State Committee for Fisheries of the Russian Federation
ASTRAKHAN STATE TECHNICAL
UNIVERSITY
Institute of Economics
TEST
By discipline: "Organization of production at the enterprise"
Topic: "Division and cooperation of labor"
Completed:
Group student ZFE-88
Checked:
D.E.N, O.K.
Forms of division of labor and their development
The division of labor within an enterprise is a single division of labor, which specifically refers to the division of labor between individual links of the enterprise (main and auxiliary workshops, their sections, as well as between teams, management and production services), covering various groups of workers.
The division of labor is understood as the isolation of various types of labor and their assignment to the participants in the production process. The purpose of the division of labor is to release products on time with the least expenditure of labor and material resources. The division of labor shortens the production cycle, increases labor productivity as a result of specialization and faster acquisition of production skills and knowledge by the worker.
In material production, one can distinguish the general division of labor into large types - industry, construction, transport, etc .; private division of labor in the division of these types into sectors and sub-sectors (mechanical engineering, including heavy, energy, transport, machine-tool building, instrument-making; metallurgy, including ferrous, non-ferrous, etc.); unitary division of labor - in the division of labor within the production system.
The general and private division of labor determines the structure of social production, as well as production links between industries and enterprises, and a single division of labor determines the production structure of an enterprise.
There are three main forms of the division of labor: functional, technological and qualification.
The functional division of labor is determined by the attitude of workers to the production process and the nature of the functions they perform. Consequently, the functional division of labor is fundamentally determined not by the skills or art of the worker, but by the decomposition of the production process into its essential component phases, as a result of which workers are in a different attitude to this process. Some of them directly affect the objects of labor - the main workers, others only indirectly participate in the manufacture of products - auxiliary workers.
An important direction of improving the division of labor at the enterprise is the establishment of rational proportions and the number of separate functional groups of workers, namely: between the main and auxiliary workers; between workers and administrative staff; between managers and specialists, etc.
The functional division of labor is characterized by the employment rate:
K s = ∑t s / T cm ∙ H,
where ∑t s - time of employment with the main job, min; H is the number of workers, people; T cm - shift duration, min.
The technological division of labor is based on the differentiation of the production process into technologically homogeneous jobs, for example, in mechanical engineering - foundry, blacksmith, assembly, etc. In this regard, the grouping of the composition of workers by professions and specialties is carried out. In this case, the quantitative ratio depends on the ratio of individual groups of machines, which, in turn, is determined by one or another technological process.
The technological division of labor finds its concrete expression in two varieties: in the detailed division of labor, when the production of a product is split into the manufacture of individual parts (products), and in the operational division of labor.
The operational division of labor provides for the distribution and consolidation of operations of the technological process for individual workers and their arrangement in production, which ensures the best use of working time and equipment.
The rational division of labor and the corresponding arrangement of performers requires compliance with the following rules:
Each worker (team) receives a work place assigned to him and is responsible for his condition and the safety of material assets allocated for the performance of work;
The range of functions and responsibilities of the worker should be clearly defined;
The quantity and quality of work of each contractor must be taken into account and controlled.
The deepest operational division of labor takes place in line production, which provides:
Increasing the speed of performing operation techniques due to the specialization of workplaces to perform the same operations for a long time;
Reducing the time and cost of training;
Creation of prerequisites for mechanization and automation of production.
As a result, efficient use of working time, an increase in labor productivity and a decrease in the cost of manufactured products are ensured.
At the same time, the operational division of labor is characterized by certain disadvantages: the division of technological processes into the simplest operations impoverishes the content and attractiveness of labor; there is a monotony of labor, which leads to an increase in the fatigue of workers, to an increase in staff turnover. In this regard, the level of division of labor must correspond to technical, economic, physiological and social requirements.
According to the assessment of the technological division of labor, it is necessary to determine the coefficient of specialization:
K s = 1 - ∑t p / T cm ∙ H,
where ∑t p is the time spent on changeover of equipment during the shift, min.
The qualifying division of labor is the division of work according to its complexity and accuracy. This division ultimately finds its most concrete expression in the professional division of labor. The professional division of labor is characterized by the specialization of labor activity according to the generality of necessary knowledge, methods of influencing the subject of labor, while workers are divided into professions, for example, turners, locksmiths, economists, etc.
The deepening of the professional division of labor leads to the emergence of specialties within the framework of this profession. For example, the profession of a locksmith is differentiated into the following specialties: tool-locksmith, repair locksmith, assembly fitter; the profession of an economist is differentiated into an economist-accountant, an economist-financier, an economist-auditor.
The qualifying division of labor is carried out taking into account the skills, production experience, special theoretical knowledge and the level of general special education required to perform a certain range of work. The qualification structure of workers at an enterprise is determined primarily by the complexity of the work performed at the enterprise, as well as the level of mechanization and automation of production.
To assess the rationality of the selected forms of division of labor, the following indicators are used:
The utilization rate of the total (or individual) working time of workers of an enterprise, workshop, site, brigade;
The duration of the production cycle;
The ratio of the category of work and workers;
Duration and repetition of monotonous movements, methods of surgery during the shift;
The degree of combination of physical and mental functions.
The qualification division of labor is characterized by the utilization rate of workers by qualification:
K kval = R f / R p,
where R f is the average qualification category of workers; R p - the average qualifying category of work.
The closer the coefficients of division of labor to unity, the more rational the division of labor.
Rational in terms of the use of working time is considered to be such a division of labor when the difference between the projected and actual specific weight of working time in the general fund of working time is greater than or equal to zero, i.e.
- the proportion of operational time in the aggregate fund of working time with the existing division of labor; - the same with the projected division of labor. ,,where - respectively, the actual and projected total stock of basic workers.
Labor cooperation
The division of labor is closely related to its cooperation - the unification of many performers for systematic and joint participation in one or different, but interconnected labor processes. Labor cooperation makes it possible to achieve the greatest consistency between the actions of individual workers or groups of workers performing various labor functions.
Within the framework of cooperation based on the division of labor between its participants, an individual worker cannot be a direct producer of a product, since he performs only one or another partial production function. As a form of joint, systematically organized production activity, cooperation directly imparts a social character to labor.
MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
Ural State University of Economics
Institute of Continuing Education
Faculty of abbreviated training
TEST
Division and cooperation of labor
Ekaterinburg
1. The concept of the division of labor, its types and forms. The boundaries of the division of labor
How the division of labor affects the placement of workers and the structure of the workforce in your enterprise
Problem 1
Task 2
Problem 3
Problem 4
Literature
1. The concept of the division of labor, its types and forms. The boundaries of the division of labor
The organization of labor at any level begins with its division. As one of the main elements of the organization of labor, the division of labor is the isolation of various types of labor activities of workers or the delineation of the activities of workers in the process of their labor activities. There are the following types of division of labor:
general division of labor by branches of social production;
private division of labor within industries, including agro-industrial complex, as well as on the "territorial" basis;
a single division of labor within organizations according to technological, qualification and functional characteristics, as well as between structural divisions.
Of particular importance within any organization are the issues of the correct placement of workers in production based on the rational division of labor and the combination of professions, specialization of labor (the acquisition of special knowledge and skills by a person in any area of work) and the expansion of service areas. Placement of personnel - the rational distribution of the composition of the organization's personnel by structural divisions, sections, workplaces, etc. In this case, two goals are pursued: the formation of active labor collectives within the framework of structural divisions and the stimulation of the professional growth of personnel.
Depending on the type and type of work, the following forms of division of labor are distinguished: functional, professional, technological and qualification. Within any enterprise, all forms of labor organization coexist or are present at the same time. The functional division of labor involves the division of the personnel of the agro-industrial complex organization into several functionally homogeneous groups. These groups, generally accepted both in statistics and in accounting, are formed depending on the role played in the implementation of the production process or labor activity. In accordance with this classification, depending on the functions performed, the personnel of the organization are:
employees are managers, specialists and other employees, who are sometimes called technical executors;
workers are the main, workers directly involved in agricultural production, depending on the production purpose of the organization (for example, tractor drivers, milking machine operators, cattle breeders, etc.) and auxiliary workers performing work to service the main production (for example, electricians, workers employed in repair work, household and other types of maintenance).
This division does not at all mean belittling the role of auxiliary workers. Both primary and secondary workers are equally important to the organization. The efficiency of the production process largely depends on the rational functional division of labor and equally depends on the attitude to work of each employee at his workplace.
The professional division of labor is the division of employees of an organization into professions and specialties. A profession is understood as the type of activity (occupation) of a person who possesses certain theoretical knowledge and practical knowledge and practical skills obtained as a result of vocational training. A specialty is a kind of profession, a narrower part of it, specialization for workers within the profession.
Example. Consider the following professional grade:
qualification - "economist-manager";
specialty - "economics and management at the agro-industrial complex";
specialization - "personnel management".
Qualification division of labor - division of labor of performers depending on the complexity, accuracy and responsibility of the work performed. It is regulated by tariff and qualification reference books. The qualification structure of personnel is formed from the qualification division of labor.
The qualification composition of the personnel is an indicator of the quality level of the organization's personnel, determined by the presence and proportion of the total number of personnel in positions of employees and professions of workers with specific characteristics.
The technological division of labor provides for the arrangement of workers by stages (for example, rearing young animals, rearing and fattening), cycles (for example, spring field work, harvesting), types of work and production (labor) operations, depending on the production technology, content and characteristics of work. The most common form of technological division of labor in agriculture is the operational division of labor, when an employee performs one or more homogeneous technological operations.
The operational division of labor has caused a contradiction between the productivity of the worker and the content of the labor process. The process of development of material production developed in the direction from universal labor to specialized labor. These types of labor have both advantages and disadvantages. Universal work requires the employee to have a versatile professional and qualification level that allows him to show equal skill and skill in performing various jobs. As a rule, this is a varied and meaningful work, but for all its positive qualities, such work is not distinguished by high productivity. Production developed in the direction of strengthening the role of specialization of labor, segregation of work by specialty, and within specialties - by type of work. This allowed workers to improve their professional skills, which ultimately contributed to an increase in the quality of labor, an increase in labor productivity and an increase in production efficiency in general. As the production processes became more complex, increasing specialization and an ever narrower division of labor were required to ensure the growth of labor productivity.
What are the advantages of specialized labor over universal labor? There are several such advantages:
the employee quickly achieves a high level of professional skill, which allows him to quickly and efficiently perform the relevant work:
opportunities are created to improve the organization and rationalize the workplace;
opportunities are created for the rational selection of a performer to perform specific types of work that require certain individual qualities from him, etc.
All these advantages contribute to the growth of labor productivity.
However, at the same time, with the deepening of specialization, the range of responsibilities and works is lent, which reduces the level of content and attractiveness of work and its monotony grows. The transition of the rational border of specialization leads to a decrease in the level of labor productivity of workers due to the accumulation of negative aspects of highly specialized labor.
To address the division of labor, concepts such as "division boundaries" are used. The boundaries of division are the lower and upper limits, below and above which, respectively, the division of labor is unacceptable. The following boundaries of the division of labor are distinguished:
The technical boundary of the division of labor is a labor operation consisting of only one labor technique, as a set of labor actions and movements of an employee, continuously following each other. This is usually a simple elementary work.
The lower economic boundary of the division of labor will be such a division of the labor process when a high level of labor productivity is no longer ensured due to its monotony.
The psychophysiological boundaries of the division of labor are determined by the magnitude of the physical and neuropsychic stress on the employee during the working day. The social boundaries of the division of labor are determined by the level of monotony and staff turnover, the attitude of workers to work, and the state of interpersonal relations.
Taking into account the requirements of a rational division of labor, it is necessary, when organizing each labor process, to find the best or optimal level of division of labor, which is calculated on the basis of economic, psychophysiological and social criteria:
In accordance with economic criteria, personnel must be assigned to workplaces in such a way that the level of qualification of each employee corresponds to the complexity of the work performed by him;
The psychophysiological criteria for the division of labor are performance indicators - in the division of labor, it is necessary to choose the option that ensures the maximum performance of a person and ensures the health of the employee in the best possible way;
The social criteria for the division of labor are the stability of the team, low staff turnover, employee satisfaction with the content and working conditions.
Establishing the optimal level of division of labor with such a large number of different criteria is a very difficult task, since preference should be given to all groups of criteria equally. Knowledge of labor economics can greatly contribute to its solution.
Personnel Performance Criteria and Evaluation<#"825632.files/image001.gif">
where K c is a coefficient reflecting a reduction in labor costs.
The number of workers in the brigade is determined by the formula:
where Ф e - the effective fund of working time of one worker per year, h;
K vn - the average percentage of performance standards;
Q is the planned annual production volume, pcs.
Solution: 1. Let us determine the integrated rate of time per unit of production (Нк1) without taking into account the reduction in labor costs for product A:
Нк1 (А) = 0.3 + 0.34 + 0.7 + 0.36 + 0.72 + 0.38 + 0.8 + 0.36 + 0.8 = 4.76 standard hours
Let us determine the complex rate of time per unit of production (Нк1) without taking into account the reduction in labor costs for product В:
Нк1 (В) = 0.51 + 0.63 + 1.07 + 0.65 + 1.24 + 0.68 + 1.27 + 0.63 + 1.21 = 7.89 standard hours 3. Define complex time per unit of production, taking into account the reduction in labor costs for product A:
Нк2 = 4.76 * (1-0.25) = 3.57 standard hours, where 0.25 is a reduction in the standard time (10% + 15%)
Let us determine the complex rate of time per unit of production, taking into account the reduction in labor costs for product B:
Нк2 = 7.89 * (1-0.25) = 5.92 standard hours
Let us determine the number of workers in the brigade without taking into account the reduction in labor costs per unit of production.
Bw1 = (4.76 + 7.89) * 3500/1800 * 1.05 = 23.4 = 24 people
Let us determine the number of workers in the brigade, taking into account the reduction in labor costs per unit of production.
Bw2 = (3.57 + 5.92) * 3500/1800 * 1.05 - 17.5 = 18 people.
Thus, while reducing the cost per unit of labor, the number of workers in the brigade decreases. Answer: Complex time per unit of production A - 4.76 standard hours; per unit of production B - 7.89 standard hours; The number of workers in the brigade, taking into account the reduction in labor costs per unit of production, is 24 people, without taking into account the reduction in costs - 18 people.
4. Task 2
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Index |
Option I |
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Annual planned effective fund of equipment operation time (T to), mash, -h. |
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Annual actual fund of equipment operation time (T ph), mash.- h. |
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Actual volume of products produced per unit of working time (), piece-h 15 |
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The established rate of production for the same period (in terms of capacity) (H vyr.), Pcs. |
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Labor intensity of the manufacture of the annual production of products on the equipment (T g), standard hours. |
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Annual fund of operating time of all installed equipment (F og), machine-h |
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Actually worked number of machine shifts per day (H ms) |
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The total number of machines (n), pcs. |
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Planned annual labor intensity of production at the workplace (T timing), standard-h |
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Total labor input accepted for payment, taking into account the annual program of the entire range of products fixed at the workplace (T pr), standard-h |
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The total estimated labor intensity, taking into account the labor program (∑T g), standard-h |
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Total labor input accepted for payment, taking into account the annual program of the entire range of products assigned to workplaces (ST pr), standard-h |
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Annual actual fund of hours worked (F f), h |
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Nominal annual fund of working time (F n), h |
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Coefficient of fulfillment of production standards (K ext). |
Determine the organizational level of the workplace in a two-shift mode of operation according to the following indicators:
Workplace efficiency:
a) the level of equipment use over time (K iw);
b) the level of use of equipment in terms of performance (power) (To them);
c) equipment load factor (K eo);
d) the coefficient of the shift of the equipment (K co);
Employment of a worker in productive labor - the coefficient of employment of a worker (K s). Estimated number of workers:
a) according to the estimated labor intensity (Ch p);
b) according to the labor input accepted for payment (H pr);
c) according to the hours worked (H ov);
Methodical instructions:
The level of use of equipment in time (K iw) is determined:
The level of equipment utilization is determined by performance (power):
The equipment load factor is determined:
The shift factor of the equipment is determined:
n - number of equipment
The coefficient of employment of a worker in productive labor is determined:
The number of workers is determined by the estimated labor intensity:
The estimated number of workers will be determined according to the labor input accepted for payment:
The estimated number of workers is determined by the hours worked:
The level of equipment utilization depends on the time that the equipment is used and the return on the equipment per unit of time. Better use of equipment allows you to increase the output of your existing equipment or free up redundancies if there is no need to increase production. The reserves for increasing the operating time of equipment and the volume of production by reducing equipment downtime is determined using indicators of the effectiveness of the equipment operating time and the effectiveness of releasing the share of surplus equipment:
Determine the level of equipment use over time:
Kiv = Toph / Tpo
Determine the level of equipment use by performance (power)
Kim = 15/18 = 0.83
Let us determine the equipment load factor, which allows us to estimate the loss of equipment operation time due to scheduled preventive maintenance
Kzo = Tg / Fog
Kzo = 252000/262080
Kso = Chms / n
Let us determine the coefficient of employment of a worker in productive labor:
Кз = Тгрм / Тпр
KZ = 4400/4500
Let's determine the number of workers according to the estimated labor intensity:
Chr = Tg / Fn
CR = 132000/2184
HR = 60.4 = 61 people
Determine the estimated number of workers accepted for payment
labor intensity:
Chpr = Tpr / Fn * Kvn
Chpr = 135000/2184 * 1.1
NPR = 56.2 = 57 people
Let's determine the estimated number of workers according to the hours worked:
Chov = Ff / Fn
Chow = 120000/2184
Chow = 54.9 = 55 people
Thus, the activity of the enterprise should be recognized as effective. The level of organization of the workplace corresponds to the normative indicators. Among the shortcomings, one can note an insufficiently high indicator of the level of equipment utilization in terms of production capacity.
Workplace efficiency:
a) the level of equipment utilization over time (Kiv) = 0.92;
b) the level of equipment utilization by performance (power) (Kim) 0.83;
c) equipment utilization factor (Keo) 0.96;
d) the coefficient of the shift of equipment operation (Kso) 2.0;
Employment of a worker in productive labor - the coefficient of employment of a worker (K,) 0.98.
Estimated number of workers:
a) according to the estimated labor intensity (Chr) 61;
b) according to the labor input accepted for payment (Chpr) 57;
c) according to hours worked (Chov) 55;
5. Task 3
Determine the projected duration of each of the five work methods based on advanced labor methods and calculate the increase in labor productivity using the following initial data obtained by timing observations of the work of four workers performing the same operation:
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Duration of labor admission, min |
Continue operations, min |
Current norm of time, pcs |
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Methodical instructions:
According to the Kovalev method, the shortest execution time is selected for each element of the operation and other workers are trained in advanced techniques.
The decrease in labor intensity is determined by:
The increase in labor productivity from the introduction of advanced methods is determined by the formula:
To determine the projected duration of each of the five labor receptions based on advanced labor methods, using the Kovalev method, we select the shortest execution time for each element of the operation (labor reception) (marked in red in the table). The lowest time norm - 18.1 (1.2 + 8.2 + 4.9 + 0.2 + 3.6)
Let's define a decrease in labor intensity. Labor intensity - the cost of labor, working time for the production of a unit of production (physical units of time per one ruble of manufactured products):
¦Tr = (Trb-Trp) / Trb * 100
¦Tr = (20-18.1) / 20 * 100
¦Tr = 9.5 minutes per unit of product
We determine the increase in labor productivity from the introduction of advanced methods:
¦TP = (100 * ¦Tr) / (100-¦Tr)
¦TP = (100 * 9.5) / (100-9.5)
Thus, as a result of a decrease in labor intensity, an increase in labor productivity occurs.
Answer: Projected duration:
first labor admission - 1.2
second labor admission - 8.2
third labor admission - 4.9
fourth labor admission - 0.2
fifth labor admission - 3.6
Increase in labor productivity from the introduction of advanced methods 10.5%
6. Task 4
As a result of the study and dissemination of the best practices provided for by the activities on NOT, all workers have mastered rational methods of labor for the installation of parts on lathes. Calculate the savings in working time, a decrease in the labor intensity of the annual program, an increase in labor productivity, savings in the wage bill in the annual economic effect, based on the following data:
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Index |
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Average time spent on performing the "install detail" technique, min: before the implementation of the event after the implementation of the event |
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The number of workers in the shop performing this technique, people |
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Labor intensity of the annual program, standard hours |
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Mode of work, shifts |
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Average number of executions of this technique by one worker during a shift |
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Compliance with production standards,% |
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Hourly tariff rate, R |
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Number of working days per year, days |
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Additional wages,% |
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Payroll deductions,% |
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Training costs, thousand rubles |
Methodical instructions:
Labor time savings are calculated using the formula:
E vr = bchf,
where b is the reduction of losses and non-production time expenditures per worker during the shift, h;
h - the number of workers who reduce losses and non-production time expenditures, people;
f - the annual fund of the working time of one worker, days.
Reducing the labor intensity of the annual program is calculated by the formula:
division labor productivity worker
where Tg is the labor intensity of the annual program, standard hours.
The increase in labor productivity is calculated by the formula:
where T is the percentage of reduction in the labor intensity of products as a result of the implementation of the measure.
Savings on the payroll are calculated by multiplying the savings by the hourly wage rate, the additional wage rate, and the payroll deduction rate.
Solution: 1.Calculate the savings in working time:
Evr = 1.806 * 160 * 235 * 2 * 1.2, Erv = 162973.44 hours
Let's define the decrease in the labor intensity of the annual program:
ST = Evr / Tg * 100
ST = 162973.44 / 780000 * 100
Let's define the increase in labor productivity:
PT = (100 * T) / (100-T)
PT = (100 * 20.9) / (100-20.9) PT increased by 26%
Let's calculate the savings on the payroll:
44 * 413 = 67308 thousand rubles.
* 0.49 = 32980.9 thousand rubles.
Total amount of savings: 100,288.9 thousand rubles.
Thus, as a result of the activities of the NTO, there is a saving of working time, a decrease in the labor intensity of the annual program, an increase in labor productivity and savings in the wage bill.
Saving working time - 162973.44 hours
Reducing the labor intensity of the annual program - 20.9%
Increase in labor productivity - 26%
Savings on the wage fund - 100,288.9 thousand rubles.
Literature
Ershova A.S. Theory and practice of improving the organization of labor under conditions of radical economic reform: Textbook. allowance. L .: Publishing house of the Leningrad Financial and Economic Institute, 1990.
Koltsov N.A. Scientific organization of labor: Textbook. M .: Higher school, 1983,
Methodology for separating the economic efficiency of measures for NOT / Ed. A.P. Head. 3rd ed., Rev. and add. Moscow: Economics, 1978.
Nikitina A.V. Collection of tasks on economics, regulation and organization of labor in industry / Ed. A.F. Petrochenko. 3rd ed., Revised, and add. Moscow: Economics, 1990.
Workshop on economics, organization and labor rationing / Ed. G, R. Poghosyan and L.I. Zhukov. Moscow: Economics, 1991.
Smirnov E.L. Reference manual for NOT. M .: Economics, 1986,
Under division of labor in production is understood the delimitation of the activities of people in the process of joint labor, and under cooperation of labor - joint participation of people in one or more interconnected labor processes.
Division and cooperation of labor are interrelated and complementary sides of people's labor activity.
The division of labor presupposes the specialization of individual performers in the performance of a certain part of the joint work, which cannot be carried out without a clear coordination of the actions of individual workers or their groups, that is, without the cooperation of labor.
The division of labor is characterized by qualitative and quantitative characteristics. Division of labor by quality the attribute involves the isolation of types of work according to their complexity. Performing such work requires special knowledge and practical skills. Division of labor by quantitative the attribute ensures the establishment of a certain proportionality between qualitatively different types of labor. The totality of these features largely predetermines the organization of labor as a whole.
Ensuring a rational division of labor in an industrial enterprise within the framework of a particular labor collective (brigade, site, workshop, enterprise) is one of the important areas for improving the organization of labor. The choice of forms of division and cooperation of labor largely determines the layout and equipment of workplaces, their maintenance, methods and techniques of labor, its regulation, payment and the provision of favorable working conditions. The division of labor in the enterprise, in the shop determines the quantitative and qualitative proportions between individual types of labor, the selection and placement of workers in the production process, their training and advanced training.
Correctly chosen forms of division of labor and its cooperation make it possible to ensure a rational workload of workers, precise coordination and synchronization in their work, and to reduce wasted time and equipment downtime. Ultimately, the amount of labor costs per unit of output and, consequently, the level of labor productivity depend on the forms of division and cooperation of labor. This is the economic essence of the rational division and cooperation of labor.
At the same time, the role of the social aspect of scientifically grounded division and cooperation of labor is important. The correct choice of forms of division and cooperation of labor contributes to an increase in the content of labor, which ensures the satisfaction of workers with their work, the development of collectivism and interchangeability, increased responsibility for the results of collective labor, and the strengthening of labor discipline.
At enterprises, the following types of division of labor are distinguished: technological, functional, professional and qualification.
Technological the division of labor implies the separation of groups of workers on the basis of their performance of technologically homogeneous work in individual phases, types of work and operations (at machine-building and metal-working enterprises - foundry, blacksmith, machining, assembly and other works; at mining enterprises - mining preparatory and cleaning works; at enterprises of worsted production of the textile industry - scutching, opening, carding, belt, roving, spinning, twisting, winding, sizing, weaving and other works). Within the framework of the technological division of labor in relation to certain types of work, for example, assembly work, depending on the degree of fragmentation of labor processes, one distinguishes between operational, detailed and subject division of labor.
The technological division of labor largely determines the functional, professional and qualifying division of labor at the enterprise. It allows you to establish the need for workers by professions and specialties, the level of specialization of their labor.
Functional division of labor differs in the role of individual groups of workers in the production process. On this basis, first of all, two large groups of workers are distinguished - main and service (auxiliary). Each of these groups is subdivided into functional subgroups (for example, a group of service workers - into subgroups employed in repair, commissioning, instrumental, loading and unloading operations, etc.).
Ensuring the correct ratio of the number of main and auxiliary workers at enterprises on the basis of a rational functional division of their labor, a significant improvement in the organization of labor of service workers are important reserves for the growth of labor productivity in industry.
Professional the division of labor is carried out depending on the professional specialization of workers and involves the performance of work at the workplace in a particular profession (specialty). Based on the volume of each type of these work, it is possible to determine the need for workers by profession for the site, workshop, production, enterprise and association as a whole.
Qualifying division of labor is due to varying complexity, requiring a certain level of knowledge and experience of workers. For each profession, the composition of operations or work of varying degrees of complexity is established, which are grouped according to the assigned working wage categories. On this basis, the number of workers in each profession is determined according to their qualifications.
The names of the professions and specialties of workers are regulated by the Classifier, which has the force of a state standard, and the content is determined by the Unified tariff and qualification reference book of work and profession of workers / ETKS /.
ETKS is intended for the tariffication of work, the assignment of qualification categories to workers, as well as for the preparation of programs for the training and advanced training of workers.
Billing of works is made on the basis of tariff and qualification characteristics. In this case, the billed work is compared with the corresponding work described in the tariff and qualification characteristics, and with typical examples of work placed in the reference book or in additional lists of examples of work. If the work is performed by a team / link /, the billing of work is carried out differentially for each operation or the amount of operations included in this work, according to its average rank. The assignment of a qualification category to a worker or its increase is carried out taking into account the complexity of the work performed.
The tariffication of work and the assignment of qualification categories to workers for newly emerging professions is carried out, as a rule, in relation to the names and characteristics of similar professions and works contained in the ETKS.
Forms cooperation labor at an enterprise depends on the nature and specialization of production as a whole and its parts, on the technical level of the enterprise, on the principles of the formation of its structural divisions, on the methods of organizing production processes. Distinguish between interdepartmental, intrashop, intradepartmental and intrabrigade labor cooperation. Labor cooperation at the production site can be carried out both between individual workers and between collectives united in production brigades and links.
Well-established cooperation in all divisions of the enterprise is ensured by a rational system of production relations, current production planning, organization of servicing workplaces, sections and workshops, material and technical supplies, as well as adherence to technological and labor discipline.
The process of improving the division and cooperation of labor should be continuous, taking into account the constantly changing conditions of production, contributing to the achievement of the best indicators of production activity.
In the conditions of any enterprise, there are opportunities for choosing the most rational forms of division and cooperation of labor. In each case, the choice should be carried out on the basis of a comprehensive analysis of the specifics of production, the nature of the work performed, the requirements for their quality, the degree of workload of workers and a number of other factors.
The task is to correctly dismember the entire set of operations of the production process, determine the optimal set of them for each workplace, arrange the performers accordingly and establish the best relationship between workers through rational cooperation of their labor. Rational solution of these issues allows more efficient use of living and materialized labor, significantly reduce the loss of working time and equipment downtime, and increase production efficiency.
In modern conditions, increasing labor efficiency by improving its division and cooperation should be carried out on the basis of a wider combination of professions, expanding the scope of multi-station (multi-unit) services, and further developing the collective (brigade) form of organizing workers' labor.
The main ways of improving the division and cooperation of labor are general, however, their specificity depends on the type of production. So, for single and small-scale production, the correct staffing of teams (their number, quantitative composition, professional qualification structure) is of paramount importance. Moreover, the variant of the division of labor should usually be developed taking into account the volume of production established for the enterprise. For line production, the most important issues are the operational division of labor and the combination of professions. In mass production, first of all, it is necessary to develop wider multi-station service and combination of professions. For hardware production (chemical industry, ferrous and non-ferrous metallurgy, building materials industry), the organization of production teams and the scale of their distribution at all stages of the production process are of the greatest importance.
The main economic the requirement for the optimal division of labor is to ensure the output of products in the specified volumes and of high quality at the lowest labor, material and financial costs.
Technical and technological the requirements provide for the performance of each element of the work by the appropriate performer on this equipment during the established working hours. These requirements decisively determine the technological, functional, professional and qualification division of labor.
Psychophysiological the requirements are aimed at preventing workers from overworking due to heavy physical exertion, nervous tension, impoverishment of the content of work, monotony or hypodynamia (insufficient physical activity), which often leads to premature fatigue and a decrease in labor productivity.
Social the requirements imply the presence of creative elements in the composition of the work, an increase in the content and attractiveness of work.
These requirements, as a rule, are not met by the only organizational solution, therefore, it becomes necessary to choose one option for the division of labor. The complexity of this task lies in its versatility, in the choice of criteria for determining the boundaries, the multivariance of methods for the division and cooperation of labor in various types of production. Moreover, the choice of the option is carried out in the conditions of counteraction of various factors characteristic of the production process. For example, an increase in the workload of performers increases labor productivity, but up to a certain limit, after which a decrease in productivity occurs due to premature overwork.
It is known that as a result of the division of labor, specialization of workers occurs, which, on the one hand, ensures a decrease in labor costs, and on the other, can deplete its content, lead to an increase in monotony (after a certain limit) and a decrease in productivity. An increase in the workload of performers does not always mean an increase in the time of productive operation of equipment; an inverse relationship is also possible.
With the establishment of more strenuous norms of time, the required number of performers decreases, but the likelihood of a decrease in the quality of products increases. The provision of creative elements (calculations, machine tool settings, etc.) in the operations performed is often associated with additional time consumption per unit of production, but increases the content and attractiveness of the work, reduces staff turnover, etc.
One of the main directions of the organization of labor is the division of labor. It is the basis for the organization of production. The division of labor is the isolation of various types of labor activity, the delineation of the activities of people in the process of joint labor. The correct division of labor contributes to the specialization of workers and their acquisition of the necessary production skills and knowledge, the establishment of the responsibility of each employee for the work entrusted to him, the rational use of the aggregate fund of working time and production assets, the development of the interchangeability of workers in the process of work and an increase in the content of their work.
The forms of division of labor at an enterprise are determined by a number of factors: technological homogeneity of work, complexity and responsibility, the content of labor and the purpose of the work performed. There are the following forms of division of labor: technological, functional, professional and qualification.
Technological division of labor- This is the division of the production process into separate phases, technological complexes, types of work and operations. The determining factor is the nature of the technological process. The technological division of labor is the basis for the specialization of sections, conveyor and production lines, or individual workplaces within subject areas. It can be subject (detailed) and operational.
At subject division of labor one or another employee specializes in performing a relatively finished type of work, in the manufacture of a certain product (part). At operational division of labor a given amount of work (manufacturing a part) is broken down into more fractional stages (operations) performed by various workers.
The advantages of the operational division of labor over the subject division:
Operational division of labor is advisable in conditions of mass and large-scale production. At the same time, it should be borne in mind that excessive fragmentation of the work performed leads to the professional limitations of the operator-operator, a decrease in the possibilities of creativity, an increase in the monotony of labor, the appearance of premature fatigue of the employee and a decrease in his labor productivity.
For appraisals the optimality of the technological division of labor can be used as criteria: the time spent on performing an operation (manufacturing a part), on setting up and adjusting equipment, ultimately - on the duration of the production cycle and the level of labor productivity, the use of equipment in time and in terms of power.
Functional division of labor- division of labor depending on the content of labor and the purpose of the work performed. In other words, it is the division of labor in accordance with the functions performed by the employees of the enterprise. In this regard, the entire personnel of the enterprise is divided into the following functional groups(categories of workers):
Thus, the functional division of labor involves the isolation of individual groups of workers depending on their role in production.
The functional division of labor is aimed at increasing labor productivity and production efficiency. For example, freeing the main worker from the transportation of objects of labor, it is possible to increase the share of operational time in the general fund of his working time. This will improve the utilization of the equipment and increase the efficiency of the worker. In addition, the specialization of another worker in the performance of auxiliary functions will ensure greater reliability of the service of the main production. However, functional separation can also lead to incomplete use of the time fund for those workers who perform highly specialized auxiliary functions. As a result, the total time required may increase. These oppositely acting factors make it necessary to establish the most rational forms of the functional division of labor.
Criteria the optimality of the functional division of labor are indicators of the use of working time, the structure of its costs, the share of operational time in the total cost of working time; the duration of the production cycle; reduction in the number of employees; increasing labor productivity and reducing the cost of wages and other expenses.
The performance of this or that function forms the professions and specialties of performers. For example, work on the transformation of objects of labor in mechanical engineering is carried out by foundry workers, blacksmiths, turners, milling cutters, grinders, etc. Loading and unloading operations, depending on the mechanisms used, are performed by loaders, crane operators, slingers, forklift drivers, etc.
Thus, within each functional group, there is professional division of labor, those. division of labor between employees depending on their profession (specialty), on the nature of the technology of the work performed.
Within each professional group, there is a further division of labor between workers, depending on the level of their qualifications. This type of division of labor is called qualifying. This is the isolation of individual groups of workers depending on their skill, skill, level of professional knowledge, ability to perform work of a certain complexity.
At the heart of the qualification division of labor of workers is the complexity of their performance of labor functions for a particular job, reflected by the corresponding qualification category. For employees, the complexity and responsibility of the work performed and the management functions are taken into account.
Rationality criteria professional and qualification division of labor: compliance with the actual number of employees by profession and the qualifications required by calculation; correspondence of the category of workers to the category of work performed by them (the ratio should be close to one); reducing the cost of working time to perform an operation (work); quality of work; the level and growth of labor productivity.
When designing rational forms of the division of labor, it is necessary to take into account its technical, economic, physiological and social boundaries, the violation of which reduces the efficiency of production and worsens working conditions.
The general level of division of labor in the enterprise as a whole and in its subdivisions can be estimated by the coefficient of division of labor iC PT:
where 2Хн.з - the total time of performance not provided for by the assignment of work during the shift for the group of surveyed workers, min;
T cm- duration of a work shift, min; H - the number of surveyed workers, people.
Combining professions and multi-station service. Under
the influence of technical progress, the forms of the division of labor change and develop. There is a process of freeing the worker from direct influence on the subject of labor. More and more functions are shifted from worker to machine, and in the shift time budget, the time for active and passive monitoring of the equipment is significantly increased. The worker has free time. In this regard, the question arises, on the one hand, about the need to ensure a rational workload of the worker during the work shift in order to maximize the use of his working time, on the other hand, about the harmonious development of a person, increasing the content of his work, and increasing the possibilities of creativity.
One of the ways to solve this problem is the development of such forms of labor organization as combining professions (functions) and multi-station service. Organizational and technical prerequisites for the development of these forms of labor organization: an increase in the level of mechanization and automation of production, an increase in the share of machine-automatic time ( T MA), a decrease in the employment of a worker in the maintenance of machinery and equipment (T 3).
Under combining professions and functions means the performance during the normal duration of the work shift, along with work in the main profession, of work classified by the tariff and qualification reference book to other professions.
When combining professions (specialties), the performer, along with his main job, completely performs the work of another worker (the repairman fully performs the functions of an electrician). This leads to the complete release of workers who previously performed work in a combined profession. When combining functions, the employee, while maintaining the previous profile of his work, performs some of the functions of another performer (the operator-operator performs the functions of an adjuster for adjusting his machine). This combination of functions leads to a partial release of workers (the adjuster is partially released).
There are various options for combining professions and functions: combining the main production work related to different professions or specialties (turner-milling machine operator, grinder, gear cutter, etc.); auxiliary functions for equipment maintenance (duty electrician); main and auxiliary functions (machine operator, lubricator); main work and administrative functions (foreman). For practical use at enterprises, schemes of possible combination options for specific production conditions are being developed.
Technical and organizational conditions introducing a combination of professions and functions are:
The worker should be loaded with basic work no more than 70-80%. Possible alignment ratio (K bs) is defined as the ratio of the time free from performing the main work (Gw) to the shift time (T cm):
The introduction of the combination of professions (functions) should be preceded by an analysis of production conditions on the scale of the projected divisions of the enterprise and, above all, the workload of workers (based on a photograph of the working day).
The amount of work (in minutes) for the combined profession (Gs) should be less than for the main one (T 0), i.e.
The effectiveness of combining professions (functions) is manifested in the results:
Heads of enterprises can establish additional payments for workers combining professions and functions by saving the wages fund received from the release of the number of employees by combining professions and functions.
Multi-station (.multi-unit ) service - this is a form of work organization in which one worker or a group of workers work simultaneously on several machines (units), performing manual techniques on some machines during the machine-automatic time (T MA) of the work of other machines.
In practice, various options for multi-station service are used: combining machines of the same type (stand-by machines) and operations and different types of machines loaded with different parts operations; unification of autonomous machine tools and machine tools connected by a common rhythm of work (the connection can be rigid and elastic); the operations performed can be of equal duration, multiple or unequal, and non-multiple in duration. Other options are also possible.
Rational organization of multi-station service provides for the most complete loading of equipment with optimal employment of a multi-station worker (K 3). The organization of multi-station work is characterized by the duration of the cycle and its structure.
The cycle of multi-station service (H c) is understood as the period of time for performing the entire complex of work on the maintenance of all machines of this group (p). The structure of the cycle can be represented by the ratio of machine-automatic time and the busy time of a multi-station worker on one machine (T 3). The busy time is the sum of the time to install and remove the part, control the machine, transitions from machine to machine, and active monitoring time.
The task of organizing multi-station service is to choose the best option. The criterion of optimality can be the cost of 1 minute of operational time or the amount of costs for the operation.
When calculating the number of machines (n) included in a multi-station complex, one should proceed from the condition of full employment of the worker. This condition corresponds to the formula
The worker's employment rate must be optimal. Its value is set depending on the severity of working conditions and the degree of fatigue from 0.7 to 0.9.
Labor cooperation. The division of labor makes it necessary to combine the labor activity of workers in order to create a finished product. Such an association of individual performers to achieve the ultimate goal of production is the cooperation of labor. Thus, labor cooperation is defined as the joint participation of people in one or different, but related labor processes.
The main goal of improving the forms of labor cooperation is to ensure a clear consistency in the actions of workers, the synchronization of their labor efforts, to establish rational production links between them.
Cooperation of labor gives rise to collective forms of its organization. The development of collective forms of labor organization has a socio-economic orientation and is objectively conditioned by technical, technological, organizational and social factors. The increasing complexity of technological equipment and technological processes, a change in the forms of organization of production (for example, flow methods) and the structure of working time, an increase in the professional qualification level of workers, an interest in the final results of production determine the need and create conditions for the application of aggregate labor to achieve the production goal.
The general level of labor cooperation at the enterprise and in its subdivisions can be estimated by the coefficient of labor cooperation (K ct):
where 2T p. 0- total loss of time caused by shortcomings in labor cooperation, for the group of workers surveyed, min; T cm - the duration of the work shift, min; H - the number of surveyed workers, people.
Cooperation is both a means of increasing the productivity of social labor (for example, a team of workers) and individual labor by increasing production activity, competitive interest.
Three forms of social division of labor (general division, private and individual) correspond to three forms of cooperation: cooperation within society as a whole, within the industry and within the enterprise.
Cooperation within an enterprise is a system of planned production links between structural divisions and individual performers. Cooperation within the enterprise is carried out in various forms: interdepartmental (inter-division) cooperation, intra-division cooperation between teams and cooperation of performers within the team.
Interdepartmental (interdepartmental) cooperation involves the planned and joint participation of the teams of individual production units in the manufacture of products. The forms of this cooperation depend on the specialization of workshops, sections and the organization of production.
Labor cooperation within the production site is carried out by establishing a relationship between individual performers or by organizing the collective labor of workers united in production teams.
With the individual organization of labor, the work of each individual performer is planned, taken into account and rationed. The individual organization of labor is characterized by the assignment to the workplace of operations that are close in complexity of execution.
The main directions for improving the division and cooperation of labor include:
· Expansion of labor functions;
· Combination of professions;
· Expansion of service areas.
Expansion of labor functions consists in performing, along with responsibilities in the main profession, some functions performed by workers in other professions.
The combination of professions consists in performing work during the work shift both in the main profession, due to the employment contract, and in other professions, that is, jobs of different profiles.
The expansion of the service areas consists in performing, along with the main work, due to the employment contract, additional work in the same profession. In this case, there is a combination of homogeneous works. When service areas are expanded, the complexity of the work and the skills of workers usually do not change.
The combination of functions and professions occurs primarily by combining related professions, the professions of the main workers - with professions associated with the maintenance of equipment, product quality control.
The combination of professions leads to an improvement in the content of labor, an increase in the qualifications of workers, an improvement in the use of working time, a fuller load of equipment, and an increase in labor productivity.
The general level of division and cooperation of labor at the enterprise, in the shop, in the section is determined by the division coefficients
and labor cooperation: - total time spent on performing work that is unusual neither for the given workplace, nor for the qualifications of the worker in the period under study, min .; - total loss of time caused by shortcomings in the maintenance of the workplace, waiting for the work to be done by workers of other professions, etc., min; - duration of the shift, min; - number of workers, peopleBrigade labor organization
One of the forms of labor cooperation is production teams. Brigades are a form of direct combination (cooperation) of the labor of several workers performing one common production task and bearing collective responsibility for the results of work.
The brigade division of labor is applied in the following main cases:
If it is inexpedient to divide the work, its planning and accounting for individual performers, for example, the assembly of the product is carried out without the cooperative separation of processes;
When servicing large and complex production units, for example, a team for servicing automatic lines;
In the implementation of technological processes that require the joint work of workers of different professions, for example, a team for servicing a blast furnace;
If it is necessary to increase collective responsibility and material interest in the final results of labor, for example, a production line maintenance team;
On production lines to maintain the rhythm and maintain communication between individual operations;
To facilitate the current distribution of operational tasks between employees in the absence of permanently assigned jobs or a certain range of work for each performer, for example, a transport team in a large workshop.
The formation of teams and the rational organization of their work require compliance with the following rules:
It is advisable to include in the brigade workers, whose joint work gives a finished product at one stage or another;
The distribution of work in the brigade should be organized so that the collective nature of work does not lead to depersonalization and equalization;
An accurate record and assessment of the results of the work of the brigade should be organized.
The brigade is formed, as a rule, on a voluntary basis, it is headed by the foreman, who is appointed by the head of the shop, taking into account the opinion of the brigade.
Each team receives a specific task for the quantity and timing of production or production work. She can be set limits on materials, payroll, electricity or other material values.
The enterprises use two main forms of the brigade, specialized and complex.
Specialized brigades are organized from workers of the same profession to perform technologically homogeneous operations one at a time in one shift, for example, brigades of stampers, rollers, etc. These brigades are created in cases where the operational, functional and qualification division of labor, underlying the organization of brigades, provide sufficient workload of performers with highly specialized work. In specialized teams under stable production conditions, a relatively high productive labor. However, in single and small-scale production, uneven workload of specialized workers has a negative impact on the value of this indicator. Specialized teams of operators and adjusters or only and adjusters are widely used in the operation of automatic lines.
Complex brigades are created from workers of various professions performing technologically heterogeneous jobs, but interconnected with each other, using the principle of combining professions and specialties, full or partial interchangeability of members of the brigade.
Complex brigades are created mainly in areas with subject specialization, where the achievement of the highest labor efficiency requires the coordination of actions of workers of different professions. Complex brigades are also expedient in workshops with complex mechanized production, when organizing subject-specific production, covering procurement, processing, assembly, welding processes. The fulfillment of functions by workers in several professions and specialties improves the use of working time and increases the content of labor.
The number of end-to-end brigades is determined taking into account experimental data, combination of professions, the frequency of work and their complexity, or according to service standards.
Taking into account the socio-technological requirements, the minimum number of the brigade is recommended in the range of 10-15 people, and the maximum - 25-40 people.
Both specialized and complex teams can be shift or end-to-end (daily). Shift crews are created in those industries where the duration of the production cycle of the work performed by the brigade is equal to or a multiple of the duration of the shift. If the production cycle is longer than a shift, that is, when work started in one shift and must continue in another, it is advisable to create end-to-end teams. Organization of end-to-end crews with shift transfer on the go helps to reduce equipment downtime, increases collective responsibility and material interest in the final results of labor.
The brigade work organization in its various forms has a number of advantages:
Promotes the development of collectivism and increased responsibility of team members for the final results of collective work;
Provides a comprehensive implementation of shift or daily tasks;
Promotes better equipment utilization;
It leads to a reduction in the duration of the production cycle, since the interoperative "lying" of parts is reduced;
Creates the preconditions for the most perfect forms of organization of wages and labor incentives based on the final results;
Promotes the development of workers' self-government in all areas: brigade (general meeting, brigade council), shop (brigade council), which develops creative initiative and ensures a constant search for the best ways to successfully complete tasks.
