Production management: basic concepts, goals and objectives

Production is the creation of goods and services.

Production management is an activity, which refers to the creation of goods and services by converting inputs (needed resources of all kinds) into outputs ( finished goods and services).

The process of production management is presented as a set of sequential actions of the management apparatus to determine goals for production units and their actual state based on the processing of relevant information, the formation and delivery of economically sound production programs and operational tasks.

The essence of production management expressed in its functions (planning, organizing, coordinating, motivating and controlling). In this case, organizational, administrative, economic and socio-psychological methods are used, which are implemented in accordance with certain principles, the main of which are: scientific, focused, consistent, the optimal combination of centralized regulation of the managed system with its self-regulation, taking into account the personal characteristics of workers and social psychology , ensuring the compliance of the rights, duties and responsibilities of all management participants in achieving production goals, fully ensuring the competitiveness of management workers.

The object of production management is production and production systems.

By production I mean t purposeful activity to create something useful - an item, product, material, service. Moreover, the most important element of the production process is the technological process, which determines the production and organizational structure of the enterprise, the qualification composition of workers and much more.

Production systems consist of workers, tools and objects of labor, as well as other elements necessary for the functioning of the system in the creation of products or services. The elements of the production system are workers and material objects - technological processes, raw materials, materials and tools, technological equipment, equipment, etc.

Production system structure- this is a set of elements and their stable connections that ensure the integrity of the system and its identity with itself, i.e. the ability to preserve the basic properties of the system under various external and internal changes.

Thus, the production system presupposes the presence of an external and internal environment, as well as feedback between them. To components external environment factors affecting the sustainability and efficiency of the enterprise include the macro (international, political, economic, socio-demographic, legal, environmental, cultural spheres) and micro environment (competitors, consumers, suppliers, legislation on the tax system and foreign economic activity), infrastructure of the region (banks, insurance and other financial institutions, industry, healthcare, science and education, culture, trade, catering, transport and communications, etc.). The components of the internal environment of the enterprise include the target subsystem (quality of manufactured products, resource conservation, sales of goods, labor protection and environment); supporting subsystem (resource, information, legal and methodological support); controlled subsystem (R&D, planning, organizational and technical preparation of production); control subsystem (development management decision, operational management of the implementation of decisions, personnel management).

The tasks of the PM are:

1) constant introduction (development) of new, more advanced products into production;

2) systematic reduction of all types of production costs;

3) improving quality and consumer characteristics while reducing prices for manufactured products;

4) reduction of costs in all parts of the production and sales cycle with the constant development of new products, expansion of the range of products and changes in their assortment.

• 1. Production management: basic concepts, goals and objectives
• 2. Production capacity: determining, loading and planning production capacity
• 5. Principles of organizing the production process

1. Production management: basic concepts, goals and objectives

Production is the creation of goods and services.

Production management is an activity that refers to the creation of goods and services by converting inputs (needed resources of all types) into outputs (finished goods and services).

Production management process is presented as a set of sequential actions of the management apparatus to determine goals for production units and their actual state based on the processing of relevant information, the formation and delivery of economically sound production programs and operational tasks.

The essence of production management expressed in his functions(planning, organizing, coordinating, motivating and controlling). In this case, organizational, administrative, economic and socio-psychological methods, which are implemented in accordance with certain principles, the main of which are: scientific nature, focus, consistency, the optimal combination of centralized regulation of the managed system with its self-regulation, taking into account the personal characteristics of workers and social psychology, ensuring the compliance of the rights, duties and responsibilities of all management participants in achieving production goals, fully ensuring the competitiveness of management workers .

The main goal of the discipline "Production Management" is to provide a fundamental understanding of the principles of the effective functioning of the modern production management system, as well as the development of enterprise management technology.

Object of production management is production and production systems.

Under production understand the purposeful activity of creating something useful - an item, a product, a material, a service. Moreover, the most important element of the production process is the technological process, which determines the production and organizational structure of the enterprise, the qualifications of employees and much more.

Production systems consist of workers, tools and objects of labor, as well as other elements necessary for the functioning of the system in the creation of products or services. The elements of the production system are workers and material objects - technological processes, raw materials, materials and tools, technological equipment, equipment, etc.

Production system structure- this is a set of elements and their stable connections that ensure the integrity of the system and its identity with itself, i.e. the ability to preserve the basic properties of the system under various external and internal changes.

Thus, the production system presupposes the presence of an external and internal environment, as well as feedback between them. The components of the external environment that influence the sustainability and efficiency of the enterprise include the macro (international, political, economic, socio-demographic, legal, environmental, cultural spheres) and micro environment (competitors, consumers, suppliers, legislation on the tax system and foreign economic activity ), infrastructure of the region (banks, insurance and other financial institutions, industry, healthcare, science and education, culture, trade, catering, transport and communications, etc.). The components of the internal environment of an enterprise include the target subsystem (quality of manufactured products, resource conservation, sales of goods, labor and environmental protection); supporting subsystem (resource, information, legal and methodological support); controlled subsystem (R&D, planning, organizational and technical preparation of production); management subsystem (development of management decisions, operational management of the implementation of decisions, personnel management).

The tasks of the PM are:

1) constant introduction (development) of new, more advanced products into production;

2) systematic reduction of all types of production costs;

3) improving quality and consumer characteristics while reducing prices for manufactured products;

4) reducing costs in all parts of the production and sales cycle with the constant development of new products, expanding the range of products and changing its range.

Introduction

Production management is a direction professional activity associated with the effective and efficient management of any production process. As a comprehensive system, it ensures the competitiveness of manufactured products in specific market, examines theoretical, methodological, and practical issues of organization production activities. In this essay we will look at Henry Ford's production management system. Being a talented mechanical engineer and inventor, Henry Ford, called at one time the “king of the automobile,” borrowed the basic principles of rational operation of the enterprise from F. Taylor (American engineer, founder scientific organization labor and management) and practically for the first time introduced them in full in his production. Thanks to this, Ford achieved a revolutionary increase in productivity and already in 1922 it was producing every second car in the world at its factories. The purpose of the essay is to identify the features of production management at Henry Ford enterprises and describe them. Within the framework of the goal, the following tasks are identified:

1)become familiar with the theoretical foundations of production management;

2)study the system organization of production at Henry Ford factories;

)describe the features of the organization of social and labor relations at Ford enterprises.

The object of study is the production management system.

The subject of the study is the features of the production management system at Henry Ford enterprises.

1. Theoretical basis production management

Production management is an activity that relates to the creation of goods and services by converting necessary resources of all types into finished goods and services.

The process of production management is presented as a set of sequential actions of the management apparatus to determine goals for production units and their actual state based on the processing of relevant information, the formation and delivery of economically sound production programs and operational tasks. Production is understood as the purposeful activity of creating something useful - a product, a product, a material, a service. Moreover, the most important element of the production process is the technological process, which determines the production and organizational structure of the enterprise, the qualifications of employees and much more.

Production systems consist of workers, tools and objects of labor, as well as other elements necessary for the functioning of the system in creating products or services. The elements of the production system are workers and material objects - technological processes, raw materials, materials and tools, technological equipment, equipment, etc. The structure of the production system is a set of elements and their stable connections that ensure the integrity of the system and its identity with itself, i.e. e. the ability to maintain the basic properties of the system under various external and internal changes. Thus, the production system presupposes the presence of an external and internal environment, as well as feedback between them. To components external environmentthat affect the sustainability and efficiency of the enterprise include:

-macroenvironment (international, political, economic, socio-demographic, legal, environmental, cultural spheres);

-microenvironment (competitors, consumers, suppliers, legislation on the tax system and foreign economic activity);

-infrastructure of the region (banks, insurance and other financial institutions, industry, healthcare, science and education, culture, trade, catering, transport and communications, etc.).

To components internal environmententerprises can be classified as:

-target subsystem (quality of manufactured products, resource conservation, sales of goods, labor and environmental protection);

-supporting subsystem (resource, information, legal and methodological support);

-controlled subsystem (R&D, planning, organizational and technical preparation of production);

-management subsystem (development of management decisions, operational management of the implementation of decisions, personnel management).

The objectives of production management are:

) constant introduction (development) of new, more advanced products into production;

) systematic reduction of all types of production costs;

) improving quality and consumer characteristics while reducing prices for manufactured products;

) reducing costs in all parts of the production and sales cycle with the constant development of new products, expanding the range of products and changing its range.

2. Henry Ford's production management system

2.1 Henry Ford's production system

Being a talented mechanical engineer and inventor, Henry Ford, who was once called the “car king,” borrowed the basic principles of rational functioning of the enterprise from F. Taylor (American engineer, founder of the scientific organization of labor and management) and practically for the first time introduced them in full at in its production. Thanks to the scientific organization of labor, Ford achieved a revolutionary increase in productivity and already in 1922 produced every second car in the world at its factories.

Ford built a system of production organization based on the over-specialization of workers, the maximum fragmentation of process operations and the location technological equipment and workplaces in strict accordance with the sequence of operations performed. He introduced a previously unprecedented form of organization of the production process - the production line. Used by him for the first time in 1913 in the form of a belt conveyor, such a line turned out to be extremely effective for mass production conditions. It made it possible to sharply shorten the car manufacturing cycle and reduce the costs of their production.

Thanks to the invention of the conveyor belt for automobile production, G. Ford made a “revolution on the shop floor.” He created a system where the first place was occupied by technology and technology, into which a person was “fitted.”

He applied maximum specialization, a regulated rhythm of work, mechanization of transport operations, developed the enterprise as a complex that provided itself with everything necessary, and separated the main production from its maintenance. However, Ford did not share all of Taylor's views, because was more drawn to practice and therefore, for example, was against excessive enthusiasm for organizational charts and structures; demanded strict adherence to discipline without personal communication between workers at the enterprise; introduced absolute division of labor on the assembly line.

Among his main ideas, the most famous are his use of assembly lines and the establishment of highly efficient mass production. Moreover, along with the widespread use of mechanization, which soon became one of the typical features industrial production, G. Ford carried out deep vertical integration. Also worthy of attention is the industrialist’s innovation, such as continuously moving inventories, which practically became the prototype of the “just in time” system. Thus, the Fordist production system has 4 distinctive key element:

The whole system is aimed at reducing the cost of the manufactured product (car).

2 Organization of social and labor relations at Henry Ford enterprises

Special attention deserves G. Ford's specific attitude to social and labor relations. In accordance with his ideas about the structure and methods of management, G. Ford believed, for example, that the task of senior administration is to ensure that all departments are working towards a common goal, when one of them does not need to know about the activities of the other. The possibility of personal communication between workers in production was completely rejected, because “a factory is not a club.”

The “important role” of the person he spoke of was not at all understood by him as an honest tightening of screws on an assembly line. He was not indifferent to the fate of thousands of workers. He created conditions for their spiritual development. Such conditions in America at that time existed only in the Ford company.

At all Ford plants, heavy work was done by machines; a strict requirement for organizing production is the prompt implementation of the best scientific and technical innovations; required parameters production environment- cleanliness, hygiene, comfort, strict consideration of the psychophysiological characteristics of workers when distributing them to perform various operations - monotonous and requiring a creative approach.

The fact of installation by G. Ford is quite widely known wages 5 dollars a day (which was approximately 2 times more than average salary in the US automotive industry). Moreover, after some time the salary increased to $6, but this fact hardly indicates the entrepreneur’s desire for charity as such. A more likely version seems to be that with rising wages and lower prices for cars (which were classified as luxury goods), their consumption will increase, and in the matter of profit, according to Ford himself, he relied on “sales volumes.” Accordingly, this would ensure, along with profit growth, the implementation of the idea of ​​car availability.

Thus, G. Ford was one of the founders of the modern concept of the worker as a consumer and, accordingly, the development of the market through mass production and high salaries.

It should be noted, however, that the announced $6 was not paid to all workers. Part of this amount was a bonus, for which the worker had to satisfy a number of requirements. So, a married person had to live with his family and take care of it, a single person had to lead a healthy lifestyle, a young person had to support his parents.

For social work The company created an institute of “social engineers” who had at their disposal “sisters of mercy” who went to workers’ homes and found out their range of interests and moods.

Pursuing such a strategy, Ford also became the “crisis manager” of a huge metropolis. From 1910 to 1920, due to the rapid development of industry, the population of Detroit doubled due to the influx of not only bankrupt farmers, but also emigrant guest workers. Social cataclysms were brewing in the city - the criminalized communities did not want to assimilate. Many newly minted Detroiters did not know and did not want to know not only the local cultural way of life, but also in English.

Ford battled these dangerous demographics in its factories. He opened a free school where immigrants learned the language while undergoing social adaptation. Created the so-called " social department", whose employees visited the homes of workers, identifying problem families. Citizens leading an antisocial lifestyle were given a warning. After three months, a second and final warning could be received.

As a result, Detroit managed to avoid becoming a criminal Klondike - the capital of the world automobile industry developed in a civilized manner, which also set social standards for the entire 20th century.

Thanks to such asymmetric anti-crisis measures, taken long before the crisis, Ford managed to surprise the world by increasing car production and doubling workers' wages.

Ford believed that the industry should have its own “generals,” and highly qualified generals at that. Like Taylor, he was an active supporter of the large-scale use of diverse scientific knowledge in the organization of production and management. One of the first vocational schools in America was created at Ford enterprises.

Ford saw the purpose of his entrepreneurial activity in serving society: “If you don’t have a goal in front of your eyes, it is very easy to overload yourself with money and then, in the constant effort to earn even more money, completely forget about the need to provide the public with what they really want. based on pure profit is an extremely risky enterprise... The task of an enterprise is to produce for consumption, and not for profit or speculation. Once the people realize that the producer does not serve them, and its end is not far off.” It was a kind of social responsibility to society.

When Ford established an 8-hour working day and introduced the highest wages in its factories, this caused outrage among many entrepreneurs. However, he was convinced that if his workers did not earn good money, they would not be able to be active consumers of goods, as a result of which the same middle class would not appear in America, on whose social stability the dynamic development of the country's economy depends. production management ford salary

Ford opened unusual schools with scholarships intended for diligent and talented students, created a sociological laboratory to study the working, living and leisure conditions of workers, and most importantly, he constantly took care of the consumer, paying attention to the impeccable quality of products, the development of a service network, the constant improvement of cars with the simultaneous regular reduction in sales price.

Ford was convinced that industrial organization is a science, and all other sciences serve this matter. He was perfect example wide application of a wide variety of knowledge in a variety of activities.

Summarizing the Taylor management system, Henry Ford added his own rules to it and outlined them in three provisions:

When performing work, avoid unnecessary formalities and the usual division of competence.

Pay every worker well - pay him at least six dollars a day and see that he works only 48 hours a week, but no more.

Keep all machines in the best possible condition, maintain them in order and insist on absolute cleanliness to teach people to respect their tools, their surroundings and themselves.

The achievements of Henry Ford certainly contributed to the process of urbanization, the construction of roads, the growth of urban suburbs, contributed to the end of the physical isolation of farmers, the development Agriculture and industry. Like F. Taylor and T. Veblen, Ford hoped that industrialization would help put the manufacturing class in a leading position instead of the corrupt aristocrats and financial aces from the eastern states of the United States.

According to A. Chandler, Ford's greatest strength as the creator of the US automobile industry was his understanding of the meaning of "productivity." Ford largely succeeded in achieving his goal of making work easier through the use of machinery and creating a large number of new jobs by developing a system of employment, production and marketing. He actually developed a highly rational and well-organized system of production.

The strength of his approach to management lay in his pragmatic innovation of the possible.

In conclusion, we present fifteen principles of labor organization developed by G. Ford, which have not lost their relevance in our time.

1. Actions and work must have meaning, social significance.

The workplace should not give rise to indifference to work, disinterest in work, the employee should not be isolated in the organization.

The administration must create such conditions for each employee that he is able to show in his workplace what he is capable of; the requirements for the employee should not be underestimated.

The results of work should not be depersonalized, they should, if possible, be named, that is, work, ideas, proposals should always have an author, the administration should not assign authorship.

Each employee has his own point of view on how to improve his work and its organization. The administration should organize the collection of proposals and implement them if they are useful for the organization.

The employee must understand the significance of his work, so it is useful to periodically remind him how important both his work and his role in the overall work are.

Everyone strives for success. Success is goals achieved. It is useful for each employee to be given the opportunity to constantly achieve successes that need to be noticed, emphasized and celebrated.

Success must be accompanied by recognition and rewards, moral and material.

Every employee works better if he receives the information he needs to do his job on time.

All decisions about changes to work and the workplace must be made by the organization's management with the knowledge of the employees affected by them, taking into account their knowledge and experience.

Each employee must have information about the evaluation of his work. This information must be fair and practical so that the employee can adjust his behavior.

It is advisable to give the employee the opportunity for self-control. In addition, if the results of work are obvious, then interest in work increases significantly.

Most people strive to acquire new knowledge while working. At the same time, increased requirements, which contribute to human development, are perceived with greater interest than lower ones. The work shouldn't be primitive. At a minimum, operations should alternate with different types difficulties.

If high-quality work is not rewarded, but only leads to the fact that the employee is increasingly overloaded, then the employee’s initiative is paralyzed.

The work should give him the opportunity to manage his own actions and make decisions independently. In this case, the employee gets the opportunity to express himself.

Conclusion

This essay examined the main features of Henry Ford's production management system.

The study determined that Ford's production system had 4 key elements:

-Division of labor - processes are broken down into small operations that can be performed by low-skilled personnel. Highly qualified personnel are engaged in management, development and process improvement.

-High standardization of components, assemblies and spare parts.

-The organization is not around machines with certain properties, but the machines are placed in the order necessary for production.

-A conveyor belt links the various stages of the process.

Thanks to the combination of these elements, the organization of production at Henry Ford's enterprises contributed to shortening the car production cycle and reducing the cost of their production.

The organization of social and labor relations at Ford enterprises was advanced and innovative and contributed to the development of the capital of the world automobile industry, Detroit, in a civilized manner, which also set social standards for the entire 20th century. G. Ford was one of the founders of the modern concept of the worker as a consumer and, accordingly, the development of the market through mass production and high wages.

Henry Ford's achievements certainly contributed to the process of urbanization, the construction of roads, the growth of urban suburbs, contributed to the end of the physical isolation of farmers, and the development of agriculture and industry.

Ford is deservedly considered the creator of the "industry of industries" of the 20th century and the man thanks to whom the Industrial Revolution reached its climax.

List of sources used

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Isaev R.A. Fundamentals of management [Text] textbook. for universities / R.A. Isaev. - M.: Dashkov and K, 2010. - 264 p.

Klevalina N. Henry Ford, King of All America [Text] / N. Klevalina // Around the World. - 2005. - No. 2. - P.22-23.

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indicating the topic right now to find out about the possibility of obtaining a consultation.

Production management is a field of professional activity associated with the effective and rational management of any production process.

Production is the creation of goods and services. Production management, as a complex system, ensures the competitiveness of manufactured products in a specific market, considers theoretical, methodological, and practical issues of organizing production activities.

The essence of production management expressed in his functions(planning, organizing, coordinating, motivating and controlling). In this case, organizational, administrative, economic and socio-psychological methods, which are implemented in accordance with certain principles, the main of which are: scientific nature, focus, consistency, the optimal combination of centralized regulation of the managed system with its self-regulation, taking into account the personal characteristics of workers and social psychology, ensuring the compliance of the rights, duties and responsibilities of all management participants in achieving production goals, fully ensuring the competitiveness of management workers .

The objects are production and production systems.

Production is understood as the purposeful activity of creating something useful - a product, a product, a material, a service. Moreover, the most important element of the production process is the technological process, which determines the production and organizational structure of the enterprise, the qualification composition of workers and much more.

Production systems consist of workers, tools and objects of labor, as well as other elements necessary for the functioning of the system in creating products or services. The elements of the production system are workers and material objects - technological processes, raw materials, materials and tools, technological equipment, equipment, etc.

The structure of a production system is a set of elements and their stable connections that ensure the integrity of the system and its identity with itself, that is, the ability to preserve the basic properties of the system under various external and internal changes.

Thus, the production system presupposes the presence of an external and internal environment, as well as feedback between them. The components of the external environment that influence the sustainability and efficiency of the enterprise include the macro (international, political, economic, socio-demographic, legal, environmental, cultural spheres) and micro environment (competitors, consumers, suppliers, legislation on the tax system and foreign economic activity ), infrastructure of the region (banks, insurance and other financial institutions, industry, healthcare, science and education, culture, trade, catering, transport and communications, etc.). The components of the internal environment of an enterprise include the target subsystem (quality of manufactured products, resource conservation, sales of goods, labor and environmental protection); supporting subsystem (resource, information, legal and methodological support); controlled subsystem (R&D, planning, organizational and technical preparation of production); management subsystem (development of management decisions, operational management of the implementation of decisions, personnel management).

It is obvious that production management cannot do without structured information. Searching and processing the information received is the responsibility of the marketing service at the enterprise. The work of this service should not be limited only to traditional (external) marketing , the purpose of which is to collect information about prices, demand for products, and competitors. Internal marketing also plays an important role , which is aimed at studying your own enterprise. This is how you can obtain reliable and objective information about the financial and economic situation. However, it should be noted that the essence of production management is expressed directly in its functions, in the tasks for which it is intended to solve.

Production management cannot do without structured information. Searching and processing the information received is the responsibility of the marketing service at the enterprise. However, it should be noted that the essence of production management is expressed directly in its functions, in the tasks for which it is intended.

Tasks of production management

1. constant development and introduction into production of new types of products;

2. systematic reduction of all types of costs for the manufacture of the product;

3. improving quality and consumer characteristics while simultaneously reducing the cost of the product;

4. reducing costs at all stages of the production and sales cycle, while constantly developing new types of products, expanding the range of products and changing its range.

Functions of production management

The functions of production management are divided into tactical and strategic.

Tactical features include:

· inventory management tactics, which considers inventories as a necessary attribute of the production system, and their management as one of the elements of managing the material components of production;

tactics for calculating the need for product components , which determines the planning process at the enterprise within the framework of dependent demand;

· “just in time” tactics, which are guided by the choice of ways to minimize inventories and consider the possibility of working without them;

· tactics of aggregate planning, which allows making decisions aimed at effectively planning production rates for a certain period in conditions of fluctuating market demand;

· tactics for drawing up a production schedule at the executive level, depending on the queues that arise, as well as the degree of congestion of work centers.

Strategic functions include:

· product strategy, which determines the direction of selection of new products and timely modernization of existing ones. This strategy is directly related to the analysis of the entire product life cycle and the implementation marketing research;

process strategy , aimed at determining the choice of methods for producing goods, reserving and determining the required capacity. A production method usually means a set of certain technologies, means of labor, as well as methods of management and organization of production. These components largely depend on the scale of production of the new product, the sustainability and repeatability of its release, which are also largely determined during marketing research;

· location strategy new production facilities within the regional aspect, taking into account the requirements for reliability and flexibility of the distribution and supply network, which has a certain impact on the favorable development of business;

· production organization strategy , which determines the organizational structure of the enterprise, the choice of methods and forms of existing production activities, the construction of work centers and the maximum possible provision of their resources;

production service strategy , identifying forms, methods of organization and methods of technical, warehouse, transport services and support of the enterprise;

a quality strategy that has recently become increasingly important due to the dramatic changes observed in business.

All of the above functions of production management not only form a single whole, but are also closely intertwined with each other in such a way that sometimes it is almost impossible to separate them. Their implementation is planned, motivated, organized, coordinated and controlled. And the success of their implementation depends on certain methods, that is, on the methods of carrying them out.

Production is the creation of goods and services.

Manufacturing is the process of making goods and providing services that people need because they satisfy their needs. Manufactured products are offered to customers, who pay for them if they need them.

The most important indicator characterizing the production process is productivity. Productivity is defined as the volume of products produced per unit of time using a unit of any production factor (machine, worker, hectare of land, etc.).

Feature modern production is the division of labor. All manufacturing process is divided into many simple operations. Each worker performs only one of them. To use the division of labor, specialization is required, that is, good knowledge and skills of the worker in individual processes and operations.

Division of labor and specialization can significantly increase productivity due to the following factors:

• assigning workers to operations according to their abilities;
• concentration on simple actions;
• minimum number of tools and movements;
• possibility of mechanization of processes.

All production is divided according to industry principle: metallurgical, agricultural, mechanical engineering, etc.

In terms of scale, production can be single, serial or mass. In the first case, one or more units of production are produced. In mass production, various products are manufactured in batches. It is divided into large-, medium- and small-scale. The most large-scale mass production, in which homogeneous products are produced for a long time.

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

In a broad sense, a system is understood as a certain set of elements that form a whole (composed of parts) that has features that are not present in its constituent elements.

The enterprise is considered as a production system, since it has all the characteristics characteristic of the system. Divisions of an enterprise (shops, sections, services, departments, etc.) in this sense act as subsystems consisting of elements of varying degrees of complexity (workers, objects and tools, etc.).

The characteristic features of the functioning of an enterprise as a production system include:

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

effectiveness (the ability to get an effect, create products that the consumer needs); reliability (stable operation ensured by internal reserves, management system, cooperation with other production systems); flexibility (the ability of the production system to adapt to changing environmental conditions); durability (the ability of a production system to maintain effectiveness for a long time); controllability (the permissibility of temporary changes in functioning processes in the desired direction under the influence of control actions. Controllability is ensured by internal reserves, dividing the system into subsystems, as well as limiting the size of the system).

Production management methods are numerous, and in practice are combined into several main groups: organizational, administrative, economic production management methods and socio-psychological production management methods. At the same time, there are others production management methods, are not included in these groups, but have their own specific influence on the solution of production management problems. These include balance sheet, network, budget and others production management methods .

1. Organizational methods.

You must first create a company, place people in their places, give them tasks, show them how to act, and only after that manage their actions.

2. Administrative methods.

In practice, administrative methods are implemented in the form of specific, non-variable tasks that allow for minimal independence of the performer, as a result of which all responsibility is assigned to the manager giving the orders.

3. Economic methods.

They allow performers to take initiative on the basis of material interest and be responsible for the decisions they make. The performer is given only goals and a general line of behavior, within the framework of which he independently seeks the most preferable ways for him to achieve them.

4. Social and psychological methods.

It boils down to two main areas:

Firstly, to the formation of a favorable moral and psychological climate in the team, which contributes to greater productivity in the performance of work by improving people’s mood;

Secondly, to identify and develop the individual abilities of everyone, allowing for maximum self-realization of the individual in the production process.

The potential of an enterprise is usually understood as a set of indicators or factors characterizing its strength, sources, capabilities, means, reserves, abilities, resources and many other production reserves that can be used in economic activity. The potential of any enterprise has the greatest impact not only on the final results of all its activities, but also on the limits of economic growth and structural development of the entire organization. The choice of direction or strategy for developing the potential of an enterprise depends mainly on the composition, structure and quality of available economic resources, the level of competitiveness of the work and services produced, the existing position in the market and upcoming goals, for example, to become a leader, gain a foothold among competitors, avoid bankruptcy, etc. P.

In modern market relations, all economic resources, which form the basis for the development of the potential of any enterprise or organization, are generally divided into two large categories - material and human and four main types - land, labor, capital and entrepreneurial abilities.

economic potential is the ability of an enterprise to continue its activities, based on the availability of resources. The company realizes this ability using reserves. Resources, like reserves, are determined by various measures: labor, natural, cost. Resources and reserves in monetary terms represent assets, capital and liabilities. Thus, the potential capabilities of an enterprise are determined by the availability of resources and the ability to use reserves.

8cAn important aspect of the production process is its organization in space and time, ensuring the most efficient implementation of the production program. The most important task of constructing a production process in time is to achieve the minimum possible duration of the production cycle.

The production cycle is the period of time from the moment a product is launched into production until it is completely manufactured, packaged, accepted and delivered to the warehouse. The duration of the production cycle is the most important characteristic of the level of production organization.

The production cycle duration indicator is widely used at an enterprise when justifying the size of the production program, calculating the size of work in progress, and the amount of working capital.

The duration of the production cycle (in days or hours) consists of the following time costs:

Time of technological operations for the manufacture of products (technological cycle) (XVrrex);

Time of natural breaks, if it is provided for by the technological process (oxidation, cooling of parts in the mold, drying of painted parts) (ZVtecT.);

Time to perform auxiliary operations (transportation within the enterprise, product quality control) (EVtBcn.);

Time of interruptions in the production process, when labor as such is absent and the production process is not yet completed (ZVtnep). There are regulated breaks, which are determined by the operating mode of the enterprise, and organizational and technical ones, which are determined by the peculiarities of the organization of production at a given enterprise.

In economics, we most often talk about three production factors. They are:

The earth and its depths,

Capital.

Some scientists recognize only land and its subsoil as production factors, others - only labor. There are also scientists who, in addition to the above three factors, also consider education as an additional production factor.

In addition, as production factors, we can also talk about entrepreneurial initiative or managerial (dispositive) factor. However, they can be found in a generalized form in the “labor” factor.

Capital in Russia is usually understood as cash, with which their owner buys means of production (constant capital) and labor (variable capital) in order to make a profit

In the practice of Western companies, the concept " total assets", i.e. machines, equipment, buildings, raw materials and supplies, cash and intangible assets, i.e. property rights (rights to use land, water, the right to use trademarks, intellectual property, etc.). Profit is defined as the ratio of net income (after taxes) to total assets.

There is also the concept of “profit allocated to equity capital,” which is determined by the ratio of net income to equity capital (i.e., the own asset of a particular person or enterprise invested in the business).

The development of an organization through various stages of its life is similar to other similar “curves”, such as the life cycle of a product or technology. All its activities go through a number of stages: formation, growth, stabilization, stagnation, crisis. A crisis of organizational development can end either in the collapse of the company or in its entry to a qualitatively different level of organization of activities. This process can be depicted using S-shaped (logistic) curves (Fig. 5.1.).

1 – formation

3 – stabilization

4 – stagnation

5 – crisis

6 – collapse or reform

S – indicators of success of organizational development

T – time of development of the organization

Rice. 5.1. Life cycle of an organization

This concept is one of the latest ideas in the field of management. Its widespread implementation began a little over a decade ago.

Stage I – “Family organization”;

Stage II – “Rational organization”;

Stage III – “Innovative organization”;

Stage IV – “Organization-Leader”.

The first stage in the life of an organization.

The main goal of this stage is the formation and survival of the organization in the market, and the primary accumulation of capital. As a rule, any organization begins with several good acquaintances, friends, and relatives deciding to start a business.

Second phase life cycle- “mechanistic” organization. The optimal way to resolve a crisis is to create a formalized, effectively functioning organizational mechanism. The main goal of this stage is to achieve business stability through its streamlining and systematization.

The third stage is “innovation”. The main goal of this stage is to increase economic efficiency activities of the organization through the accelerated introduction of technological advances into production and obtaining maximum profits.

The fourth “leadership” stage is today the pinnacle of the organization’s development. There are no companies in Russia that have reached this level yet.

“Leading organization” is a level of organizational business development at which the company’s general strategy becomes the capture of strategic priorities in the market through setting its own quality standards. This means that the quantitative increase in its potential and its financial strength becomes for the organization a natural consequence of the priority task of entering the market with products of the highest quality that meet all customer requirements.

Interaction marketing manages channel relationships to ensure maximum satisfaction for all partners. At the same time, the initiative remains with the enterprise producing goods and forming distribution channels. At the same time, the manufacturer must take into account the requirements and interests of intermediaries who deliver the goods to the consumer in the right place, at the right time and in the required quantity.
By developing and specifying the main provisions of interaction marketing, we can formulate the following principles:

– focus not on obtaining maximum benefit from the client, but on solving his problems;

– individualization of service for business partners and consumers;

– activating feedback in order to study indicators such as relationship satisfaction, while taking appropriate corrective actions;

– establishing trusting relationships with business partners.

Interaction marketing in the system of marketing channels, on the one hand, determines the business philosophy of the “owner” of the channel and communicative forms of interaction, on the other hand, it is a decision-making toolkit in sales and logistics, which is presented in Fig. 2

Rice. 2. Focus of marketing functions in the marketing channel

Interaction marketing in marketing channels contributes to the development of coordinated strategies for the work of business partners, a common philosophy, values ​​and norms, and the creation of uniform assessment indicators for each channel participant in terms of contribution to the creation of value for consumers. Strategic levels of interaction between participants in a marketing channel depend on the goals and degree of continuity of contacts between them (see Figure 3).
If companies do not focus on strategic cooperation in the channel with other participants, then their interaction is limited to conducting trading operations. Strategic partners are trying to strengthen ties and unite for joint actions.

Rice. 3. Typology of marketing relationships (J. Sheth, 1994)

Production management- a set of principles, methods, means and forms of production management, which aims to increase its efficiency and increase profits, that is, it management process, aimed at creating an integrated production system based on the optimal use of resources in order to ensure the required level of profitability. It has five components:

Formation and functioning of production systems;

Production process management;

Management of production assets;

Quality management;

Management of creation and development of new products.

Production management includes a comprehensive system for ensuring the competitiveness of manufactured goods in a competitive market. It covers issues of building production and organizational structures, selection of the organizational and legal form of management of production, sales and branded service of the product in accordance with the previous stages of the life cycle.

As you know, it is in the production sector that the prerequisites and opportunities for accelerated economic development are created, so today great importance is attached to managing operations in this area.

Production activity management- the most structured and clearly defined branch of operational management. In production management, operations are subject to fairly strict and more or less unambiguous planning, calculation and control. A significant organizing role in management is played by current control. Managing manufacturing operations begins with identifying the type of technology. The depth of the division of labor, the type of specialization and cooperation of production determine the construction of the management structure of the operating system.

Operations management is formally presented as a field of management that is associated with the production of goods and services and involves the use of specialized methods and techniques to solve production problems. The responsibilities of operational managers include all activities of the organization that concern the transformation of input resources into production output. That is, it is management in the process of creating goods (services), which is carried out at the level of operations, starting with providing the organization with the necessary resources and during their transformation into finished goods (services).

The term "operations" is quite broad and refers to industrial and agricultural production, as well as the provision of services by any type of organization (public, private, etc.).

The operational function covers all actions that result in goods and services offered by the organization on the market. Without this function, of course, no organization can exist. To implement the operational function, a corresponding operating system is created.

operating system is created and operates on the basis of the operating strategy, which in turn is one of the functional strategies (substrategies) for the development of the organization. Relatively industrial enterprise the complete system of production activities is called operating. A bank or hospital also performs operational functions, although it has nothing to do with material handling technology or an assembly line. Therefore, operations management is similar to production management, except that the first of them covers a wide range of problems and is used in organizations whose activities are not related to the technology of manufacturing enterprises or any other industry. However, there is a certain similarity in the approaches and principles of activity of the manager of an industrial company, an insurance company, a bank, a clinical hospital, and the like.

Operations management is a term that comes from English. production and operations management, which means production management.

American professors R. Chace and N. Aquilano define operational management as the management of all resources necessary for the production of products and provision of services by an organization. Other American researchers S. Lee and M. Schneider argue that operations management is the science of concepts, methods, procedures, technologies used by managers in the process of creating and operating an operating system.

Russian professors Z.P. Rumyantsev and N.A. Salomatin define production management as a system of interconnected elements that characterize production, its organization, Maintenance, as well as management of production strategy, program, online production, material support for production, pricing, and production costs. Each of these elements concerns production management and requires appropriate consideration in their relationship and interaction.

So, we can conclude that management of operations in relation to the enterprise is the process of designing, planning, coordinating, controlling all the means, processes and activities necessary to transform labor, capital, materials, energy and skills into goods and services to meet the needs of the external environment. The operational management system is formed on the basis of the operational strategy (Fig. 6.1).

Most often, the operating system is presented as a set of three interconnected subsystems: the processing subsystem, the support subsystem, and the planning and control subsystem (Fig. 6.2).

Rice. 6.1. The procedure for constructing an operational management system

Rice. 6.2. Operating system and subsystems

The processing subsystem carries out productive activities related directly to the transformation of input quantities into output results.

The support subsystem is not directly related to the production of outputs, but performs the necessary functions of providing the processing subsystem.

The planning and control subsystem receives from the processing system information about the state of the system, which comes from the microenvironment (goals, policies, personnel, etc.) and from the external environment (demand for products, cost of resources, technology development trends, etc.) .

The main goal of operations management is to produce products on time and at minimal cost. The tasks of each production unit may be different, but the main management goal remains the same for all: unconditional fulfillment of the given production program and achieving minimum costs of materials, labor, time and money.

In practice, most foreign firms use additional criteria for assessing and monitoring their goals. Typical criteria for evaluating an industrial firm are:

Quantity of products produced;

Costs for materials, raw materials, personnel, etc.;

Product quality and reliability;

Timely delivery;

Capital investments and their payback;

Flexibility in case of product changes;

Flexibility to change production volumes.

However, most of these criteria characterize the activities of the manufacturer and are less aimed at consumers. Therefore, R. Schonberger, taking into account the experience of the best companies, defines the following criteria for assessing corporate-level goals:

Consumer expenses;

Gaining time;

Product quality;

Flexibility.

IN modern conditions management, the specifics of production management are determined taking into account market conditions, since the mid-80s, are characterized by the following factors:

Reducing the product life cycle, expanding the range of products by reducing their volumes (rather than producing large quantities of standard products);

Significant complication technological processes(compared to conveyor lines), which leads to increased qualification requirements and the level of personnel training;

Increasing requirements for the level of quality of service and deadlines for fulfilling orders causes difficulties in the use of traditional production systems and in the decision-making mechanism.

Improving management in production includes:

Orientation of the company's activities for the long term;

Conducting basic scientific research;

Diversification of production;

Intensive innovation activity;

Maximum use of staff creative activity. Operations management includes activities related to

decisions about the location of production and the choice of equipment, but production can achieve success only if it is able to manage people, which is one of the main requirements of operational management. For example, the success of a Toyota manufacturing operation is associated with the right combination of methodology, systems and philosophy, including empowered workers and a creative culture. American automakers were unable to replicate Toyota's success because they focused primarily on the technical elements of the system and the use of new technologies and neglected culture and leadership.

What is the difference between the concepts of operations and production management? The scope of application of the first concept is wider than the other, since it involves management in any entrepreneurial activity, that is, the concept of operations management applies to all organizations. Thus, the growth rate of the service sector in North America is three times higher than the growth rate of the manufacturing sector. Service provider companies make up half of all organizations; two-thirds of the US workforce is employed in the service sector - hospitals, hotels, financial institutions, telecommunications firms, etc. Operations management methods are also used in offering services in “cleaner” production. For differences between service and manufacturing operations, see Table. 6.1.

As we see, manufacturing organizations produce cars, structures, machine tools, and service organizations provide consumers with intangible benefits, for example, transport services, services in the field of education, medical care, etc. Services also include trade in various material goods. Trading organizations do not produce, but only sell goods and thus serve consumers.

Table 6.1. Characteristics production organizations and service companies

Industrial organizations	Service organizations
Production of material goods. Possibility of creating inventories of goods. Direct quality measurement. Standardization of release. The production process is remote from the consumer. The location of production facilities has little impact on business success. Intensive use of capital	Providing intangible benefits. The production process is at the same time a consumption process. Quality is perceived as difficult to measure. The release is consumer-oriented. The consumer participates in the production process. The location of production facilities is decisive for the success of the company. Labor intensive
Examples: car production, metallurgical plants, soft drink factories	Examples: airlines, hotels, law firms

The provision of services differs from production in that:

The consumer of services is involved in the real production process;

Production can create stocks of material goods, but it is impossible to send intangible goods to a warehouse;

The service must be organized and provided to the consumer when he wants it.

Despite the differences between manufacturing companies and companies and service industries, their tasks are similar:

Follow calendar schedules;

Receive a variety of materials and equipment;

Care about quality and performance.

Given the similarity of operational problems, the tools and techniques of operations management should be applied in service organizations as they are in manufacturing.