production processes, timely detection of existing deviations from the targets, development and implementation of measures that will eliminate them.

Let's look at a small example. The operational plan is drawn up for the day. Constantly. Whereas accounting is a week late. The manager needs to know whether it is possible to conclude a contract for the urgent production of a product, whether there is capacity for this. He uses management accounting capabilities, referring to the head of the shop, and then decides that the urgent order can be taken (or not). There are great opportunities. The main thing is to use them. A competent organization of operational planning allows you to create an extremely useful and flexible system that has tremendous potential.

About time and content

Oh, how many points of view and approaches to solving certain problems exist. If the content and terms of work play a role, then in this case there are two types of operational planning, the work with which is entrusted to managers and specialists:

1. Calendar. In this case, the distribution of monthly targets to production units is implied, when special attention is paid to the deadlines. The established indicators are brought to the knowledge of specific performers of the work. With its use, shift-daily tasks are developed, and the sequence of work carried out by individual employees is agreed upon. In this case, the initial data are the annual production volumes, the labor intensity of the work performed, the timing of deliveries to the markets and other indicators of the socio-economic plans of the enterprise.
2. Intershop. It is used to ensure the development, regulation and control over the implementation of the set plans for the production and subsequent sale of products. An important place here is occupied by the coordination of the work of the main and auxiliary units, design and technological, planning, economic and other services.

In general, we have considered what operational planning management is. The review was carried out on separate points. But they act as part of a certain system, right? And what effect can be observed in this case? We are now looking for the answer to this question.

About systems in general

Various elements are formed into one community. If everything is built adequately, efficiently and effectively, then such operational planning systems show themselves very effectively, allowing you to successfully carry out activities. In the modern world, they are influenced by both internal factors of the enterprise and external market conditions. But let's formulate the very concept of a system for this case. This is the name of a certain set of different technologies and methods of planned work, which can be characterized by a certain degree of centralization, the procedure for the movement and accounting of products (materials, raw materials, blanks), the object of regulation, the execution of documentation, the composition of calendar and planned indicators. All this is used to influence the course of the process of creation and consumption of goods and services. The pursued goal of the system is to achieve the planned market results by spending the minimum possible amount of economic resources and working time on this. How can it be characterized? To do this, we can highlight the main indicators of the system:

1. The procedure for coordinating, interacting and linking the work of sections and shops.
2. The planning unit used.
3. Techniques and methods for calculating indicators.
4. duration of the planning period.
5. The composition of the accompanying documentation.
6. Methods for the formation of calendar tasks for business units.

The choice of a particular system depends on the demand for services and goods, the costs and results of planning, the scale and type of production, the organizational structure of the company, and some other points. A simple description without considering the most popular options is worth little.

Therefore, the most well-known operational planning systems will be considered. These at the moment are detailed, per-complete and custom-made. They are used both in small and medium-sized businesses, as well as in large companies.

Detailed system

Operational production planning of this type is suitable for a stable and highly organized commercial structure. This system deals with the planning and regulation of the progress of work, processes and technological operations for each part for a certain period, which can last an hour, a shift, a whole day, a week or even more. It is based on the exact calculation of the rhythm and tact of the functioning of production sites and production lines. Also, this system is characterized by an adequate definition of technological, insurance, inter-operational, transport and cycle reserves. They must be constantly maintained in the production process at the calculated level. The use of a detailed system requires that high-quality calendar and operational plans be developed, where there will be indicators of the volume of output, as well as the route for the movement of the part of each item. Moreover, it is necessary to indicate all production stages and technological processes. It is advisable to use such operational planning of production only if there is a stable and limited range of products being created, that is, in mass and large-scale production.

Custom and complete system

Where and in what cases can they be applied? The order system is used when single or small-scale production is carried out, where there is a diverse range of products and a small amount of products created or services provided. In this case, a separate order, which includes several similar jobs for a specific consumer, acts as the main planning and accounting unit. This system is based on the calculation of lead times and the duration of production cycles. Due to this, the deadlines for the requirements of the customer or the market are estimated.

The complete system is used, as a rule, in serial machine-building production. Basic master planning and accounting items use different parts that are included in the general set of goods or subassemblies. They are grouped according to certain criteria. Calendar tasks for production departments are created not for individual parts, but for sets or groups. Moreover, so that they are enough for a unit, a whole machine, an entire order or an agreed amount of services and work. Such a system makes it possible to reduce the complexity of planning and calculation work and organizational and managerial activities of employees of the functional and line services of the enterprise.

The architecture of this system allows increasing the flexibility of operational planning, regulatory mechanisms and current control. And this, it should be noted, in the conditions of market uncertainty is an important tool for enterprises, which allows to stabilize production.

Brief description of subsystems

Operational and production planning is a very voluminous subject of study. Therefore, alas, it will not be possible to consider in detail all the points. For that, you need a book. But to mention briefly - this is quite possible. We have already considered the three most popular options for operational planning systems. But they are formed from certain subsystems, right? So they should be given at least a few words.

Operational and production planning provides for the presence of subsystems of the release cycle, warehouse, ahead of schedule and a number of other processes and working moments. We will not consider all of them, because this is a great amount of material. But here's one as an example.

Let's talk about the warehouse subsystem. So, we have a production where goods are made. For him, you need to have a sufficient amount of wood. Suppliers are working as planned, supplying new boards, logs, sawdust - everything that is needed. A certain amount of stock is formed in the warehouse. It is calculated how many cubic meters of boards, logs and sawdust are spent on the manufacture of products, and if there are problems with suppliers, then the time for which the accumulated stocks will last. At the same time, in the operational plan, it is necessary to provide for suppliers to replenish the warehouse. Moreover, it is desirable to register contacts already in the document itself, or simply have an agreement. Operational and production planning in the considered example will allow preventing the stoppage of processes running at the enterprise and avoiding losses.

Dealing with finance

Special attention should be given to planning in the field of cash. Why? Yes, because long-term activity is not possible without money. If they are not there, then it will not work to pay suppliers for resources and materials, and workers for labor. And if at first it is still possible to agree on a slight delay, then later ... In general, the enterprise will not continue its activities. Therefore, the operational is important, because with its help you can avoid more serious and unpleasant situations. For example, if a decade before the payment of wages it is clear that there is not enough money to pay for labor, then this means that you need not wait ten days, but do something. The specifics depend on the situation. If the strategy provided for the creation of a reserve fund for this purpose, then operational financial planning may provide that a certain amount should be taken from it. Didn't the leadership care about this? Well, then you need to urgently look for someone to sell goods / services, and in such a way as to meet the available ten days. After all, if there is a long delay, then the labor inspectorate, and there also the prosecutor's office, can get involved. And their attention is better not bother. There are quite a few options for dealing with finances. If it is not possible to sell products and there is no reserve fund, then you can always turn to specialized organizations. For example, in a banking institution. But in this case, it is better to have ongoing negotiations or another source that will cover the payments. Otherwise, the problems can only get worse.

Conclusion

So it was considered what constitutes operational planning. Let's go over the main points again. The main task that must be solved is to organize the work of the company's employees so that production is efficient. A number of methods and systems can be used to achieve this. Ideally, if it is possible to reduce manufacturing defects, use resources economically, optimally load production facilities, process equipment and workers. It should be noted that planning as a management function is closely related to organization, motivation, coordination and control. Therefore, it is better to consider it in practice not separately, but as a component of the whole complex. This point of view will avoid various unforeseen and unpleasant moments. After all, if it is calculated how many resources are needed, but the situation for coordinating workers is not outlined, then it may turn out that the plan is not as good as it was originally thought.

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5. Operational planning is one of those that involves drawing up plans for short periods of time, focused on maximum detail in previously planned work plans and their schedules.

   Operationally financial planning is the planning of the financial fund and resources of the organization. Its necessity lies in the fact that the material sphere changes regardless of the internal conditions at the enterprise, and in order to “stay afloat” it needs some savings.

   Operational scheduling - a detailed plan for the execution of work, determining the timing of the periods of the beginning and end of the manufacture of any product or the execution of another front of work.

   Types of operational planning

   Operational planning in relation to subordination at the enterprise is divided into 2 types:

   1. Intershop. It ensures the development and control of all products manufactured at the enterprise in general, and also directs the work of each workshop or department in the right direction. This type of planning ensures the coherence of the entire production process.
   2. Intrashop. Aimed at the synchronous execution of all employees of their work plan. It includes the development of new monthly or quarterly plans for the manufacture of products, the preparation of flow schedules for robots.

   Operational planning methods

   In operational planning, depending on the specifics of production, several basic methods are used.

   1. Volume method. It is intended for the distribution of annual volumes of production and its sale. This method helps not only to distribute the amount of work, but also to optimize the use of production assets.
   2. Calendar method or operational scheduling. This is a detailed plan for the execution of work, determining by the timing of the periods of the beginning and end of the manufacture of any product or the performance of another front of work.
   3. Volumetric-calendar method. Allows you to plan simultaneously the terms and volumes of work performed at the enterprise.
   4. Volume-dynamic method. It provides for the close interaction of such planned and calculated indicators as the timing, volumes and dynamics of the production of products, goods or services.

   Tasks of operational planning

   It should be said initially that the main task of operational plans is the organization of the daily activities of employees, as well as directing it in the necessary direction, beneficial for the enterprise. There is also a secondary number of planning tasks, which include such as:

   • fulfillment of tasks for the release of final products;
   • organization of complex production;
   • effective use .

   Operational planning principles

   For the first time the general principles of planning were formulated by A. Fayol. He, in turn, singled out 5 basic principles.

   1. The principle of the need for planning.
   2. The principle of unity of plans.
   3. The principle of continuity of plans.
   4. The principle of flexibility of plans.
   5. The principle of accuracy of plans.

   The stages of operational planning for each of the methods presented above are individual. We now consider the stages of volumetric planning.

   

   In conclusion, I would like to say that we all understand well the role of planning plays in the successful functioning of the organization. Therefore, having studied the information provided in this article, you have the opportunity to make your business more profitable and competitive.

   Operational planning is
   

   Hello everyone, dear readers. They sent me on a working visit to a company that would like to become our client.

   When I arrived, I was in shock. The company was in complete chaos in terms of organizational issues. People didn't know who was supposed to do what. I had to tell them about operational planning - what it is and how it will help fix the whole mess.

   operational planning

   Operational planning is the final stage of planning in the enterprise. It concretizes and details the production program for a decade (10 days), a week, a day and a shift, ensures timely delivery of planned targets to the departments, and also performs a coordinating function, ensuring the coordinated work of all departments of the enterprise.

   The main goal of operational planning is to ensure uniform, uninterrupted production of products in given quantities and on time, while complying with product quality standards and with optimal use of production capacity.

   The main functions of operational and production planning can be identified as follows:

   1. development of calendar and planning standards for production (duration of the production cycle, the amount of backlog, batch size, etc.);
   2. volumetric calculations of equipment and space loading;
   3. drawing up operational programs for the main production and procurement workshops;
   4. operational management accounting and control over the implementation of operational programs;
   5. operational regulation of the production process, timely detection of deviations from the plan, development and implementation of measures to eliminate them.

   Depending on the content and duration of action, operational planning is divided into two types: calendar and current.

   These two types of operational planning are carried out by economists - managers and specialists of the planning and production departments and workshops of the enterprise.

   Calendar planning includes the distribution of monthly targets by production units and deadlines, as well as bringing the established indicators to specific work performers.

   With its help, shift-daily tasks are developed and the sequence of work performed by individual performers is coordinated.

   The initial data for the development of calendar plans are the annual volumes of output, the complexity of the work performed, the timing of the delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.

   Dispatching of production provides for the operational control and regulation of the course of production processes, as well as accounting for the release of products and the expenditure of various resources.

   At most machine-building enterprises, operational planning is divided, depending on the scope, into intershop and intrashop planning.

   Intershop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all the shops of the enterprise, and also coordinates the work of the main and auxiliary shops, design and technological, planning and economic and other functional services.

   At machine-building enterprises, as a rule, production programs are developed and issued to workshops by planned services for the next year with a quarterly and monthly breakdown.

   OP systems

   In modern production, various systems of operational planning are widespread, determined both by internal factors and by external market conditions.

   Under the system of operational planning of production in the economic literature, it is customary to understand a set of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and registration of accounting documentation.

   While generally agreeing with this definition, we consider it necessary to clarify the concept of an operational planning system in accordance with the new market relations of enterprises.

   This system is a set of methods and methods for calculating the main planning and organizational indicators necessary to regulate the course of the process of production and consumption of goods and services in order to achieve planned market results with minimal expenditure of economic resources and working time.

   The main characteristics of any operational planning system include: methods for completing calendar assignments for departments of the enterprise, the procedure for coordinating and coordinating the work of workshops and sections, the selected planning and accounting unit, the duration of the planning period, methods and techniques for calculating planned indicators, the composition of accompanying documentation, etc.

   Attention!

   The choice of a particular operational planning system in market conditions is determined mainly by the volume of demand for products and services, the costs and results of planning, the scale and type of production, the organizational structure of the enterprise, and other factors.

   The most famous at present are the detailed, order-by-order and complete systems of operational planning and their varieties used in many large enterprises and firms, as well as in small and medium-sized businesses.

   Detailed planning system designed for highly organized and stable production.

   According to this system, the progress of work, technological operations and production processes for each part is planned and regulated for a certain planning period - an hour, a shift, a day, a week, etc.

   The detailed system is based on accurate planning of the tact and rhythm of production lines and production sites, the correct determination of normal technological, transport, insurance, inter-operational and cycle reserves and their constant maintenance in the production process at a strict calculated level.

   The use of this system requires the development of complex calendar-operational plans containing indicators of the output volume and the route of movement of parts of each item through all production stages and technological operations.

   Therefore, it is advisable to use detailed planning with a limited and stable range of products, which takes place in conditions of large-scale and mass production.

   Order-based operational planning system it is used mainly in single and small-scale production with its diverse range of products and a small volume of products and manufacturing services.

   In this case, the object of planning, or the main planning and accounting unit, is a separate production order, which includes several jobs of the same type of a particular consumer-customer.

   This planning system is based on calculations of the duration of production cycles and lead times, with the help of which the deadlines required by the customer or the market for the completion of both individual processes or works, and the entire order as a whole are established.

   Complete system It is used mainly in serial machine-building production.

   As the main planning and accounting unit, various parts are used that are included in an assembly unit or a common set of goods, grouped according to certain characteristics.

   Calendar tasks for production units are developed not according to the details of a separate name, but according to enlarged groups or sets of parts for a unit, machine, order, or a certain amount of work and services.

   This system helps to reduce the labor intensity of both planning and calculation work, as well as the organizational and managerial activities of the personnel of the linear and functional services of the enterprise.

   With this system, the flexibility of operational planning, current control and regulation of the course of production is significantly increased, which, in conditions of market uncertainty, serves as an important means for enterprises to stabilize production.

   In addition to the three systems of operational planning considered, domestic enterprises use such subsystems as planning by the production cycle, by backlog, ahead of schedule, to the warehouse, etc.

   Tact planning system. Planning for the cycle of product release provides for the alignment of the duration of technological operations at all stages of the overall production process in accordance with a single estimated time for the implementation of related work.

   Source: http://website/www.ecanomika.ru/operate.php

   Automation of operational planning processes

   Operational plans are the sequential execution of tactical plans. This is a normal, daily activity that allows you to fulfill the tactical, and over time, the strategic tasks of the organization.

   The main task of operational plans is the organization of the daily activities of employees, directing it into the priority direction of goals and objectives.

   Operational planning is especially important at the initial stage of a business: during rapid development or work on a new line of business.

   When business processes are not sufficiently debugged and the staff is disorganized, then, most likely, he will set his priorities.

   Operational planning increases control over the work of personnel, results and improves overall performance.

   You will be able to see how quickly and efficiently this or that employee copes, whether the quality, work standards (in production, customer service) can withstand.

   Attention!

   It is also important to see how much the employee is given to work, what achievements he has. Therefore, operational plans also affect motivation.

   Part of the operational work and tasks is periodic. For example, writing reports, scheduled maintenance, congratulating clients on holidays, etc.

   The presence of business automation tools allows you to set such tasks only once, and then periodically the system will remind the employee of the need to complete this task.

   In general, business automation makes it much more efficient to set operational plans and monitor their implementation. An operational plan is a list of tasks that an employee needs to complete in order to get the desired result.

   For example, in order to bring plans to employees, you need to collect them, call them or send them by e-mail. At the same time, for each employee in each task, determine the priority, deadlines and sometimes the budget.

   In addition, you may be absent from the site (often employees turn a business trip of the head into a day off at the workplace) and working with remote employees makes operational planning meetings impossible or ineffective.

   In the course of work, adjustments to operational plans are possible, which should be made in a timely manner.

   This problem can be quickly solved by the business automation system, which significantly speeds up work and makes operational planning really operational.

   Within the framework of project management, if the organization's activities are related to the implementation of projects, automation gives an even greater effect.

   The manager can use the savings of time to adjust plans, analyze intermediate results and take additional actions to correct.

   Operational plans begin with tactical objectives and a program of action. For each item of the program for a certain period, you need to make a list of necessary tasks for the day for each employee or department.

   If the organization has departments, then it makes sense to shift operational planning to middle managers, but with the obligatory control of the plans that they put to subordinates.

   Do not forget about indicators - each task should have performance criteria or a scorecard.

   For example, for a sales agent it is the sales volume or income from sales, for a programmer it is a program code, compliance with the terms of reference, for a marketer it is the compliance of advertising with a marketing strategy or budget.

   For operational plans, the processes of bringing them to the attention of the staff and monitoring their implementation are important.

   The formulation of tasks should be simple and understandable to the employee, and control will allow not only to punish the negligent, but also to encourage those who have distinguished themselves - to obtain information for possible adjustments to tactical plans.

   Operational plans and distribution of tasks among employees should be interconnected and aimed at one goal - making a profit and solving the tactical tasks of the company.

   Source: https://www.prostoy.ru/845.html

   Making plans for short periods of time

   Operational planning is one of the types of planning, which involves drawing up plans for short periods of time, focused on maximum detail in the previously planned work plans and their schedules.

   Operationally financial planning is the planning of the financial fund and resources of the organization.

   Its necessity lies in the fact that the material sphere changes regardless of the internal conditions at the enterprise and in order to “stay afloat” it needs some savings.

   Operational scheduling - a detailed plan for the execution of work, determining the timing of the periods of the beginning and end of the manufacture of any product or the implementation of another scope of work.

   Kinds

   Operational planning in relation to subordination at the enterprise is divided into 2 types:

   • Intershop. It ensures the development and control of all products manufactured at the enterprise in general, and also directs the work of each workshop or department in the right direction. This type of planning ensures the coherence of the entire production process.
   • Intrashop. Aimed at the synchronous execution of all employees of their work plan. It includes the development of new monthly or quarterly plans for the manufacture of products, the preparation of flow schedules for robots.

   Methods

   In operational planning, depending on the specifics of production, several basic methods are used.

   Volume method. It is intended for the distribution of annual volumes of production and its sale. This method helps not only to distribute the amount of work, but also to optimize the use of production assets.

   Calendar method or operational scheduling. This is a detailed plan for the execution of a robot, determining the timing of the start and end periods for the manufacture of any product or the execution of another front of the robot.

   Volumetric-calendar method. Allows you to plan simultaneously the terms and volumes of work performed at the enterprise.

   Volume-dynamic method. It provides for the close interaction of such planned and calculated indicators as the timing, volumes and dynamics of the production of products, goods or services.

   Tasks

   It should be said initially that the main task of operational plans is the organization of the daily activities of employees, as well as directing it in the necessary direction, beneficial for the enterprise.

   There is also a secondary number of planning tasks, which include such as:

   1. fulfillment of tasks for the release of final products;
   2. organization of complex production;
   3. efficient use of working time.

   Principles

   For the first time the general principles of planning were formulated by A. Fayol. He, in turn, singled out 5 basic principles.

   • The principle of the need for planning.
   • The principle of unity of plans.
   • The principle of continuity of plans.
   • The principle of flexibility of plans.
   • The principle of accuracy of plans.

   The stages of operational planning for each of the methods presented above are individual. We will now consider the stages of volumetric planning:

   1. Development of nomenclature and calendar plans for the launch of parts, assembly units of products.
   2. Development of plan targets for the beginning and end of the production cycle separately for each workshop or department.
   3. Formation of a production program for launching finished products on the market.

   Source: http://site/womanadvice.ru/operativnoe-planirovanie

   operational planning

   The annual plan of the economy, production unit, defining the program for the year, does not affect the organization of individual works, which in agriculture has its own characteristics associated with the seasonal nature of production, the need to complete processes in optimal agrotechnical terms.

   Attention!

   In this regard, they draw up operational (working) plans for periods of work in industries and departments of the economy.

   Operational planning serves as a means of current regulation of the course of production in order to ensure the rhythmic, uninterrupted operation of the enterprise, the effective use of production and labor resources.

   Its task is to detail the main indicators of the annual plan of an economic entity, its structural unit and bring them to the direct executors. For these purposes:

   • tables and network schedules for the performance of work are developed, indicating specific deadlines and executors, conditions are provided for high-performance work throughout the entire working time;
   • uninterrupted supply of workplaces with the necessary materials of appropriate quality (seeds, mineral fertilizers, fuels and lubricants, etc.), electricity, feed is ensured;
   • control is organized over the operational preparation of production, the implementation of plans by each structural unit, each performer in strict accordance with the developed operational plans;
   • operational management of the entire course of the production process is carried out on the basis of the current order to prevent or eliminate identified organizational and technical malfunctions or inconsistencies that interfere or impede rhythmic production activities;
   • available reserves of material and labor resources are identified, and measures are developed for their use in production.

   For operational planning, computational-analytical, statistical, economic-mathematical and graphical methods are widely used, which make it possible to organize the operational management of the technological process using personal computers.

   Operational plans are further details of the annual plans. Agricultural enterprises develop:

   1. plans for periods of agricultural work (for ploughing, fertilizing, sowing, caring for crops, harvesting, etc.);
   2. ten-day, monthly, quarterly plans (tasks) in animal husbandry, construction, industrial and service industries;
   3. work plans - tasks for specific performers to perform certain work for a period of one or several days.

   Operational (working) plans are a production program for carrying out relevant work in certain periods of the year.

   In the livestock sectors, operational plans are distinguished for the production and sale of products, the placement of livestock on the territory of the economy, the use of pasture land and the green conveyor, schedules for providing farms with feed.

   Ancillary industries have operational plans for the periods of product acceptance, processing and sale.

   Operational plans should be linked to each other by plans for the use of labor resources, tractors, agricultural machines and vehicle fleet.

   The work plans in crop production by periods of work reflect the organization of labor processes in optimal agrotechnical terms, the calculation of the means of production and labor necessary for this.

   They are first developed by teams, taking into account technical equipment, based on actual sown areas and expected yields in individual fields and plots.

   The work plan for the periods of agricultural work includes the following main indicators:

   • list (in chronological order) and scope of work, agrotechnical requirements for their implementation;
   • calendar and optimal agrotechnical terms (number of working days) for the performance of each work;
   • place of work (team, link, field number, crop rotation, culture, current, etc.);
   • the composition of the units (brand and number of machines in the unit) or the way the work is done - manually or using live draft power;
   • the number of service personnel on the unit or when performing horse-hand work;
   • shift, daily and seasonal output of the unit and workers in horse-hand work;
   • the daily need for tractors, combines, other agricultural machines and tools, vehicles, labor (including machine operators) and various materials (seeds, fertilizers, fuel, etc.).

   The source material is taken from technological maps, which cannot replace the work plan, since they are compiled for individual crops.

   The main task of the work plan is to establish the relationship and sequence of operations in the cultivation of all crops assigned to the brigade, the daily need for equipment, workers, materials.

   Particular attention is paid to the creation of conditions for the fulfillment of shift and daily production rates, the high-performance use of equipment.

   The daily demand for tractor units, self-propelled combines is calculated by dividing the expected (planned) volume of work by the seasonal output of one unit, combine.

   The number of machines and implements required is determined based on the daily need for tractor units and the number of machines and implements in one unit.

   The need for labor force is defined as the product of the number of service personnel on one unit, the number of units and the shift ratio.

   For manual work, the number of employees is determined by dividing the volume of manual work by the output of one performer for the entire period of performance of these works.

   The daily need for materials is determined based on the norms of their consumption per unit of work and the amount of work that can be done per day by the household or team.

   The total daily demand for tractors and labor is determined using a schedule that clearly shows the days of maximum stress. To eliminate "peaks", the schedule is leveled by some change in the calendar terms of work.

   If this is not possible, provide for the involvement of additional equipment and labor.

   This problem is solved with the help of a network diagram, which is an image of the sequential execution of both individual work processes and their complexes of varying degrees of complexity.

   With its help, they take into account the dynamics of work, deviations from the established deadlines and norms, and find ways to overcome the difficulties that arise.

   The network schedule allows you to control the implementation of the plan not only in terms of time, but also in terms of the cost of work, the timeliness of the supply of materials.

   Attention!

   An integral part of the working plans are plans - the routes of movement of aggregates across plots and fields. Their development allows timely preparation of sites and fields for work, avoiding unnecessary moving of units, timely and uninterrupted provision of jobs with materials, and machine-tractor units with maintenance.

   The plan-route of the unit indicates the brand and economic number of the tractor, combine, the number of the field in the crop rotation, the type and amount of work, the beginning of their implementation, the scheme for moving the unit from one site to another.

   Job plans are assignments for the performance of certain work by a brigade, a link, a separate unit.

   They are given for a certain period - a decade, a week, a five-day period, one to three days, or in a chord - to perform a certain type and amount of work.

   The work plan indicates the name of the performer (or group of performers), his class, the composition of the unit, the service life of the tractor, combine, type and place of work, agrotechnical requirements for its implementation, production rate, material consumption rates, tariff category of work and the tariff rate .

   The work plan is not only a planned, but also a reporting document. After completing the work plan, the foreman, agronomist and accountant on the back of this document note the timing, volume and quality of the work performed, the consumption of fuel and other materials, and the main and additional earnings are accrued.

   Operational plans have a number of features. In terms of the timing of compilation and action, they are closest to the production process and are closely related to it; they are composed quite often, which gives them the property of continuity; through operational planning, the entire system of on-farm plans is linked to production management.

   Source: http://site/eclib.net/30/27.html

   Enterprise planning

   To ensure the normal functioning of the enterprise, it is necessary to constantly plan activities.

   Planning is the process of developing and subsequently monitoring the implementation of a plan for the creation, development and operation of an enterprise.

   The following units can be planning objects: products (its type and quality), personnel, sales, finance, investments, scientific and technological development and environmental protection.

   For a plan to be effective, it must include the following:

   1. assessment of the external environment of the enterprise;
   2. assessment of the enterprise's capabilities, taking into account favorable and unfavorable factors of the external environment;
   3. definition and formulation of goals;
   4. definition of current operational tasks corresponding to the goals;
   5. methods of analysis and control over the implementation of the plan, providing feedback on the next cycle of planning.

   Forms of organizing planning:

   • From top to bottom - this is planning, when the management determines the main goals of the enterprise and the mechanisms for achieving them, and then communicates it to the staff in order to fulfill the plan. The disadvantage of such planning is that the company's management cannot always see and take into account the potential opportunities of the lower levels.
   • Bottom - up - here each employee analyzes his current work, finds reserves for its improvement and submits job offers to the management of his unit in the future period.

   On the basis of the submitted proposals, the head of the unit, independently or with employees, forms a plan for the work of his unit in the planning year and transfers this information to the planning department, where the process of planning and coordinating the work of all units actually takes place.

   Then the plan is returned to the departments, where it is considered and approved, and, if necessary, corrected taking into account the comments and submitted for approval to the head of the enterprise.

   Mixed planning - the company's management develops the main performance indicators in the planning period and transfers them to the divisions.

   There, the possibilities of fulfilling the tasks set are analyzed, programs for achieving the goals are developed and, after correction, the information is transferred to the planning department, where it is reduced to a single draft plan, which, after consideration and refinement in accordance with the wishes of both parties, is agreed and approved.

   Each enterprise independently determines the form of planning, but the mixed type is often more successful, because. the head determines the goals that he, as the owner, wants to achieve, and the divisions adjust them depending on the capabilities, therefore, “desires and opportunities” are taken into account.

   Technology

   Planning technology includes the following steps:

   1. Goal definition;
   2. Determination of tasks that will achieve the goal;
   3. Determination of ways and means to achieve the goal;
   4. Development of alternatives;
   5. Determine the time to reach the goal;
   6. Distribute responsibilities between departments;
   7. Design a system for monitoring and adjusting the plan.

   Principles and Methods

   Planning principles:

   • Continuity - planning should extend both to the long term and to shorter periods.
   • Scientific - planning should be carried out on a scientific basis, i.e. based on reliable information, carried out by scientifically sound methods.
   • Flexibility – Plans must be adjusted according to changes in the environment.
   • Accuracy.
   • Priority is the subordination of all programs and plans to the strategic goal of enterprise development.
   • The principle of participation, formulated by and. Ansoff - it means that each employee of the enterprise should participate in the construction of the plans of the enterprise, who is directly affected by the plan.

   There are several planning methods. Program-target - planning, which is based on the development of comprehensive programs focused on achieving the goals.

   Balance method - drawing up various types of balance sheets of the enterprise. Normative method - the enterprise uses a whole system of norms and standards in the planning process.

   The norm is the regulated value of the absolute consumption of resources per unit of output or for the performance of a unit of work. On the basis of such norms, balances of consumption of various resources are formed.

   Economic and mathematical modeling - involves the use of various economic and mathematical models in the planning process, which are a formalized description of the studied economic process (object) in the form of mathematical dependencies and relationships.

   Forecasting method - a set of techniques and methods that allow, based on the study of the internal patterns of the development of an object and its external relations, to derive a judgment (prediction) of a certain reliability about the future state of the object of forecasting.

   A forecast is a probabilistic scientifically based judgment about the prospects, possible states of a particular phenomenon and the future and (or) alternative ways and timing of their implementation.

   Intuitive methods are based on intuitive-logical thinking. They are used when it is impossible to take into account the influence of many factors due to the significant complexity of the object or the object is too simple and does not require laborious calculations.

   Kinds

   There are the following types of planning:

   1. Operational - contains a plan for a week, shift, decade.
   2. Current - from a month to a year, with distribution by quarters and months.
   3. Medium-term - up to 5 years.
   4. Long-term - from 5 years, aimed at solving individual independent problems of the company's strategy.
   5. Strategic - a long-term plan covering a period of 10-15 years or more.

   It is more correct to call operational planning operational-production (OPP). PPP is the implementation of the current activities of planning and economic services for a short period.

   Attention!

   The PPP is based on the production program for the production of finished products, with the help of the PPP this program is detailed and specified.

   The purpose of the OPP is to ensure uniform output of products in given quantities and on time, with high quality and the best use of production assets.

   Stages of the OPP:

   • Volumetric planning is the distribution of work performed by departments and planning periods, taking into account the loading of equipment and space. For effective distribution, the necessary and available resources of the enterprise are compared.
   • Calendar planning is the determination of the timing of production, the clarification of the tasks of each workshop, and, if necessary, the adjustment of the results of calculations.
   • Operational production planning is the final specification of the production program and the organization of its implementation. If necessary, adjustments are made to work schedules.

   Strategic planning (SP) is a management process that aims to develop company development goals and ways to achieve them.

   The main task of the joint venture is to provide flexibility, adaptation and innovation in the activities of the organization necessary to achieve goals in a changing environment.

   When the joint venture determines and predicts the parameters of the external environment, the range of products and services, prices, suppliers, markets, long-term goals and strategies for achieving them, as well as systematic management of changes in parameters.

   These indicators are extremely important to determine today, because. the firm operates in a market economy based on competition.

   SP stages:

   1. Definition of mission and purpose;
   2. Analysis of the external and internal environment of the enterprise, including an analysis of the strengths and weaknesses of the company, as well as its potential;
   3. Choice of strategy;
   4. Implementation of the strategy;
   5. Evaluation and control of implementation.

   As a result of the JV, the company receives a full range of information about the market and its position on it, determines its mechanism of action in the existing conditions, and most importantly, the company identifies various options for action in a changing external environment and ensures effective adaptation of the strategy to the environment.

   The competitiveness and success of the entrepreneurial activity of an enterprise are determined by the carefully formulated and developed goals of the company's activities and the means to achieve them.

   These goals and means are more fully reflected in operational, current and strategic planning.

   Source: http://site/koi.tspu.ru/koi_books/klemasheva/page8.htm

   System of economic organization plans

   The result of the planning process is a system of plans. The plan includes key performance indicators to be achieved by the end of the planning period.

   Essentially, a plan is a set of instructions for managers describing what role each part of the organization should play in achieving the firm's goals.

   The planning process is complex and varied. This determines the complex nature of the system of plans, which can be divided into the following elements.

   • The strategic plan, otherwise known as the company's master plan (often drawn up 5 years in advance) and company-wide plans, drawn up as a continuation of the strategic plan.
   • Strategic plans for individual business units that make up the firm.
   • Operational plans of the organization:
     • company-wide plans for current activities, the so-called "economic plans", or "profit plans", are calculated for one year. With the help of current activity plans, goods and services are produced and supplied to the market;
     • current plans of subdivisions, including budgetary ones, complement the company-wide plans for current activities.
   • In addition to plans, the results of the planning process are programs (or plan-programs) and projects.

   The strategic plan is a guide for decision-making at lower levels; the general goals of the organization, defined in the strategic plan, are specified in the goals of current activities, called tasks.

   In addition, the strategic plan is a limiter for plans of lower levels, since it limits the number of resources needed to solve the tasks of operational planning.

   The action plans of any organization can be characterized as either offensive or defensive.

   Offensive plans involve the development of the organization: the production of new goods and services, entering new markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.

   Medium and small firms in many cases are content with defensive plans aimed at maintaining their positions in the market and preventing the bankruptcy of the firm.

   The organization's development plan, being an expression of offensive plans, includes a set of measures necessary to create new areas of the company's activities.

   The development plan should determine the ways to enter new positions and be able to answer the following questions:

   1. What will be the conditions of demand in the future, what goods and services will the consumers of the given economic organization expect?
   2. What should be the nature of the internal elements of the organization, necessary for its development?
   3. What new types of products should be added to the nomenclature of the enterprise, or what part of the main products should be replaced by new goods and services?
   4. What should be the methods of error prevention when investing capital and developing new products?
   5. What should be the range of economic resources needed to produce new goods and services?
   6. What should be the organizational ways of creating new industries, whether it will be a takeover in the form of buying up (acquisitions) of other enterprises, a merger with organizations that produce the necessary products, or the creation of new industries on their own, through research and development and entrepreneurial projects.

   The development plan for a separate business unit is drawn up in the form of a business plan. Characteristic of economic organization is the development of programs and projects.

   Programs usually determine the development of one of the important aspects of the life of an economic organization. These can be programs for improving technology, programs for organizing quality control, programs for accounting for the movement of stocks, and others.

   Attention!

   Projects differ from programs in that, “focusing on a certain aspect of the life and development of an organization, they have a fixed cost, a schedule for implementation, include technical and financial parameters, that is, they are distinguished by a high level of specific study.

   Typically, projects are associated with the creation and promotion on the market of new products and services of the company.

   It is impossible to exaggerate the possibilities of projects when determining the exact deadlines and specific characteristics of a new product. A business plan is usually written in the form of a project.

   In addition to these types of planning documents, the organization must draw up auxiliary plans that are needed for a better organization of planning in enterprises: a planning organization plan, contingency plans, feedback programs, plans evaluation programs.

   tactical planning

   Tactical (operational) planning is the decision-making about how the organization's resources should be allocated to achieve strategic goals.

   Tactical planning is the making of decisions about how an organization's resources should be allocated to achieve strategic goals.

   The main question of strategic planning is what the organization wants to achieve. Tactical planning focuses on how the organization should achieve this state.

   That is, the difference between strategic and tactical planning is the difference between ends and means.

   Other differences:

   • decision-making at the tactical planning level tends to be less subjective because tactical planners have more good, specific information available. In tactical planning, computer-based quantitative methods of analysis are applicable;
   • the implementation of tactical decisions is better observed, less at risk, since such decisions are mainly related to internal problems;
   • tactical decisions are easier to evaluate, as they can be expressed in more specific numerical results (for example, it is more difficult for a farmer to evaluate the specific benefits of introducing products under his own brand than to calculate the increase in the production of chickens in special packaging when acquiring new facilities);
   • for tactical planning, in addition to its focus on the middle and lower levels of management, it is also characteristic to gravitate towards the levels of individual divisions - product, regional, functional.

   Operational mining means almost the same thing as tactical planning.

   The term "operational" is more vivid than the term "tactical", it emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc.

   Operational planning is also understood as the preparation of the budget of the organization.

   Process

   Planning activities can be divided into several main stages:

   1. The process of planning, or the direct process of planning, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.
   2. Activities for the implementation of planned decisions. The results of this activity are the real performance indicators of the organization.
   3. Results control. At this stage, real results are compared with planned indicators, as well as the creation of prerequisites for adjusting the organization's actions in the right direction.

   Despite the fact that control is the last stage of planning activities, its importance is very high, since control determines the effectiveness of the planning process in the organization.

   Thus, the planning process is the first stage of the overall activity of the firm.

   The planning process is not a simple sequence of operations for drawing up plans, and not a procedure whose meaning is that one event must necessarily occur after another.

   The process requires great flexibility and managerial skill. If certain points in the process do not meet the objectives of the organization, they can be bypassed, which is not possible in the procedure.

   The people involved in the planning process do not just perform the functions assigned to them, but act creatively and are capable of changing the nature of the action if circumstances so require.

   The planning process consists of a series of steps following each other.

   First stage. The firm conducts research on the external and internal environment of the organization. Identifies the main components of the organizational environment, highlights those that really matter to the organization, collects and monitors information about these components, makes forecasts for the future state of the environment, and assesses the real situation of the company.

   Second phase. The firm sets the desired directions and guidelines for its activities: vision, mission, set of goals. Sometimes the stage of setting goals precedes the analysis of the environment.

   Third stage. Strategic analysis. The company compares the goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of the desired indicators), determines the gap between them. With the help of strategic analysis methods, various strategy options are formed.

   Fourth stage. One of the alternative strategies is selected and its development is carried out.

   Fifth stage. The final strategic plan of the company is being prepared. Sixth stage. Medium term planning. Medium-term plans and programs are being prepared.

   Seventh stage. Based on the strategic plan and the results of medium-term planning, the firm develops annual operational plans and projects.

   The eighth and ninth stages, while not being the stages of the direct planning process, nevertheless determine the prerequisites for creating new plans, which should take into account:

   • what the organization managed to do, realizing its plans;
   • what is the gap between planned indicators and actual performance.

   In general, the planning process is a closed cycle with direct (from developing a strategy to determining operational plans to implementation and control) and reverse (from taking into account the results of implementation to reformulating the plan) communication.

   Organization

   Intra-company planning brings good results if the planning process is properly organized from the very beginning.

   Attention!

   Before proceeding with direct planning, those responsible for planning in the enterprise must accept the content and sequence of the planning process.

   A large enterprise, as a rule, carries out the entire planning process, without significant exceptions.

   A complexly organized firm needs both a strategic plan and medium-term plans and programs, as well as all kinds of operational planning.

   A large firm should take care of the preparation and implementation of projects for the development of new products, new divisions

   Smaller firms often simplify the planning process, reducing it to a 5-year strategic plan and annual operational plans.

   At the same time, if a small organization is focused on creating offensive plans, it also prepares a project for the development of its production (business).

   Having identified the constituent elements of the planning process, those responsible for this activity should establish a sequence of planning activities.

   Logically, as it follows from the scheme of the planning process, the development of tactical plans follows strategic planning.

   However, many managers and planners, being strong practitioners and having extensive experience in operational planning, at the first steps in strategic planning are afraid to start planning activities with the definition of a strategy.

   The formulation of the most general directions of the organization's activities seems to them too abstract, not entirely useful and even dangerous in terms of wasting time and attention to urgent tasks.

   Such managers are engaged in the development of operational plans as the main type of planning activity, and strategic planning is considered as a trial, side activity.

   In such cases, the sequence of planning is reversed: first, the preparation of operational plans, and then the development of a strategy.

   But, as experience shows, gradually, after 2-3 year cycles, managers realize the importance of strategic planning, acquire the necessary skills and find that it is more convenient for them to follow from strategy to tactics.

   There are situations when strategic and operational plans are carried out simultaneously.

   The main disadvantage of this practice is the appearance of an obstacle to effective planning: the urgency of operational decisions begins to dominate over strategic problems, and the company loses its main guidelines for its activities.

   The planning process in the organization continues continuously throughout the year.

   Two main parts of planning are carried out in different periods of the year: the preparation of a strategic plan usually takes place in the I and II quarters (quarters) of the financial year, the remaining time is occupied by operational planning. Operational plans specify the content of the 5-year plans for the first year of action.

   In order for the planning process to be continuous and there is no gap between the two 5-year plans, many organizations draw up so-called rolling (transitional) plans.

   In a rolling plan, a new year is added each time instead of the elapsed year. This takes into account changes that have occurred in the state of the market, technology, policies, internal factors of the organization in the previous year, and the necessary changes are made to the newly drawn up plans.

   In sequential planning schemes, certain planning activities (such as budgeting) are carried out regularly, annually, at approximately the same time of the year.

   But if there are serious deviations in the fulfillment of the plans, then there is no other way out than to revise the plan at the moment when these deviations are discovered (for example, to revise the budget not in January, but in May).

   The following are involved in the planning process:

   1. first, the top management of the organization;
   2. second, the planning team;
   3. thirdly, heads and specialists of departments.

   Ideal, as already mentioned, is a situation where all employees of the organization are involved in the discussion and drawing up plans.

   Attention!

   Top management is the architect of the planning process, determines its main phases and planning sequence.

   Top management must make the planning process accessible and understandable to every employee of the organization, he must be able to involve his employees in it as much as possible.

   Another function of top management is to develop the firm's strategy and make strategic planning decisions. The management of the company determines the general goals of its development and the main ways to achieve them.

   Developing a strategy requires top management to be analytical and think big.

   The management of the middle and lower levels, as well as the specialists of the departments, are involved in the development of operational plans.

   The duties of specialists also include an analysis of the internal and external environment of the organization, making forecasts. Department heads and staff members come together in evaluating alternative strategies proposed for the organization.

   The planning service takes part in the development of the company's strategy, clarifying its main goals. However, planners carry out this function, acting as advisers, consultants.

   Often, the key issues of the strategy are discussed by the planner and the top manager in a personal conversation, discussion. The final decisions related to the approval of the strategy are made by the top management.

   Planners, along with other specialists, analyze and evaluate the external and internal environment of the firm. They often hold the most valuable information about the firm.

   Together with managers, planners participate in making forecasts about the possible future of the company, preparing the forecast part of the final plan.

   Planners provide advice and consultation on planning techniques and promote the spread of professional planning methods.

   The planning service assists senior management in organizing and conducting the training necessary to ensure that all planners are ready to implement effective innovations in this process.

   Planners should strive to create a spirit of creative attitude of workers to planning their future, to teach people to interact with each other.