Optimal capacity utilization factor. Calculation of the production capacity of the enterprise

The maximum volume of products of appropriate quality and the usual assortment that can be produced by an enterprise for a certain period of time, subject to efficient operation of equipment and optimal use of labor resources.

Explanations for the wording.

The term "appropriate quality" means that the product corresponds to standards adopted at the enterprise, in the industry, in the state for this type of product, does not have any additional defects and was released using the proper production technology.

“Regular assortment” means that the production capacity indicator is calculated for the average set of finished goods that is specific to a given enterprise. It should be borne in mind that the nomenclature shift (change in the assortment of products or the proportions between its types) leads to a different result than that obtained for the "usual assortment".

The "time span" is the period over which the production capacity is estimated. Depending on the purpose, duration of the production cycle, production characteristics, etc. It can be an hour, shift, day, decade, month, quarter, year, etc. The measurement period depends on the purpose for which the production capacity of the enterprise is being estimated. For example, it makes no sense to estimate the production capacity of a shipyard in terms of an hour, but for a mineral water bottling plant, such an indicator may be interesting.

Production capacity unit

Production capacity unit is selected based on the technological characteristics of the enterprise. For example, for a cannery it can be conditional cans, for a brewery - the number of dal of beer (1 dal is a decaliter), for a machine-building enterprise that produces an assortment of certain types of equipment - machine kits, etc. If the manufactured products are heterogeneous, but there is a common technology, then sometimes the production capacity can be measured in units of processed raw materials.

Sometimes, to assess the production capacity, not only quantitative, but also quality characteristics... For example, when mining coal, we are interested in production possibilities for extracting a certain amount of coal from the ground and the possibility of delivering it to the surface. At the same time, to assess the "usefulness" of this activity, the amount of coal produced must be reduced to "marketable coal", that is, coal that must be enriched by removing impurities from it. And with a high ash content of extraction, the amount of marketable products can differ (downward) quite significantly. Thus, for some industries, two meters of production capacity are used simultaneously - technological and commercial.

A very important factor that is often overlooked by "Soviet" authors is the need for take into account the limitations not only in terms of the production capabilities of the equipment, but also in terms of labor resources. "Soviet" textbooks often ignore the fact that not only equipment, but also human labor can be a scarce resource. Therefore, it is imperative to take into account both factors to calculate the production capacity.

Dynamics of the production capacity of the enterprise

Over time, the value of the production capacity of the enterprise changes. This is due to a variety of factors, the main of which are

• Natural wear and tear of equipment, which entails a decrease in its performance
• Scheduled repairs (which entail stopping equipment for its passage)
• Introduction of new pieces of equipment
• Commissioning of new capacities
• Modernization of equipment (accordingly, changing its performance and quality characteristics)
• Change in the nomenclature of products or proportions in the existing nomenclature (structural shift)
• Changes in the composition of the product, raw materials, semi-finished products, design, etc.
• Changes in the shift of work of the enterprise
• Other reasons

Thus, the calculated production capacity is not constant, but subject to periodic changes. Therefore, the calculations take into account the presence of an error in relation to the theoretical value.

Formula for determining production capacity

In general, the production capacity of the enterprise (M) can be determined by the formula:

Feh- an effective fund of time for the work of the enterprise (workshop), equal to the sum of the capabilities of all production capacities.

t- the complexity of manufacturing a unit of production.

Features of determining production capacity

When determining the production capacity of an enterprise, it is imperative to take into account the technological capabilities of workshops, sections, individual pieces of equipment, which impose restrictions on the production capabilities of the entire enterprise. These are the so-called "bottlenecks".

Thus, the normal capacity of the plant is calculated taking into account bottlenecks and other existing constraints. They can be very different - for example, restrictions on harmful emissions into the atmosphere.

According to the balance of production capacities, the following are determined and controlled by the management of the enterprise:

1. The input power (M beginning) is determined at the beginning of the year from the existing equipment.
2. Output power (M final) is determined at the end of the planning period, taking into account the decrease and addition of power due to capital construction, equipment modernization, technology improvement and production organization.

Production capacity at the end of the year determined by the formula:

Explanations for the formula for determining production capacity:

• The capacity at the end of the period is equal to the capacity at the beginning of the period plus the commissioning of new capacities plus the commissioning of equipment that has undergone modernization and re-equipment plus / minus changes in production capacity as a result of the nomenclature shift plus / minus changes in production capacity as a result of putting in for repair or returning from repair and minus changes as a result of disposal of equipment (write-off, wear, shutdown, liquidation, etc.)
• The average production capacity is equal to the weighted average of the measured production capacity values. That is, the sum of the products of production capacity for each period by the duration of such a period divided by the total duration of all periods.

There is also the concept " maximum production capacity"when the enterprise operates in a mode that does not correspond to the normal operating conditions of the equipment, an increased working day (" processing "), with the introduction of additional working days, etc. Such a mode of operation sometimes helps to fulfill the production program, but it must be treated as to driving a car when the tachometer needle is in the “red zone.” That is, such operating modes inevitably lead to increased wear and tear of equipment, an increase in the wage bill, and, as a consequence, an increase in the unit cost. (see Variable costs)

The efficiency of using the production capacity of an enterprise is determined using the coefficient of utilization of production capacity.

Three types of capacity are especially controlled: design (provided for by a construction or reconstruction project), current (actually achieved), reserve (to cover peak loads, from 10% to 15%).

The average production capacity can also be determined using the following formula:

M n.y. - production capacity at the beginning of the year.

M cc. - the power that is put into operation.

M select. - power that has been retired from service.

n 1 - the number of months of operation of the i-th capacity, which was put into operation during the year.

n 2 - the number of months after the decommissioning of the i-th capacity during the year, month.

Equipment operating time fund

To calculate the production capacity, it is necessary to determine the fund of equipment operation time. Share:

• Calendar fund of time (Ф к) - reflecting the number of calendar hours, days, shifts, etc. in the year
• Regime (nominal) time fund (F p), which takes into account the mode of operation of the enterprise (the number of possible working days, shifts, etc.)

In the case of a continuous production process, the calendar fund is equal to the regime fund

Ф к = Ф р

When the production process is not continuous, then the regime (nominal) fund of time is calculated by the formulas:

D to- the number of calendar days in a year.

24 - the number of hours in a day

Dr.- the number of working days per year.

Dl with... - the average duration of one shift, taking into account the operating mode of the enterprise and the reduction of the working day on pre-holiday days.

WITH- the number of shifts per day.

D out.- the number of days off per year.

Ch n.- the number of non-working days on the pre-holiday days.

D predpr.- the number of pre-holiday days in the period.

Effective fund of equipment working time

Effective (planned, actual) fund of time (F eff.). Calculated on the basis of the regime fund, taking into account stops for repairs:

α - the percentage of losses of working time for performing scheduled repair operations and interrepair service (amounts to 2-12%).

Payment production capacity of the workshop by equipment productivity determined by the formula:

M = n × F eff × a

M – production capacity, t.

n- number of pieces of equipment, pcs.

F eff... - annual effective fund of equipment operation, hours.

a- equipment productivity (production rate per machine-hour).

In order to characterize the use of potential output opportunities, it is used utilization rate of the average annual production capacity:

Q is the volume of products produced for the period.

This note was written as part of the course. I have previously described how influenced by current trends in business. Among the approaches that most adequately meet the current challenges in cost management, one can single out the theory of constraints (TOC). The concept was first formulated and developed in a book published in the United States in 1984. The theory was taken up and transformed into a metering system in the UK, where it became known as bandwidth metering. Goldratt developed the theory and tools to help managers drive profit from a systems approach. This approach implies a focus on global (for the whole company) management accounting parameters. In contrast to the focus that prevailed until recently on measuring the local efficiency of individual workshops, sections, and workplaces. CBT focuses on the constraints (bottlenecks) of the organization that slow down the pace of production. The main idea behind TOC is to maximize the rate of production and sales, that is, the throughput of the organization.

An important concept behind the theory of constraints is that the rate of production of a company depends on the rate at which it operates in a bottleneck / bottleneck / limiting resource. For best results, CBT emphasizes the importance of constraint management. If they cannot be eliminated, they need to be properly managed to minimize the impact of the constraints on total output.

A description of the main business process can be helpful in identifying constraints. Looking at Figure 1, it can be assumed that the build and test process represents a constraint (bottleneck) and that in order to maximize system throughput, safety stock should be accumulated before this process so that workers coming from previous processes.

Rice. 1. Graphic description of the main business process

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Method named by Goldratt drum-buffer-rope. Bottleneck(drum) sets the overall pace of work. What's the point of launching raw materials into production if bottleneck will not be able to process them in a timely manner !? You need to kind of tie rope bottleneck and the beginning of the production cycle. The capacity of the drum will pull the launch of new batches into production. Inventories should (in limited quantities) be accumulated only in front of the drum ( bottleneck) where they will become buffer which will allow you to continue working bottleneck, even if the previous processes fail unexpectedly.

The theory of constraints operates with three main parameters of management accounting:

• Throughput (T)= sales revenue - (minus) fully variable costs would have to be accounted for. The cost of direct materials also includes shipping costs.)
• Operating costs (OE) are all operating costs, excluding fully variable costs, which the company incurs in connection with the manufacture of products, that is, fixed costs of labor and overhead costs, including rent payments, utility bills and depreciation.
• Investments (I) - costs of inventories, raw materials, work in progress, finished goods, research and development work, the cost of equipment, buildings, intangible assets, etc.

The challenge is to increase throughput while reducing operating costs and investment. Constraint theory is a technique for maximizing profits in the short term. From this point of view, it is similar. The main difference is that the TOC margin more adequately describes modern realities, since operating costs (and, first of all, wages) are considered constant in the context of making short-term management decisions.

In fact, bottleneck solutions are linear programming problems, as constraint theory tries to accomplish the following:

Maximize Throughput (Sales Revenue - Direct Materials)
taking into account:

• production capacity (supply constraints)
• demand for products (demand constraints)

In the UK, in the late 1980s, a Throughput Accounting (TA) system was developed based on the theory of constraints. Throughput accounting is an extreme option for accounting for variable costs, since it recognizes only direct materials as variable costs, and classifies all labor and overhead costs as fixed costs. TA differs from all other management accounting systems, as it focuses primarily on throughput, secondly on minimizing inventory and, thirdly, on cost control.

The primary concern of bandwidth accounting is the rate at which the business can generate profits. To manage the latter, the system focuses on the yield (margin) of the bandwidth at the bottleneck. The main indicator of TA is:

[Taking into account that materials represent only fully variable costs]

This metric measures the value added created by a company over a period of time. This allows managers to focus on eliminating (or expanding) bottlenecks that could cause delays in the production process.

If one machine delays the production process due to its inefficiency, or inadequate capacity, it is of little use when working with other 100% efficient machines, since the produced parts will be sent to the warehouse until the moment when the machine is in a "bottleneck ”Will be able to process them. Ultimately, when parts no longer fit into the warehouse or are stockpiled throughout the plant on the floor, efficient machines will have to be stopped temporarily to allow the machine in the bottleneck to catch up with volume. Therefore, the parameters of local efficiency, requiring an increase in the efficiency of individual machines, do not cope with production management and do not help to maximize profits. The same applies to the efficiency of production personnel employed in production processes not in “bottlenecks”. In fact, bonuses that are paid to encourage faster work are simply wasted at best, and in the worst case lead to an increase in warehouse costs. Moreover, if workers are encouraged to work too fast, they are likely to produce more scrap and waste extra materials.

Parameter yield over time will show that making parts to the warehouse only increases operating costs and investments, and managers will be able to stop meaningless production.

Profitability over time can also be calculated for individual products. In this case, the main parameter will be yield obtained per unit time of the constraint... If the production of a product does not consume a shortage of time bottleneck, then there are no internal restrictions for increasing the production of these products (only the market will limit the volume). If the production involves bottleneck, then the products compete for the running time of this constraint. To determine how many units of each type of product should be produced to maximize profits, use the following parameter:

Products are ranked according to this parameter; that is, according to how they use the constraint. The product with the highest yield on the key / limiting factor is the best from a financial point of view.

Cross-cutting example: how bandwidth metering works

The company produces two types of products, A and B, with the following production costs:

Fixed overhead costs are allocated based on direct labor costs.

The products go through two processes - AA and BB - with the associated costs of direct labor in the amount of 500 rubles. for an hour of direct labor on each. The direct labor associated with these two processes is presented below:

Selling prices are set by the market. The current market price of product A is 3250 rubles, and the current price of product B is 2600 rubles. At these prices, the market will accept as many units of A and B as the company can produce. The company's ability to manufacture products A and B is limited by the throughput of the AA and BB processes. The company operates on a 2-shift system, that is, 16 working hours per day. The BB process has one production line, and 2 hours in each shift will be lost due to downtime. The AA process can process two units of output at the same time, although this doubles the labor requirements of the production workers. In the AA process, a plant can operate 16 full working hours each day.

Question. What kind of production plan should a company have to maximize profits?

Solution. First, you need to identify the factors that limit the possibility of an infinite increase in profits; the more restrictions, the more difficult the solution of the problem. In the simplest case, when there is only one limitation, the solution to maximize profit is to maximize the margin profit per unit of scarce resource, that is, to the limitation. Linear programming can be used to solve a problem with more than one constraint. If the number of types of products is limited to two, and there are relatively few such restrictions, the solution to the problem of maximizing profit can be easily shown graphically, and / or the problem can be expressed in the form of a system of equations. With an increase in the number of restrictions, the use of a computer becomes the only possible way to solve the required number of systems of equations.

Total processing time per day within the AA and BB process:

• Maximum AA processing time = 2 x 16 hours x 60 minutes = 1920 minutes
• Maximum BB processing time = 12 hours x 60 minutes = 720 minutes

The maximum number of products produced by the AA process is A = 1920 min / 10 min = 192 pcs. All possible combinations of products and processes:

For both products, the maximum number of units that can be produced in the AA process exceeds the amount that can be produced in the BB process, and thus the productivity in the AA process is not a limitation. Therefore, the challenge is to figure out how to use the undercapacity in the BB process in a way that maximizes profit margins.

The traditional approach is to maximize the margin profit per minute of the BB process.

Variable costs for products A = Costs for direct materials (500) + Costs for direct labor (250) + Variable overheads (250) = 1000 rubles.

Variable costs for product B = 500 + 450 + 450 = 1400 rubles.

Marginal profit for product A = Selling price (3250) - Variable costs (1000) = 2250 rubles.

Marginal profit for product B = 2600 - 1400 = 1200 rubles.

Marginal profit for product A per minute within the BB process = Marginal profit (2250) / Processing time (20) = 112.5 rubles / min

Marginal profit on product B per minute within the BB process = 1200/15 = 80 rubles / min

The solution to maximize profit is to produce the maximum possible number of units of product A = Available time per day for the BB process (720) / Processing time (20) = 36 units, with a margin profit of 2250 x 36 = 81,000 rubles.

The throughput accounting approach is to maximize the throughput per minute of operation at the bottleneck of the BB process.

Product throughput A = Selling price (3250) - Cost of materials (500) = 2750 rubles.

The throughput of products B = 2600 - 500 = 2100 rubles.

Marginal profit (throughput) for product A per minute within the BB process = Marginal profit (2750) / Processing time (20) = 137.5 rubles / min.

Marginal profit (throughput) for products B per minute within the BB process = 2100/15 = 140 rubles / min.

The decision to maximize the volume of profit is to produce the maximum possible number of units of product B = Available time per day for the BB process (720) / Processing time (15) = 48 units, with a margin profit of 2100 x 48 = 100 800 rubles ...

It is clear that both solutions cannot simultaneously maximize profits. The correctness of one method or another depends on the variability of labor costs and variable overhead costs, which in turn depend on the time period over which the decision is made. The throughput method maximizes short-term profits. In today's world, labor costs are likely to be fixed in the short term, and thus it can be argued that the bandwidth accounting approach offers a more relevant solution. Variable overheads will need to be analyzed to assess their variability.

The marginal method of accounting for costs became popular in the 1930s, when labor costs were usually variable, since workers were generally paid on a piece rate basis. Since then, textbooks have at least always assumed that labor is a variable cost in the short run. All that has happened with the throughput accounting method is that it adapts to the current reality, which means that most costs other than material costs are currently fixed in the short term.

The approach of the marginal cost accounting method will of course need to be modified to meet the requirements, as this method requires only variable costs to be used to calculate the marginal profit. If only material costs are variable, then only they should be applied when calculating the profit margin. Thus, there should be no difference between the two systems in this respect.

Providing additional resources for use in bottlenecks... The goal of bandwidth management is to focus attention on resources in bottlenecks, with the immediate goal of ensuring 100% utilization of the capacity of such resources, and in the future - expanding or even removing the limitation. In this example, the WB process is the bottleneck. If management is able to find a way to keep the equipment running one hour longer, the maximum number of units of each of the two products that can be produced will increase:

It can be seen that for product A, the limitation is still process BB, but for product B, the limitation is new - process AA. Which specific process will constrain the company now depends on the production plan.

In conditions when there are more than one limiting factors, it will not be possible to apply simple calculations (as above). Linear programming comes to the rescue. First, you need to turn the text description of the task into a. And then solve it, for example. The production that maximizes profits, if labor costs and variable overheads are indeed variable costs, refers to the production of product A only (see the Traditional Approach Excel sheet). If the only variable costs are material costs, then the maximum profit will be achieved with a production plan of 48.57 units of product B and 2.57 units of product A (see the “TA Approach” Excel sheet).

If one extra hour of work can be used to eliminate bottlenecks in the BB process, then the above analysis shows that where all costs other than material costs are not variable, the result is a change in the optimal production plan. Both processes, AA and BB, become "bottlenecks" in this case, since they are both used at 100% of their capacity:

• AA: 48.57 x 39 + 2.57 x 10 = 1920 minutes
• BB: 48.57 x 15 + 2.57 x 20 = 780 minutes

If we consider a wider range of costs (and not just material costs) as variables, providing one extra hour in the BB process does not change the optimal production plan, except that additional units of A product can now be produced. The BB process remains “ bottleneck "of production, used at 100% of its capacity, and in the AA process, additional capacity continues to exist.

The quality of management decisions regarding the production plan, therefore, depends significantly on the quality of the assumptions on which the decision is based.

The given example is purely illustrative, as few companies would manufacture and sell products based on their level of profitability in the short term. Strategic issues such as product lifecycle phase, future product development, market penetration, and so on must be considered and are usually more important than short-term profitability.

Moreover, the example is trivial in some respects. It concerns a company that produces only two standard types of products, moreover, only two production processes are used and there is a stable demand for the products. Real companies have multiple products and multiple manufacturing processes; prices are set during negotiations between the supplier and the buyer; and demand is largely unpredictable. Such situations are difficult to model accurately, even with the use of modern information technology.

The value of using the throughput accounting method may lie in the in-depth understanding of the situation that it [the method] can offer in such a chaotic but realistic production environment. Factory-level global throughput rates can provide a clear signal of plant management efficiency. Given the level of resources (i.e., premises, equipment, employees, and others), a continuous increase in throughput would be a simple indicator of an increase in the volume of goods flows within the plant and to customers. By focusing on the constraints on such flows — that is, resources in bottlenecks — management will focus on addressing issues that are holding back the overall plant's profitability, rather than on product parts or specific product lines. Plant throughput management reflects the “bypass management” philosophy that it is generally much easier to identify equipment or process bottlenecks through direct observation than relying on traditional accounting records. Traditional variance reporting can be detrimental as it can encourage the pursuit of high levels of local performance at the expense of overall performance.

Bandwidth Cost Control and Performance Indicators

While profitability in the period is important for speeding up the production process and eliminating bottlenecks, it does not take into account the costs of running an enterprise. If capacity and, as a result, revenues increase to a small extent, but to achieve this, labor costs and overheads increase significantly, this will lead to a decrease rather than an increase in operating profit. To manage these factors, the throughput efficiency indicator is applied:

This indicator will obviously be more than one for a profitable company, and the goal will be to increase it to an acceptably high level. If the indicator is less than one, the company incurs a loss every time it produces a product.

Traditional measures of efficiency, such as deviations from target costs and productivity of equipment or worker, cannot be used as part of throughput accounting because they do not stimulate global efficiency gains. (There is no need to encourage workers to work in the warehouse.) A more important indicator is efficiency:

Traditional deviations can also be misleading when considering bandwidth. For example, if overtime work was done at bottleneck in order to increase throughput, the unfavorable deviation in the wage rate will increase. As a rule, adverse deviations are not treated well. However, this would be good for TA and would increase the profit margin as long as the cost of additional labor remained below the value added.

Accounting for throughput should always be aimed at minimizing the time spent on the production of products, and, therefore, all elements of the order cycle within the production process that do not bring added value should be excluded or minimized so that the technological time would approach the duration of the production cycle. ...

Cycle time = Set-up time + Downtime +
Technological time+ Check time + Transport time

(Activities that add value are highlighted.)

The table below highlights the difference between throughput accounting (TA) and traditional product cost accounting.

In this note, TA has been considered in relation to manufacturing companies, but it has also been used quite successfully in service industries. For example, bandwidth accounting has been used to speed up customer credit checks and to reduce the costs associated with such checks. In one company, this process took a long time, often taking longer than a week to check, and thus delayed further activities. Prior to the introduction of TA, employees with higher qualifications for such a process were hired to make basic lending decisions, and this led to delays in making decisions on creditworthiness. Subsequently, the company empowered ordinary employees to make decisions in most cases, and only difficult cases were sent for permission to experts. This meant that decisions were made much faster, typically within 24 hours, and the cost of performing this function was reduced.

Oleg Severin, Head of Production Planning Department, JSC "Company UNIMILK"

The steady growth in the purchasing power of the population, observed in recent years in Russia, leads to an increase in the volume of consumption of goods and services. It would seem that this state of affairs should only please manufacturers. Meanwhile, many manufacturing enterprises at a certain stage in the planning process are faced with a shortage of production capacities required for the release of a particular product. Possible consequences - undersupply of products to the market during the expected period of shortages, the probable shortfall in profit and, as a result, a decrease in the profitability of the enterprise. How to avoid such problems without making significant investments in increasing production capacity?

In conditions of fierce competition, the incomplete development of the market potential by the organization will inevitably lead to the strengthening of the positions of competitors who will be able to satisfy the increased demand. This will definitely negatively affect the financial performance of the organization and lead to an increase in the market share of competitors. At the same time, investments in additional equipment, as a rule, require serious financial investments. Therefore, before implementing them, the management of the organization should determine the size of the expected increase in profits as a result of meeting additional demand, assess the amount of necessary investments in new equipment, and then calculate the payback of the investment project.

The results of the calculations may not be encouraging: the volume of unmet demand is not so great and the workload of additional equipment will be so low that the cost of purchasing it will clearly not be equivalent to the potential increase in profit from the sale of products manufactured on this equipment. At first glance, this is the case when, with all the desire to fully satisfy the demand, it is more profitable not to do this. However, there are ways to increase the existing production capacity without serious financial investments in the purchase of additional equipment. Often, their use is quite enough to cover the existing shortage of finished products.

So, our company for three months analyzed the operation of 8 units of similar equipment, producing identical products at domestic food industry enterprises. As a result of the analysis, it was found that the capacity of the equipment, achieved with the existing organization of production, varies at different enterprises from 2,100 tons / month. up to 3 750 t / month That is, the difference in the achieved capacity of identical equipment purchased from the same supplier is up to 56%. Such a significant difference is due to the different level of efficiency of the equipment, which is mostly a consequence of the irrational organization of both the production process and the labor of production personnel.

How to estimate power - actual and maximum

Naturally, before increasing the power of the equipment, it is necessary to determine how efficiently it works and what are the limits of increasing the efficiency of its operation.

Under the efficiency of the equipment understand the indicator of the volume of marketable products or work produced by specific equipment per unit of time. This means that the maximum efficiency of the equipment is achieved when the maximum possible volume of products of the proper quality is produced per unit of time (or when a given volume is produced in the shortest possible time). Actual equipment power with the existing organization of production. In turn, maximum equipment power- the maximum volume of products of a given assortment that can be produced by equipment per unit of time with the optimal organization of production.

The maximum capacity of the equipment is not a constant value - it is allowed to revise its level in the process of further optimization of the production process. The actual capacity can be equal to the maximum if high efficiency of the equipment is achieved and the production process is organized in an optimal way.

For example, if, as a result of the analysis of the operation of production lines, it is revealed that the actual capacity differs from the maximum by more than two times, this means that for the production of the same volume of products, enterprises where the efficiency of the equipment is high may require half as many pieces of equipment. than in an enterprise where such efficiency is significantly lower. Consequently, enterprises that pay due attention to achieving high efficiency of equipment operation have a real opportunity to save "on all fronts": they reduce the need for investments, save shop space, reduce labor costs, etc.

There are several methods for estimating the actual power.

Expert method. The essence of this method is to assess the capacity of the equipment by the competent personnel of the enterprise with experience in working with this equipment (production manager, chief engineer, chief technologist). The advantages of the expert method are simplicity and speed. Disadvantages - inaccuracy, subjectivity. There is a danger of deliberately underestimating the power in order to obtain lower plans and their early implementation.

Statistical method. When applied during periods when the equipment is considered fully loaded, production volumes are recorded and the average production volume is determined. The advantages of this method are, again, in simplicity and in the fact that the result is based on actually recorded data. Difficulty may be the need to determine the period when the equipment is considered fully loaded, because it is determined subjectively. It is possible that such a period will be absent altogether.

Calculation method. Its essence lies in the construction of an assumed "per minute" schedule for the release of the maximum amount of products achievable with the existing organization of production (see Fig. 1). This takes into account the speed of the equipment, planned downtime, estimated time lost due to unplanned downtime, etc. As a rule, the schedule is drawn up by the production manager or technologist. The advantages of this method are its objectivity; it is clear what constitutes the result obtained. Perhaps this is the most accurate way of assessing, provided that the correct input data are available. At the same time, the need for their presence can create problems in the application of this method. In addition, it requires a good knowledge of the organization of production.

Fig. 1 An example of a technological production schedule

Calculation method based on reporting on equipment performance. The essence of this method consists in analyzing the statistics of production reports on the operation of equipment, in which employees recorded all the actions carried out in the process of working on this equipment. Having collected statistics for a certain period, it is necessary to analyze how the production process actually took place, what exactly the production time was spent on. Using this data, it is easy to track the actual organization of the production process, and then calculate the actual capacity of the equipment. The advantages of the method: accuracy, objectivity, the use of actual data for calculations, complete clarity as to what constitutes the result obtained. An additional plus - the same reporting can later be used to solve other production tasks. Disadvantages of this method: it will take some time to implement the above-mentioned reporting on the operation of production equipment, to train production personnel (and the workload on staff will increase slightly).

There are also several methods for assessing the maximum power of equipment, and in their essence they are in many ways similar to the methods for assessing the actual power.

Expert method 1 consists in obtaining an opinion on the maximum power of the equipment from his supplier. It is often used before making a decision on the purchase of equipment to calculate the estimated load taking into account the planned sales / production volumes. The main advantage of this method is that the assessment is given by competent specialists who have a large amount of statistical data on the operation of the equipment supplied by them. The most significant drawback is due to the supplier's ignorance of the specifics of organizing production at a particular enterprise.

Expert Method 2 consists in a subjective assessment of the capabilities of the equipment by competent employees of the enterprise, having experience of working on this equipment, in the assumed conditions of the optimal organization of production. The advantages and disadvantages of this method are similar to those noted above when considering the method of the same name for assessing the actual power of the equipment. In addition, the disadvantages include the fact that the results of the assessment are often reduced to a simple reminder by employees of the maximum output during periods when the equipment was fully loaded, and the results of work are most successful.

Within the framework of statistical method the statistical data is studied and the periods are revealed when the volume of production was at its maximum and the equipment was fully loaded. Although, using this method, it is possible to identify the value of the maximum power, it does not allow determining the way to achieve it.

Calculation method involves the construction of a target "per minute" production schedule, but not reflecting the current organization of production, but taking into account the expected changes / improvements designed to contribute to the achievement of the optimal organization of production. The advantages and disadvantages are almost the same as those of the method of the same name for assessing the actual capacity of the equipment. But here it is still important to clearly understand the ways to achieve maximum power, on the basis of which the above-mentioned schedule is built (optimization of the duration and number of planned downtime, the possibility of increasing the speed of equipment, etc.).

Calculation method based on reporting on equipment performance assumes the availability and use of production records. It is in many ways similar to the method described above. On the basis of statistical data, it is necessary to identify the best results for the reporting period (maximum efficiency of the equipment), to determine what exactly made it possible to achieve these results, on the basis of which to build an optimal model of the organization of the production process, to calculate the capacity of the equipment when using this model. The advantages and disadvantages are the same as when calculating the actual power by the same method.

Determining the maximum capacity of the equipment is more difficult than the actual capacity, for obvious reasons. The actual capacity is calculated under the existing organization of production, and you only need to calculate the maximum possible volume of production without any expected changes. Determining the maximum capacity requires modeling the optimal organization of the production process, and achieving it implies working to introduce positive changes.

Of the above methods, the latter seems to be the most optimal - a calculation method based on reporting on the efficiency of equipment operation. It is this that we will consider in more detail below.

Time keeping loves

Equipment efficiency reporting is compiled for the purpose of detailed accounting of the use of production time. Systems for working with such daily reporting in one form or another have been introduced at the overwhelming majority of foreign manufacturing enterprises, and in their essence they differ little from each other. The material carrier of the report is a form filled in daily during a shift by an employee of the enterprise responsible for the operation of a specific piece of equipment. The report records all the actions carried out in the production process on this equipment. An example of a completed reporting form on the efficiency of equipment operation per shift (12 hours) is shown in Fig. 2.

Fig. 2. An example of filling out a report form on the efficiency of equipment operation per shift

The entire production cycle can be conditionally divided into 4 enlarged components:

- the operating time of the equipment (periods when the equipment produces products);

- planned downtime (periods in which the equipment does not produce products; these periods are technologically necessary and are always known in advance);

- unplanned downtime (periods when the equipment does not produce products due to sudden technical malfunctions or organizational problems);

- unoccupied time (during these periods there is no need to use equipment).

Information from paper forms can be transferred to information systems that simplify the analysis of the results.

The data reflected in the report can be used to:

- determination of the actual and maximum capacity of the equipment;

- assessment of the workload of production equipment (current, predicted);

- analysis of how the production time is used (the primary document about what happened to the equipment in the past);

- control of planned downtime, determination of standards for their duration;

- calculation of key indicators of production efficiency, comparison of work results for certain periods of time.

Looking for hidden reserves

How, based on the data recorded in the report on the operation of the equipment for the shift, it is possible to estimate the capacity of the equipment, it is best to consider an example. In this case, we will rely on the data indicated in the table in Fig. 2.

From the report on the efficiency of equipment operation per shift, the following data can be distinguished:

total analysis period (total shift time) - 720 minutes, of which:

equipment operating time (BP) - 490 minutes;

total planned downtime (PP) - 140 minutes;

total time of unscheduled downtime (VP) - 20 minutes;

unoccupied time (HB) - 70 minutes;

device speed (C) - 100 pcs / min;

products manufactured for the period - 49,000 pcs.

Working time (BP)- the time objectively required for the release of products. First of all, it is determined by the speed at which the equipment is operating. In our example, it took 490 minutes to produce 49,000 units. at a speed of 100 pcs / min. This time can be reduced only by increasing the speed of the equipment.

Planned downtime (PP)- the time spent on any actions due to the technological process or organization of production. Planned downtime is always predetermined, it is not a surprise. During planned downtime, products are not produced, therefore, in conditions of a shortage of production capacities, it is advisable to make efforts to reduce their total duration.

Unplanned downtime (UI)- time spent on elimination of unexpected technical malfunctions in the production process, lost due to uncoordinated actions of personnel, etc. The equipment does not produce products at this time, i.e. this time is not productive. Efforts should be made to reduce or eliminate unplanned downtime.

The more it is possible to reduce the duration of planned and unplanned downtime, the more time will remain for production and the more efficient the equipment will be.

Based on the data on the distribution of working time, it is possible to assess the efficiency of the equipment for a particular period. It is convenient to do this by calculating the conventional indicator "Productivity" (PR), which is one of the key indicators of production efficiency, which allows its constant monitoring. It is calculated using the formula:

, where:

BP - the minimum operating time required to release a given amount of products;

PP and VP - duration of planned and unplanned downtime, respectively.

In the given example, the indicator "Productivity" for the report per shift is:

.

The resulting value of the indicator should be interpreted as follows: of the entire period of working time (total time of the period minus non-working time), 75.4% was spent on production (working time), the remaining 24.7% was spent on various kinds of downtime. It is in the last component that one should look for reserves for a possible increase in productivity and an increase in equipment capacity.

Having established the actual value of the "Productivity" indicator, it is easy to calculate the actual capacity of the equipment. For this, it is recommended to determine the value of this indicator for a period of at least one month, because data on work during just one shift will not be representative for the specified purpose. The value of the indicator "Productivity" per shift is suitable for monitoring the efficiency of the equipment, but not for assessing its capacity.

The power (MCh) of equipment for a certain period can be easily calculated using the formula:

, where:

PR - the actual value of the indicator "Productivity";

ORP - the total time of the period for which it is required to estimate the capacity;

V is the speed of the equipment.

Let's calculate the daily capacity of the equipment based on the data given in the table in Fig. 2:

equipment operation speed (V) - 6,000 pcs / hour. (100 pieces / min. X 60 min.);

equipment productivity - 75.4%;

the period for which the power (ORP) is determined is 24 hours.

Thus, the actual power will be equal to:

In order to calculate the maximum capacity of the equipment, it is necessary to clearly plan improvements in the organization of the production process. Most often, they are aimed at reducing the duration of planned and unplanned downtime.

Suppose that in our example it is supposed to cancel the planned lunch break downtime by hiring additional staff to replace the lunchtime employees, and the duration of the car wash downtime is to be reduced from 50 to 30 minutes. thanks to the revision of the washing procedure. No other improvements have been made, as equipment studies have shown. Thus, the total duration of planned downtime (PP) would be 90 minutes rather than 140 minutes in this example.

So, calculations have shown that the planned improvements will increase productivity by 6.3% and increase the capacity of the equipment in such a way that it will produce 9,072 units of production per day more than at the actual capacity.

Benefits “cover” implementation difficulties

At various times, the author has been able to implement a working time recording system based on reporting on the efficiency of equipment operation at more than 25 domestic manufacturing enterprises. Almost at each of them, we had to face new difficulties, and the system needed some adaptation based on the characteristics of this or that enterprise. Therefore, we will describe the stages of the implementation process of this system and the typical problems that arise along the way.

First of all, it is necessary to enlist the support of the initiative to implement the accounting system by the company's management. Practice shows that in most cases, when insufficient attention is paid to an innovation, the system quickly loses its "working form" due to its lack of demand. Therefore, the benefits of its implementation and maintenance must be clearly communicated to the management of the organization. The obvious benefits are:

• the ability to determine the actual and maximum capacity of the equipment, to predict its workload;
• increasing the efficiency of the equipment, tracking its dynamics. The system allows you to constantly search for reserves for increasing capacity;
• monitoring and increasing the transparency of the production process, improving the labor discipline of production employees.

The financial costs of introducing such an accounting system are minimal, since the daily filling out of the forms is carried out by the same employees who are responsible for the operation of the equipment. It takes no more than 10 minutes to complete the report. per shift, which cannot significantly increase the workload on production personnel.

Once the support of the organization's management has been obtained, it makes sense to hold a short meeting with the involved production personnel. At the meeting, you need to explain what the system is, why it is being implemented and what exactly is required from the staff. This will ensure the involvement of employees in the process, improve the quality of filling in the primary reporting on paper. It should be emphasized that the system is not intended to control employees in order to catch them in poor performance, but in order to improve results by joint efforts. It is recommended to cancel the mandatory filling of pre-existing reports, the data from which duplicate the information reflected in the implemented reporting.

To process the data of primary reporting, an employee is usually appointed who will also perform analytical functions, monitor the regularity of its submission and the quality of filling. Such an employee compiles analytical materials based on reports in a form convenient for management, and also provides regular feedback to production personnel. To communicate the content of analytical materials (for example, on shifts in production volumes, the dynamics of the "Productivity" indicator, etc.), it is advisable to place information stands directly in the workshops.

It is useful to hold weekly meetings at which the results of the equipment operation for the week (the main reasons for downtime, the frequency and causes of equipment breakdowns, etc.) will be analyzed, followed by the development of measures to improve the organization of the production process.

To create a convenient reporting form designed to analyze the operation of machines and devices, the software of the standard MS-Office package is quite possible, the skills of working with which almost everyone currently has.

It should be noted that reporting on the efficiency of equipment operation has not yet found wide application in domestic manufacturing companies. When our group implemented a production time recording system sequentially at twenty-three enterprises of one Russian holding, it was discovered that only six of them had such reporting in a very curtailed form and was used only to control the work of the operators by the production manager. This suggests that insufficient attention is paid to the problem of increasing the efficiency of the equipment and increasing its capacity. With this approach, the enterprise will inevitably have difficulties in determining the actual and maximum power of machines and devices, the efficiency of work will increase slowly or will not grow at all. This, in turn, can lead to unreasonable financial costs for the purchase of additional equipment, which will also not achieve maximum efficiency.

Many of the listed problems can be avoided by implementing the system for recording production time discussed above, which, although not a panacea, can, despite its simplicity, bring quite real and tangible benefits to an enterprise. And above all, they will be expressed in the ability to manage production capacity of the enterprise taking into account the existing demand for the company's products.

Productive capacity. Production capacity calculations. Reserve capacities values

Justification of the potential and actual capabilities of an enterprise for the production of products, embedded in the means of labor, is the basis for the formation of its production program.

Production capacity is an indicator that reflects the maximum ability of an enterprise (division, association or industry) to implement the release of marketable products in natural sludge value units of measurement, referred to a certain period of time (shift, day, month, quarter, year).

The quantitative values ​​of production capacity are determined by the scientific and technical level of production technology, the nomenclature (assortment) and product quality, as well as the peculiarities of the organization of labor, the availability of energy, raw materials and labor resources, the level of labor organization, specialization and cooperation, the throughput of transport, storage and sales services. The instability of factors affecting the value of production capacity gives rise to the multiplicity of this indicator, therefore they are subject to periodic revision. In the practice of production management, there are several types of concepts that characterize production capacities: design, start-up, mastered, actual, planned, input and output by period, input, output, balance.

In general terms, production capacity can be defined as the maximum possible output in the corresponding period of time under the specified conditions for the use of equipment and production resources (areas, energy, raw materials, human labor). The leading factor influencing the production capacity and determining its name is equipment, that is, a means of changing the material component of the production process.

The simplest and most accurate measure of production capacity are natural units:

Production capacity is measured, as a rule, in the same units in which it is planned to manufacture these products in physical terms (tons, pieces, meters). For example, the production capacity of mining enterprises is determined in tons of mining, metallurgical enterprises - in tons of metal smelting and production of rolled products; machine-building plants - in pieces of manufactured machines; capacity of sugar factories and other food industry enterprises - in tons of raw materials processed into finished products.

For products with a wide assortment scale, production capacity can be expressed in conditional natural units. If an enterprise produces several types of different products, then production capacities are set for each type separately.

The more fully the production capacity is used in time, the more products are produced, the lower its cost, the shorter the time the manufacturer accumulates funds for reproducing products and improving the production system itself: replacing equipment and technologies, carrying out the reconstruction of production and organizational and technical innovations.

An increase in product output on existing equipment and production facilities through automation and other means of intensifying technological processes reduces the need for new capital investments, causes a decrease in operating costs, saves raw materials, and improves the environmental safety of production.

The design production capacity is determined in the process of designing production and reflects its capabilities for the conditions of the enterprise functioning adopted in the project. The power actually achieved for sustainable operation is called the developed power. Depending on the development and the current state of production, the production capacity acquires its specific values ​​for the period of production start-up (starting), which actually developed with current fluctuations in demand for products (actual) or in the calculations of production volumes of products (planned).

During each planning period, production capacity may change. The longer the planned period, the higher the likelihood of such changes. The main reasons for the changes are:

installation of new pieces of equipment, instead of obsolete or emergency;

depreciation of equipment;

commissioning of new capacities;

a change in the performance of equipment due to the intensification of its operating mode or in connection with a change in the quality of raw materials, the life of the catalyst, adsorbents, purifiers, changes in anti-corrosion protection, etc.

equipment modernization (replacement of units, blocks, grippers, transport elements, etc.);

changes in the structure of raw materials, the composition of raw materials or semi-finished products, methods of selecting fractions, methods of heat exchange, dosing, calibration, etc.;

the duration of the equipment operation during the planned period, taking into account stops for repairs, preventive maintenance, technological breaks;

specialization of production;

equipment operation mode (cyclical, continuous);

organization of repairs and routine maintenance.

The increase in production capacity, which is achieved through technical re-equipment and improvement of the organization of the production process, is essential. The production capacity at the beginning of the period, usually a year, is called the input, and at the end of the period (year) - the output production capacity.

In view of the fact that part of the equipment can be removed from the operating mode during the operating period, for example, for overhaul or dismantling, or vice versa is introduced, they are accordingly taken into account in planned calculations as input, output or average for the period (average annual, for example ) productive capacity.

The balance production capacity corresponds in its quantitative measure to the conditions of conjugation of units of equipment of different capacity, coupled in a single technological process. An important requirement is the balance of all types of capacities of the production cycle equipment. The balance power does not always correspond to the optimal values ​​of the equipment.

The determination of specific values ​​of production capacity is carried out for each production unit (site, workshop, enterprise, industry), taking into account the planned activities. According to the capacity of the leading group of equipment, the production capacity of the section is established, according to the leading section - the production capacity of the shop, according to the leading shop - the production capacity of the enterprise. When setting production capacity, managers develop measures to "unlock" bottlenecks in order to achieve the best balance of production capacities of the enterprise's production structures, including by means of sequential-parallel processing stages and a variety of products (products).

The sum of the production capacity of individual enterprises for the same type of product is the production capacity of the industry.

For a market economy, when the activities of enterprises are focused on meeting the demand for types of products and taking into account the requirements (interests) of consumers, the planned production capacity is determined based on the portfolio of orders of the enterprise, forecasts of consumer demand.

Production capacity calculations are based on information about the status of the installed equipment. In this case, it is necessary to be guided by the following provisions:

in the calculations, all available equipment of the site (workshop, enterprise) is taken, with the exception of the reserve;

in the calculations, the effective maximum possible fund of equipment operation time is assumed for a given shift regime;

in the calculations, advanced technical standards of equipment productivity, labor intensity of products, norms of output from raw materials are taken;

in the calculations, the most advanced methods of organizing production and comparable meters of equipment operation and power balance are taken;

when calculating production capacities for the planned period, it is necessary to proceed from the possibility of ensuring their full utilization. But at the same time, the necessary reserves of capacities must be provided, which is important in a market economy for a quick response to changes in commodity market demand;

when calculating the value of power, equipment downtime is not taken into account, which may be caused by shortages of labor, raw materials, fuel, electricity or organizational problems, as well as loss of time associated with the elimination of product defects.

Machines and apparatus of the same technological purpose, used for the production of homogeneous products, may have a common natural measure of productivity - a unit of the product for the manufacture of which they are intended. For dissimilar devices, it can be difficult to find a common natural performance meter.

As parameters for measuring production capacity, the same units are used as for accounting and planning of production. For example, for sulfuric acid - tons of monohydrate, for caustic soda - tons of soda in terms of 100% alkali, for the stamping department - thousands of pieces of products.

To calculate the production capacity of a production unit (workshop), it is necessary to recalculate the performance of individual devices into units of the final product produced by the production unit (workshop). The recalculation is carried out on the basis of the planned consumption rates of semi-finished products per unit of finished products.

The basis for calculating the production capacity is taken as design or technical (passport) norms of equipment productivity and technically justified norms of time (output). When the established norms are surpassed by the leaders of production, then the calculation of capacity is made according to the advanced achieved norms, taking into account the sustainable achievements of the foremost workers.

The duration of stops for scheduled repairs (current, medium and major) is calculated according to the advanced norms of time spent on repairs achieved by the best teams (taking into account the increase in overhaul periods by improving the quality of repairs and improving the operation of equipment); the duration of repairs should not exceed the time standards provided for and approved for this equipment.

The time required for the overhaul of equipment with an overhaul cycle of more than one year is taken into account when calculating the capacity only of the year when this repair is performed.

In industries where equipment stops are inevitable (for cleaning, switching from one product to another, catalyst overload, etc.), which cannot be combined with downtime for repairs, the duration of these stops should be taken into account when calculating the extensive equipment load. The time spent on technological stops are established in accordance with the norms in the technological regulations or operating rules.

In practice, the calculated fund of working time of production equipment operating in discontinuous mode is called the available fund, or nominal.

The annual fund of working time for workshops and industries operating continuously is calculated based on the calendar number of days in a year, minus the time for repairs and technological stops of the units. For workshops and factories operating intermittently, the annual fund of working time is determined on the basis of the calendar number of days in a year minus weekends and holidays. The time for repairs, which is carried out during working hours, is excluded from the received fund of time.

The design productivity of the equipment should not be lower than that achieved by the production leaders, exceeding the passport or design standards. When determining the intensive load of equipment, the choice of a unit of time depends on the nature of the flow of production processes. For equipment of round-the-clock, continuous operation, a day can be taken as a unit of time, since there are no regulated downtime within a day; for machines and apparatus of periodic action, an hour of work or the duration of an operation, a cycle (apparatus turnover) is taken as a unit.

To determine the production capacity, it is important to group devices according to their importance in the output of products.

Apparatus, units of shops of a chemical enterprise, for example, are divided into the following groups:

the main, or leading, production apparatus in which chemical, electrochemical, mechanical or other technological processes are carried out (apparatus and machines for gas separation, for gas purification, distillation and rectification; chemical furnaces; compressors; equipment for mixing and stirring, etc.) ;

devices performing preparatory functions (machines for crushing, grinding, etc.);

auxiliary production apparatus (apparatus for transporting raw materials, materials and semi-finished products; pumps, fans, exhausters; power plants; generators, motors, transformers, etc.).

The production capacity is determined by the capacity of the leading workshops, units or sections. Leading workshops, sections or units are understood as those where the main and most massive technological operations for the manufacture of finished (main) products are carried out and in which the predominant part of the equipment is concentrated. In ferrous metallurgy, these are blast-furnace, open-hearth, steel-making shops or furnaces, in non-ferrous - electrolysis baths, in textile - spinning and weaving, in machine-building plants - mechanical and assembly shops.

When calculating the production capacity of an enterprise at the beginning of the planned year, all installed equipment should be taken into account, regardless of its condition (it is active or inactive due to its malfunction, is under repair, adjustment, in reserve, under reconstruction or conservation, idle due to lack of raw materials, materials, energy, as well as mounted, if commissioning is provided for in the plan, etc.). Reserve equipment intended to replace the repaired one is not taken into account when calculating the capacity.

When new capacities are commissioned according to capital construction plans and their development, it is envisaged that their operation will begin in the next quarter after commissioning.

To calculate the production capacity, the following input data are used:

a list of production equipment and its quantity by type;

modes of use of equipment and use of areas;

progressive norms of equipment productivity and labor intensity of products;

qualification of workers;

the outlined nomenclature and range of products, directly affecting the labor intensity of products with a given composition of equipment.

If the productivity of the equipment is known, then the production capacity is determined as the product of the passport productivity of the equipment per unit of time and the planned fund of its operation (Teff):

M = Tef * a * H,

where Tef is the effective work fund of a piece of equipment, hour; a - the number of devices of the same type, machines, units installed in the department (site, workshop); H is the hourly rate of productivity of a piece of equipment according to the manufacturer's passport, expressed in the final product (t / hour, m3 / hour, m2 / hour, etc.).

If it is known that, in fact, more products are removed from the equipment than is determined by the passport, then a technically justified rate of productivity determined by production workers must be used in the calculation of capacity.

The effective fund of the working time of the equipment is determined depending on the operating mode of the site (department, workshop).

If the production works in a continuous mode (around the clock, without stopping on holidays and weekends), then the effective fund is calculated as follows:

Tnef = Tkal * TPPR - Ttechn,

where Tkal is the calendar fund (duration of a year, 365 days or 8760 hours); TPPR - downtime in scheduled preventive maintenance, per hour; Тtechn - equipment downtime for technological reasons (loading, unloading, cleaning, flushing, blowing, etc.) per hour.

In a continuous production process, the maximum possible fund of equipment operation time is equal to the product of calendar days and 24 hours per day

In discontinuous production, the disposable fund of equipment time is calculated (in practice, it is called nominal).

Let us explain what is meant by the available equipment time fund.

The calendar, or maximum possible, fund is the initial value in accounting for the operating time and inactivity of the equipment. Each enterprise has a certain operating mode (the number of working days and days off, the number of shifts and their duration). Therefore, not the entire calendar fund can be used for production purposes. If we exclude part of the working time between shifts and the time of non-working days from the calendar fund of time, then we will get the regime fund of time. For example, for one machine, the calendar fund of time for the year is: 24 (365 = 8760 machine-hours. For a set of machines, the fund of time (calendar, mode) is equal to the product of the time fund of one machine by the number of machines.

The disposable fund receives an exception from the regime fund of the time spent on scheduled repairs and the time spent on finding equipment in reserve.

When production is operating in a periodic mode (with stops for holidays and weekends), the effective fund is calculated on the basis of the operating time fund:

Tpef = Trezh (TPPR (Ttechn,

where Trezh = Tkal (Tvd (Tpd; Tvd, Tpd - time on weekends and holidays.

The operating time fund is determined taking into account the number of work shifts per day and the duration of the shifts. For example, with a 2-shift production with a shift duration of 8 hours, we have:

Trezh = (365 (52 (52 (8 (7) (2 (8 + 7) (2 (7 = 4034 hours,

where 52 and 52 are the number of Sundays and Saturdays days off; 8 - the number of holidays; 7 - the number of holidays. The duration of pre-holiday working days with a 40-hour work week is reduced by one hour.

TPPR - is determined according to the schedule of planned preventive maintenance of the enterprise, formed by the service of the chief mechanic. In the absence of a schedule, the amount of downtime can be calculated using repair standards used in industry practice;

Тtechn - are determined according to the data of technological regulations of production, which indicate the types of downtime, their duration and cyclicality.

In batch production and in continuous production with periodically operating equipment, the capacity is determined by the formula:

where Tef is the effective time fund of a piece of equipment, hour; ТЦ - time of the production cycle of equipment operation, hour; Зс - volume of loading of raw materials for one cycle; bgp is the output of finished products from a unit of raw materials; a - the number of devices of the same type, machines, units installed in the department (workshop).

In the conditions of diversified production, the production capacity is determined as a quotient from dividing the fund of equipment operation time by the labor intensity of a set of products (parts) manufactured on this equipment:

where is the labor intensity of a set of products, including a - types.

Input and output production capacity is calculated annually according to industry statistics, as an external competitive characteristic of equipment. To determine the compliance of the production program with the available capacity, the average annual production capacity of the enterprise (Msg) is calculated. With a uniform increase in capacity throughout the year, its average annual value is determined as the half-sum of the input (Мвх) and output (Мвх) power:

In other cases, the average annual capacity (Msg), taking into account the input of new equipment and the withdrawal of obsolete equipment, is calculated as follows:

where Mng is the capacity at the beginning of the year; Мвв - new capacities to be commissioned; Tv - the number of months of operation of the commissioned facilities; Мвв - power output; Mo - an increase in power due to office and technical measures; Tvyv - the number of months when the output power will not work; That is the number of months of work after the implementation of the event; 12 is the number of months.

The presence of reserve production capacity is due to the need to periodically stop some of the equipment to carry out repair and routine (preventive) work, as well as to regulate the volume of production. The most optimal equipment loads, as a rule, are in the range of 80-90% of their maximum values.

Methodology for calculating production capacity in continuous chemical industries

The power of continuous apparatuses operating at chemical plants is calculated on the basis of the technical standards for the use of equipment in time and the intensity of the equipment operation.

General formula for calculating production capacity (M):

M = a * (T - To) * b,

where a is the number of homogeneous devices (machines); T - calendar time, hour; To - regulated stops of one apparatus (machine), hour; b - productivity of one apparatus (machine) per hour.

The number of machine and machine hours Tmch, which must be used per year, is calculated by the formula

Tmch = (T - To) * a.

When determining the fund of working time (or the number of equipment-days of work in the planned year), equipment downtime due to current and major repairs, as well as technological shutdowns, may be envisaged, as indicated above.

Let us assume that there are five apparatus installed in the workshop; in the planned year, it is planned to stop the shop for 10 days (in connection with the repair of communications) and the time for current and major repairs and technological stops of one apparatus is 504 hours, or 21 days (504/24). The working time fund will be (365 - 21) * 5 = 1720 apparatus-days. (Repair of equipment coincides with repair of communications. Therefore, 10 days are not included in the calculation).

After determining the number of apparatus-days of the planned period, the amount of raw materials entering the processing is calculated. The calculation can be carried out per unit of time (hour, day).

If the intensity indicator is defined as the amount of raw materials supplied to the apparatus per unit of reaction volume per unit of time, then to calculate the power, it is necessary to take into account the output from a unit of raw materials, or the consumption coefficient.

The production capacity (M) of continuous devices can be calculated by the formulas:

M = (T - To) * a * A * Ini * Bn,

where L is the useful volume or area of ​​the apparatus; Ini is the normative amount of raw materials per unit of volume or area of ​​the i-th apparatus per hour; VP - coefficient of output of finished products from raw materials; рк - consumption coefficient.

If the performance indicator is determined in units of finished products (the volume of production from one cubic meter of volume per day), the capacity of the continuous apparatus for the planned period will be:

M = (T - To) * a * A * In,

where Ip is the amount of finished products per unit volume.

For continuous processes, you can use the following formula:

M = (T - To) * a * V * C * 106 * Bn,

where V is the space velocity, m3 / h; С * 106 - concentration per ton of substance in the apparatus.

Methodology for calculating the production capacity of batch equipment (general calculation scheme)

The power of batch machines depends on the number of revolutions, or cycles, for a given phase of production, the amount of raw materials consumed in one revolution or cycle, and the output of finished products from a unit of raw materials.

The duration of the cycle, or turnover, includes the time spent on performing all operations, from turning on the apparatus and loading raw materials and ending with unloading the finished product. At the same time, for operations proceeding simultaneously, the combined time expenditures should not be included in the cycle duration.

The production cycle usually consists of technological time and service time spent on performing auxiliary operations. To reduce the technological time, it is necessary to improve the production regulations. Reduction of the service time is planned on the basis of the development of organizational and technical measures aimed, in particular, at combining the service time with the technological time.

The power of this type of equipment of periodic action is calculated by the floor formula:

where Inj is the amount of raw materials consumed in one j-th cycle; VP - planned output of products from a unit of raw materials; ТЦ - duration of one cycle (turnover), hour.

When several types of raw materials are loaded into the apparatus, the yield is determined by the main raw materials and a coefficient is introduced into the formula characterizing the ratio of the weight of this main raw material to the weight of the total charge.

The capacity of batch equipment can also be determined based on the planned rate of intensity (or productivity), expressed in units of finished products.

The productivity of the equipment in units of finished products is equal to:

Thus, the power can be expressed by the formula

M = (T - To) * a * In * L.

Power indicators of apparatus-assemblies, expressed in units of products manufactured by the workshop, and arranged in sequential order on the diagram according to the passage of the production process, are called the power profile of the workshop. Drawing up such a profile allows you to visually identify "bottlenecks", the elimination of which will make it possible to increase production.

Based on the profile data, the capacity of the workshop is calculated. Let us give an example of calculating the capacity of an ammonia shop under conditions of a stepped work schedule during the planned year (Table 3).

Based on the given data, we calculate the capacity of the workshop. From table. it follows that due to repairs, not all installed units will operate simultaneously during the year, as indicated in columns 9, 10 and 11. The units will be repaired in turn. With the established duration of repairs and the hourly productivity of the units, it turns out that the synthesis units will have the lowest productivity - 15 t / h of ammonia. This unit is one of the main ones.

The repair of four ammonia synthesis units will take 28 days (7 * 4), and during this period the capacity of the shop will be 15 t / h. The next limitation arises from the repair of cleaning units; productivity 16 t / h. The repair of the purification units will take 60 days (10 * 6). Therefore, in the next 32 days (60 - 28), the productivity of the entire workshop cannot be higher than 16 t / h, although the capacity of synthesis units after repair increases to 20 t / h. ... Further, 36 days (96 - 60) will be limited by compressors, the repair of which will take 96 days (24 * 4) and the minimum capacity of which is 16.5 t / h of ammonia. After the compressors, it is the turn of the air separation units to be repaired. This repair will take 205 days (41 * 5), so in the next 109 days (205 - 96) it will be possible to produce only 18 t / h of ammonia.

In the remaining 155 days (360 - 205), the capacity of the workshop is limited by the operation of the cleaning units, the productivity of which during the operation of all units is the lowest - 19.2 t / h.

Consequently, the annual capacity of the workshop will be

(15 * 28 + 16 * 32 + 16.6 * 36 + 18 * 109 + 19.2 * 155) * 24 = 155 136 t

So, the actual hourly productivity is 18 t / h with the minimum productivity of one of the units (cleaning) 19.2 t / h. The example shows the need for the production and installation of such equipment, for which the timing of the overhaul cycle would coincide or, at least, would be close. Fulfillment of this requirement will significantly increase product removal and reduce operating costs arising from underutilization of production capacity.

Obviously, not only will the specific capital investments per unit of output decrease, but also the capital productivity and labor productivity will increase.

Tab. Calculation of the production capacity of an ammonia plant (Example)

Note.

gr. 4 = 360 days - gr. 3;

gr. 8 = gr. 2 * gr. 5;

gr. 10 = 360 days - gr. 7;

gr. 11 = gr. 2 * gr. nine;

gr. 12 = gr. 2 * gr. 4 * 24;

gr. 13 = gr. 4 * 24 * gr. eight.

Consider simplified examples of calculating production capacity for enterprises in other industries.

In the workshop of the machine-building plant there are three groups of machines: grinding - 5 units, planing - 11 units, revolving - 15 units. The standard time for processing a unit of product in each group of machines, respectively: 0.5 hour; 1.1 hours; 1.5 hours

Determine the production capacity of the workshop, if it is known that the mode is two-shift, the duration of the shift is 8 hours; regulated downtime of equipment is 7% of the operating time fund, the number of working days per year is 255.

The weaving factory operates in two shifts, the number of weaving looms at the beginning of the year is 500. Since April 1, 60 looms have been installed, and on August 1, 50 looms have been removed. The number of working days per year is 260, the planned percentage of downtime for the repair of the machine is 5%, the productivity of one machine is 4 m of fabric per hour, the production plan is 7,500 thousand m.

Calculate the fabric production capacity and utilization rate.

Determine the production capacity of the workshop and the power utilization factor under the following conditions: the number of machines of the same type in the workshop is 100 units, since November 1, 30 more units have been installed, since May 1, 6 units have been removed, the number of working days per year is 258, the operating mode is two-shift, shift duration - 8 hours, regulated percentage of downtime for equipment repair - 6% productivity of one machine - 5 parts per hour; production plan for the year - 1,700,000 parts.

Bibliography

For the preparation of this work were used materials from the site

1. Method of calculating two-part tariff

2. An example of calculating the economic efficiency of a power plant at a two-rate tariff

1. Different power plants have different costs for generating electricity and maintaining their installed capacity. It depends on the type of power plant (TPP, HPP or NPP), the type of fuel of the TPP (coal, gas, fuel oil), the unit capacity of power units (boilers and turbines), the composition of the power plant equipment, and other factors. However, for all power plants, regardless of their type, costs can be conditionally divided into fixed and variable costs.

Permanent the costs do not depend on whether the power plant is generating electricity or standing idle without load. Fixed costs include the costs of maintaining administration, industrial personnel, buildings and structures, as well as deductions for depreciation of production equipment, maintenance and repair costs of equipment, property tax, land payments, costs of servicing debt capital and shareholder income.

Variables Costs primarily include fuel costs for generating electricity and other minor costs that only occur when the power plant is generating electricity.

The ratio of fixed and variable costs depends mainly on the type of power plant. So, at TPPs, the main costs go to the purchase of fuel and make up 65–70% of all costs at TPPs. HPPs, on the other hand, have low variable costs, accounting for about 5% of all costs, and high fixed costs, due to the high cost of hydraulic structures.

It is the division of costs into fixed and variable costs that forms the basis for calculating two-rate tariffs (separately for power and electricity). In this case, the calculation of the capacity tariff is based on fixed costs, and the electricity tariff is based on variable costs.

Any power plant that sells its capacity and electricity must compensate its costs through its tariffs and additionally receive profit. Therefore, the tariff is fully calculated as a component of the following two main components: costs (prime cost) and profit.

1. The tariff for the capacity supplied by the power plant to the wholesale or consumer market per month is determined as follows:

where - constant annual costs of maintaining the installed capacity of the power plant;

P M is the power plant profit attributed to capacity;

R UST is the installed capacity of the power plant.

The power tariff for the consumer is determined by the formula:

,

where P application. max - the average monthly maximum load declared by the consumer.

The value of the average monthly maximum load declared by the consumer is indicated in the power supply contract signed between the power plant and the consumer.

The consumer's capacity tariff is always higher than the power plant's capacity tariff by as many times as the installed capacity of the power plant R UST exceeds the maximum load declared by the consumer R application. Max. It follows from this that in its capacity tariff, the power plant pre-sets the costs of maintaining its entire installed capacity, and not only the capacity that the consumer needs and which is declared by the consumer in the contract. At the same time, the tariff for the consumer is constantly overstated. This is the disadvantage of the method used for calculating the capacity tariff.

Additionally, the consumer's tariff increases by the value of power losses during its transmission through the power transmission line from the power plant to the consumer. However, the power losses are of an objective nature, and compensation in the tariff for the costs of replacing power losses is fully justified.

2. The tariff for electricity sold by the power plant to the consumer market is estimated by the expression:

,

where З fuel - fuel costs;

- profit attributable to electricity;

- the amount of annual electricity supplied by the power plant to the market.

The electricity tariff for the consumer is determined by the formula:

where is the amount of consumed electricity (calculated for 1 year). The amount of electricity consumed is indicated in the contract concluded between the power plant and the consumer.

The consumer's electricity tariff is always higher than the electricity tariff at the power plant for the value of electricity losses during transmission through power lines, determined by the ratio E OTP / E POTR.

Let's determine the profit of the power plant. As a result of its economic activities (sale of capacity and electricity), the power plant will receive the following revenue (marketable output):

TP = = P application. max +.

The total costs incurred by the power plant for maintaining capacity and generating electricity are determined by the formula:

З = b UD · Ts · E OTP +,

where b UD – specific fuel consumption for electricity supply;

C - fuel price;

- specific fixed annual costs of operating the installed capacity.

The first term of costs is variable (fuel) costs, and the second term is fixed costs (for maintaining the power of the power plant).

The profit of an economic organization (power plant) is established as the difference between the proceeds received from the sale of products and the full costs incurred for the production of these products, i.e.

P = TP - Z.

2. Contents of the assignment.

In accordance with the initial data presented in the table and the methods for calculating tariffs and profits described above, the following calculations must be performed.

1. Estimate the planned and actual (separately for capacity and for electricity) tariffs for the power plant.

2. Determine the planned and actual tariffs for capacity and electricity for consumers.

4. Analyze the possible volumes of additional sales of capacity and electricity and tariffs to the neighboring energy system (to the wholesale market).

5. Estimate the marginal minimum tariff for electricity at which the sale of capacity and electricity to the neighboring energy system (to the wholesale market) will still be profitable.

Table Technical and economic indicators of the power plant operation at a two-rate tariff (separately for capacity and electricity)

Initial data. The power plant with an installed capacity of 200 MW is part of the regional AO-energo and operates on the consumer market of capacity and electricity. Tariffs are calculated separately for capacity and electricity. The procedure for the approval of tariffs consists in the fact that the power plant submits the tariffs proposed by it for their approval by the REC. After the analysis, these tariffs are adjusted (as a rule, in the direction of their reduction) and approved by the REC for the purpose of their further use by the power plant in its settlement with consumers.

It should be noted that the profit that the power plant receives is also approved by the REC. State regulation of tariffs also includes regulation of the profit of an economic entity. This is because an increase in profit leads to an increase in the tariff. In this example, the profit of the power plant is set in absolute units (thousand rubles).

After the power plant fully supplies its consumers with capacity and electricity (consumers located on the territory of its AO-energo), it has the right to sell its surplus products (electricity and capacity) outside its AO-energo (to the wholesale market). Tariffs for the sale of capacity and electricity outside the AO-energo are set by the power plant itself. However, at the same time, the tariffs should not exceed the tariffs approved by the REC for its own consumers, but they may be lower than the tariffs approved by the REC. The technical and economic indicators of the power plant are shown in the table.

Determination of planned tariffs for capacity and electricity.

The planned price of coal fuel in conventional terms is equal to

Ts ug.pl.us. = C ang.pl / k pl = 150 / 0.50 = 300 rubles / t c.f.

The planned tariff for the capacity supplied by the power plant to the retail market is estimated as

Thousand. RUB / (MW month)

The planned tariff for electricity supplied by the power plant to the retail market is

The planned tariff for capacity at the consumer is determined by the expression

thousand rubles / (MW month)

As can be seen from the calculations, the consumer's planned tariff is higher than the planned tariff for capacity directly at the power plant due to the increase in the installed capacity of the power plant over the capacity declared by the consumer.

Planned tariff for electricity at the consumer

rub / (MWh)

The planned tariff for electricity at the consumer is higher than the planned tariff for electricity supplied by the power plant to the power grid, due to a decrease in the volume of electricity at the consumer in comparison with the amount supplied by the power plant due to electricity losses during the transmission of electricity from the power plant to the consumer through the power grids.

Determination of actual tariffs for capacity and electricity.

The actual price of coal fuel, taken in imputed terms, is

18.7 150 12 + 135.6 1000 = 169260 thousand rubles.

Actual costs (cost price)

Z f = SEB f = b UD f · C y.f.us · E ot f + = 320 · 333 · 1200 · 10 –3 + 140 · 200 =

155872 thousand rubles,

The actual profit of the power plant

P f = TP f - SEB f = 169260 - 155872 = 13388 thousand rubles.

Actual profitability

R f = P f / SEB f = 13388/155872 = 8.6%

Thus, the actual profitability of the power plant has dropped significantly against its planned value as a result of the impact of several factors, which, in particular, include a decrease in actual tariffs against their planned values, an increase in the price of coal fuel, etc.