3. Increasing the efficiency of managing capital invested in the property of the Caucasian locomotive depot
Reserves for increasing capital productivity are associated with the mobilization of both extensive factors - increasing the useful life of machines, and intensive factors - increasing equipment productivity per unit of time.
The main factor in increasing the efficiency of using capital invested in property (fixed and working capital) is their renewal and technical improvement. The implementation of NTP achievements increases the level of mechanization and automation of production, increases worker productivity, helps save material costs, improves production culture and safety.
Significant reserves are found in increasing the operating time of machines and mechanisms. The main reasons for whole-shift and whole-day downtime of equipment are repairs, malfunctions and adjustments, as well as organizational problems: lack of materials, workpieces, tools, energy, etc. The system of reserves for improving the use of capital invested in the property (fixed assets) of the enterprise can be presented as follows.
1 Technical improvement of labor tools:
Technical re-equipment based on integrated automation and flexible production systems;
Replacement of outdated equipment, modernization of equipment;
Elimination of bottlenecks and imbalances in the production capacity of the enterprise;
Mechanization of auxiliary and service industries;
Introduction of advanced special equipment technology;
Development of invention and rationalization.
2 Increased operating time of machines and equipment;
Liquidation of idle equipment (renting, leasing, selling, etc.);
Reducing equipment repair time;
Reduced downtime: whole-shift and intra-shift.
3 Improving the organization and management of production:
Acceleration of achievement of design productivity of newly introduced production systems;
Introduction of scientific organization of labor and production;
Improving the provision of material and technical resources;
Improving computer-based production management;
Development of material incentives for workers that contribute to increasing production efficiency.
Figure 3.1 shows directions and ways to improve the use of the property of the Kavkazskaya locomotive depot.
The main directions for improving the use of locomotive depot property in this graduation project are:
Changes in the servicing of locomotive crews in freight and passenger traffic;
Partial technical re-equipment of locomotive repair shops.
To increase labor productivity, it is proposed to lengthen the service arms of locomotive crews. For example, it is proposed to run trains in freight traffic on the sections Kavkazskaya-Tikhoretskaya-Kotelnikov, 345 km (up to 6 pairs per day), Kavkazskaya-Tikhoretskaya-Krymskaya, 222 km (up to 6 pairs per day), Kavkazskaya-Tikhoretskaya-Goryachiy Klyuch, 201 km (up to 3 trains per day), Kavkazskaya-Tikhoretskaya-Belorechenskaya, 232 km (up to 3 trains per day). The introduction of new service steps will allow for more efficient use of locomotives, as the average daily productivity of a locomotive will increase.
Thus, with the introduction of new service areas, an increase in such an indicator as the volume of transportation work is predicted. If the number of locomotive crew personnel remains at the 2007 level, the average daily locomotive productivity will be 1213.4 thousand gross ton-km, which is 7% higher than the average daily locomotive productivity level in 2007.
To improve the technology of repair and operation of locomotives based on the introduction of advanced, resource-saving and information technologies, a project has been developed at the Caucasus Locomotive Depot to bring the technical equipment of the depot to the level of a basic repair enterprise.
The introduction of the necessary equipment into the depot and the replacement of existing and outdated ones will allow:
Reduce manual labor in labor-intensive operations;
Improve the quality of depot repairs of locomotives;
Use production space more efficiently;
Repair locomotives with better quality characteristics.
The project is proposed to be developed taking into account the achieved level of technical equipment of the locomotive depot, the introduction of best practices and advanced resource-saving technologies for the repair and restoration of the locomotive and its components.
For each equipment proposed for implementation, a brief description is given and the effect that can be achieved, that is, the rationale for the implementation of this particular equipment.
A trolley washing machine to replace the outdated one will improve the quality and increase productivity in the operations of cleaning and washing trolleys. Its economic effect will be 197 thousand rubles and the payback period will be 6.1 years.
The M6056 screw-cutting lathe, replacing the outdated one, will improve quality, increase labor productivity and eliminate machine downtime for repairs. The economic effect will be 124.8 thousand rubles, the payback period will be 3.9 years.
An overhead crane with a lifting capacity of 10 tons will improve the quality of repairs, increase labor productivity and eliminate downtime of the existing crane for repairs. The economic effect will be 140 thousand rubles, the payback period will be 10 years.
A 4-sided woodworking machine will improve the quality of repairs, increase labor productivity and eliminate downtime for repairs. The economic effect will be 390 thousand rubles, the payback period will be 1.8 years.
Production line for repairing Robocon bearings. The introduction of the line will improve the quality of repairs and increase labor productivity. The economic effect will be 440 thousand rubles, the payback period will be 4.5 years.
The introduction of a washing machine for washing brake valves in a repair shop will reduce the cost of labor and materials for cleaning, improve the quality of cleaning, and increase labor productivity. The economic effect will be 67.6 thousand rubles, the payback period for implementation is 4.4 years.
Installation for dry cleaning of wheel sets. Will free up manual labor. Will increase productivity. The effect of implementing 409 thousand rubles, the payback period will be 1.3 years.
A beam crane with a lifting capacity of 3 tons will increase labor productivity and eliminate downtime for repairs. The economic effect will be 65.8 thousand rubles, the payback period will be 6.4 years.
The air collector is necessary for the operation of the depot's technological equipment; replacement will avoid the cost of a special examination and eliminate malfunctions of computer stands. The economic effect will be 18 thousand rubles, the payback period will be 5.8 years.
The oxygen installation will reduce the cost of purchasing gaseous oxygen for gas welding and gas cutting operations. The economic effect will be 574 thousand rubles, the payback period will be 1 year.
A bearing washing machine will increase labor productivity and eliminate downtime for repairs. The economic effect will be 169 thousand rubles, the payback period will be 3.8 years.
A horizontal milling machine will increase labor productivity. The economic effect will be 69.5 thousand rubles, the payback period will be 9.3 years.
A device for processing inner and outer rings and rollers of bearings will increase labor productivity. The economic effect will be 670 thousand rubles, the payback period will be 0.6 years.
All final values according to the calculations of the economic justification for the introduction of technological equipment in the locomotive depot are given in Table 3.1.
The introduction and updating of equipment will improve the quality and quantity of locomotives being repaired to 1,177 units, which will lead to an increase in the volume of repairs in 2008 by 5% compared to 2007.
Let us calculate the economic effect of introducing a washing machine for washing the brake valves of a locomotive.
Currently, brake fittings are cleaned manually with metal brushes; such cleaning does not provide the required quality, in addition, manual cleaning takes longer than with a new installation.
The economic effect is determined by the formula:
E = ((C 1 + E n K 1) – (C 2 + E n K 2)) A g - S amor, (3.1)
Where C 1 is the cost before implementation;
C 2 – cost after implementation;
E n - standard coefficient of efficiency of capital investments
K 1 – specific capital investments in production assets before the implementation of K 1 = 0;
With amor - depreciation charges for the year, With amor = 30,000 rubles;
K 2 – specific capital investments in production assets after the implementation of K 2 = 1.52;
A g is the maximum annual washing program for a washing machine of this type, A g = 19,760 parts.
C 1 = (T 1 K pr K tar.st. Ksn. K zam.) + C pr, (3.2)
where T 1 (hour) – cleaning time of 1 part = 0.12;
Ksn - coefficient of deductions for social needs Ksn = 1.267;
Kpr = 1.5;
C 1 =(0.12 1.5 21.111 1.267) + (5.18 0.5) = 7.77 rubles
We determine the cost after implementing the technology:
C 2 = (T 2 K pr K tar.st. K sn K zam.) + C pr, (3.3)
where T 2 (hour) – time of washing one part = 0.04;
To Tar.st. - hourly tariff rate for a 5th category mechanic = 21.111;
Kpr - coefficient taking into account the length of service and bonus of a 5th category mechanic
C pr. - coefficient taking into account overhead costs, C pr. =0.5 of the amount of staff remuneration.
C 2 = (0.04 1.5 21.111 1.267) + (1.73 0.5) = 2.60 rubles
Annual economic effect from the introduction of a washing machine:
E = (7.77 – (2.60 + 0.15 1.52)) 19760 – 30000 = 67614.4 rubles.
(3.4)
C - the price of the washing machine being introduced, C = 300,000 rubles;
E – annual economic effect, rubles
Thus, the washing machine proposed for implementation will pay for itself in 4.4 years and has an annual economic effect of 67.6 thousand rubles.
Let's calculate the economic effect of replacing a screw-cutting lathe in a repair shop.
Replacing a screw-cutting lathe model IT-1M with a machine model M-6056 in a repair shop will significantly reduce labor and material costs, increase labor productivity and eliminate shop downtime.
The currently used IT-1M machine, produced in 1982, has reached its specified service life and requires extensive overhaul, which, given the cost of spare parts and the productivity of the machine, is unprofitable.
This machine produces and repairs a wide range of parts for locomotive repairs.
The economic effect will be determined by formula 3.1. In this case, specific capital investments in production assets after implementation will amount to K 2 = 25.1.
We determine the cost before implementation using the formula:
C 1 = (T 1 K pr K tar.st. Ksn. K zam.) N + C pr, (3.5)
where T 1 is the time of repair work, T 1 = 820 hours;
To Tar.st. - hourly tariff rate for a 5th category mechanic = 21.111;
Ksn – coefficient of deductions for social needs Ksn = 1.267;
Kpr - coefficient taking into account the length of service and bonus of a 5th category mechanic
C pr. - coefficient taking into account overhead costs, C pr. =0.5 of the amount of staff remuneration.
N – number of workers, N = 4 people.
C 1 = (820 1.5 21.111 1.267) 4 + (141570 0.5) = 212355 rubles
We determine the cost after introducing the technology using the formula:
C 2 = (T 2 K pr K tare st. K sn K zam.) N + C pr + Samor, (3.6)
where T 2 is the time of repair work, T 2 = 290 hours;
To Tar.st. - hourly tariff rate for a 5th category mechanic = 21.111;
Ksn – coefficient of deductions for social needs, Ksn = 1.267;
Kpr - coefficient taking into account the length of service and bonus of a 5th category mechanic
C pr. - coefficient taking into account overhead costs, C pr. =0.5 of the amount of staff remuneration.
N – number of workers, N = 2 people.
With amor - annual depreciation charges, Samor = 50,000 rubles
C 2 = (290 1.5 21.111 1.267) 2 + (25034 0.5) + 50000 = 87551 rubles
Annual economic effect from replacing a screw-cutting lathe:
E = (212355 – (87551 + 0.15 25.1)) = 212355 – 87554.8 = 124800.2 rubles.
The payback period is calculated using the formula:
(3.7)
where Current is the payback period of the project, years
And the enterprise is more stable from the point of view of the possibility of its reorientation in the event of changes in market conditions. Along with indicators of solvency and financial stability, the following indicators are used to assess the property status of an enterprise: 1) The amount of economic assets on the balance sheet of the enterprise. This indicator gives a generalized cost estimate of the value...
The HR department is the main structural unit for managing the organization’s labor processes, and also performs the functions of recruiting, training and retraining personnel. Therefore, it is necessary to pay attention to improving the activities of the HR department.
If previously employees of organizations hid their resources and worked quietly in one place, now, in a period of fierce competition, they strive in every possible way to show their capabilities. In order to survive the competition, it is necessary to look for ways to reduce costs, first of all, through the rationalization of labor and labor processes in the organization, as well as a more complete use of the social and labor resources of the enterprise.
The HR department reports directly to the depot manager.
The HR department is responsible for the hiring and dismissal of depot employees, controls time records, prepares orders for rewards and penalties, and carries out measures to strengthen labor discipline and train personnel.
Let us consider the activities of the enterprise’s personnel service in more detail.
The HR department at the enterprise consists of 5 people. The organizational structure is presented in Figure 6.
Figure 6 - Organizational structure of the HR department
The HR department is headed by the head of the HR department. In accordance with the regulations on the personnel department, the head of the department is appointed and dismissed in the manner established by the current labor legislation by order of the director of the enterprise, reports to the director of the enterprise and has one deputy holding the position of HR specialist. He distributes responsibilities among the employees of the department, proposes the structure and staffing of the department for coordination and approval by the director of the enterprise.
HR inspector. The purpose of its activity is to maintain records of the personnel of the enterprise and its divisions in accordance with unified forms of primary accounting documentation. The HR inspector reports directly to the head of the HR department.
The HR inspector is assigned the following functions:
- – keeping records of the personnel of the enterprise and its divisions;
- – participation in the development of measures to reduce staff turnover;
- – preparation of personnel documentation;
- – checking compliance with vacation schedules at the enterprise;
- – monitoring the state of labor discipline in the organization’s divisions, submitting established reports.
HR Specialist. The purpose of its activities is to complete the work of staffing the enterprise with personnel of the required professions, specialties and qualifications.
The timekeeper keeps time records of the actual time of workers' stay at the enterprise, monitors their timely attendance at work and departure from work, and their presence at work places. Belongs to the category of technical performers.
The timekeeper has the following functions:
- – maintaining time sheets of the company’s employees;
- – monitoring attendance at work, lateness and absences;
- - work with documents;
- – Carrying out individual assignments from your immediate supervisor.
As you can see, the HR department uses a linear organizational structure. It allows you to give uniform and clear orders, is characterized by ease of management and prompt decision-making, but at the same time it places high demands on the head of the personnel department.
At the level of the head of the HR department, all decisions regarding personnel management are made. He bears full responsibility for the activities of the HR department. The HR specialist and inspector are directly subordinate to the head of the HR department. At this level, information is collected and analyzed, as well as some management decisions are made. The timekeeper, who is a technical performer, is subordinate to the HR inspector.
For a given enterprise and at this stage of development, this structure makes it possible to relatively quickly perform the main functions of personnel management.
We will analyze the composition and structure of the personnel of the HR department.
The age structure of personnel in the personnel department of the Solvychegodsk Service Locomotive Depot is presented in Table 8.
Table 8 - Age structure of personnel in the personnel department of the Solvychegodsk Service Locomotive Depot for 2013 - 2015
When analyzing the age group of personnel in the HR department, it was revealed that the share of workers over the age of 40 by the end of 2015 was 40% of the total number of workers, while the number of workers under the age of 30 was 2 times less, which indicates the “aging of personnel” and the relative unattractiveness of work in the field of personnel management for young people.
The management at the Solvychegodsk Service Locomotive Depot adheres to the policy of not hiring people who do not have a higher education for leadership positions. The low proportion of young people in leadership positions is due to the fact that young workers do not yet have enough education and managerial experience to occupy this position.
The age structure of the personnel department of the Service Locomotive Depot in 2013-2015 is presented in Figure 7.
Figure 7 - Dynamics of the age structure in the HR department of the Solvychegodsk Service Locomotive Depot of TMH-Service LLC in 2013-2015
It can be noted that the average age of employees in the personnel department of the Solvychegodsk Service Locomotive Depot is approaching the threshold value, that is, 45-50 years. There is a need in the near future to develop a program for attracting young specialists to the organization.
The distribution of employees at the Solvychegodsk Service Locomotive Depot by years of experience for 2013-2015 is presented in Table 9.
Table 9 - Personnel structure in the personnel department of the Solvychegodsk Service Locomotive Depot by years of experience for the period 2013 - 2015
The indicator of the quality composition of employees by length of service over the analyzed 3 years is unstable. The share of workers with 1-5 years of experience is growing from 33.33% in 2013 to 40% by 2015. The share of employees with 5-10 years of experience is reduced from 50% in 2013 to 40% in 2015, which compensates for the change in the above group.
Thus, the indicator of quality composition, characterizing the share of employees in the HR department with more than five years of experience, is 66.67% - 2013, 60% - 2014, 60% - 2015 (the norm for the indicator is at least 40%). This is a more than satisfactory result.
The structure of the personnel of workers in the personnel department of the Solvychegodsk Service Locomotive Depot of TMH-Service LLC by years of experience for the period from 2013 to 2015 is presented in Figure 8.
Figure 8 - Dynamics of the personnel structure by length of service in the HR department of the Solvychegodsk Service Locomotive Depot in 2013 - 2015
Ambiguous data is presented in Figure 4, which shows the dynamics of the personnel structure by length of service at the Solvychegodsk Service Locomotive Depot for the period from 2013 to 2015. The prevailing length of service for employees is 5-10 years, but quite a lot of employees have very modest numbers of work experience, namely 10-15 years.
The educational structure of personnel in the personnel department of the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC for the period from 2013 to 2015 is presented in Table 10.
Table 10 - Educational structure of personnel in the personnel department of the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC for the period from 2013 to 2015
Having analyzed the educational structure of the organization’s personnel for 2013 - 2015, it can be noted that the largest share is occupied by the group of employees with higher education.
The educational structure has undergone some changes - the share of employees with two higher educations has increased (from 16.67% in 2013 to 20% in 2015) with a simultaneous decrease in the share of employees with secondary vocational education (from 50% in 2013 to 20% in 2015 year). This serves as a positive factor - the number of professionals in their field is increasing and reflects the interest of graduates of educational institutions in working in the personnel department of the Solvychegodsk Service Locomotive Depot.
The dynamics of the educational structure of personnel in the personnel department of the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC is presented in Figure 9.
Figure 9 - Dynamics of the educational structure of personnel in the HR department of the Service locomotive depot "Solvychegodsk" of the Severny branch of TMH-Service LLC for the period 2013 - 2015
Thus, the analysis based on the educational structure of personnel clearly shows the growth in the educational level of personnel, which indicates a high level of motivation of employees in the field of professional development activities.
An important stage of the personnel policy at the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC is personnel planning.
Personnel planning is a system for selecting qualified personnel using two types of sources - internal (available in the organization) and external (found or attracted).
The main tasks of personnel planning at the Solvychegodsk Service Locomotive Depot of the Severny Branch of TMH-Service LLC:
- 1. linking personnel planning with the planning of the organization as a whole;
- 2. organizing effective interaction between the planning group of the personnel service and the planning department of the organization;
- 3. implementation of solutions that contribute to the successful implementation of the organization’s strategy,
- 4. assisting the organization in identifying the main personnel problems and needs during strategic planning,
- 5. improving the exchange of personnel information between all departments of the organization.
Personnel planning at the enterprise under study includes:
- – forecasting the organization’s future needs for personnel (by individual categories);
- – analysis of the organization’s workplace system;
- – development of programs and activities for personnel development.
- 1. Recruitment, selection and hiring of personnel at the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC.
Hiring, dismissal, organization of personnel training, recording of working hours, registration of vacations, recording of work experience, storing and filling out work books, maintaining military records, interaction with the Pension Fund is carried out by the personnel service of the Solvychegodsk Service Locomotive Depot.
Recruitment to the organization is carried out based on the availability of vacancies in the organization, as well as on the written requirements of the shop managers. The Deputy Head of Personnel of the Service Locomotive Depot "Solvychegodsk", having considered the received requirement, decides on the issue of hiring a new employee or an employee of this production from the personnel reserve.
The hiring of a new employee is carried out by the deputy head of personnel at the Solvychegodsk Service Locomotive Depot during an interview and analysis of documents such as: work book, reference from the last place of work, education diplomas. After analyzing the assessment and a positive decision on the issue of hiring in the personnel service, the employee is registered as a worker at the enterprise.
A new employee is assigned a clear probationary period (3 months for a worker, 6 months for specialists, lower and middle managers); a mentor is appointed by order - an experienced employee or manager who has worked in the organization for at least 5 years (based on the “Probationary Period Regulations” in force in the organization). The immediate supervisor in the workshops provides instructions, monitors the first steps of the newcomer, identifies the strengths and weaknesses of his training, determines the real need for additional training, and provides comprehensive assistance in adaptation.
In the Service locomotive depot "Solvychegodsk" of the Severny branch of TMH-Service LLC there is no document regulating the work of mentors, the result of this is:
- – uncertainty of duties and responsibilities of the mentor;
- – vague final goals and lack of clear responsibility of the organization to the mentor.
The organization does not provide financial incentives for the work of mentors.
When selecting candidates for positions of managers and specialists, preference is given to employees from the personnel reserve. The Deputy Head of Human Resources adheres to the maximum strategy of not hiring ready-made specialists for high positions due to the complexity and special specifics of the work. Almost every specialist has a replacement, so his departure does not cause a disruption in the established intra-organizational connections.
Personnel training, advanced training and retraining of personnel.
For employees of the Service locomotive depot "Solvychegodsk" of the Severny branch of TMH-Service LLC, personnel development is carried out by investing in employee training under training, retraining and advanced training programs. Expenses for personnel training are considered as a strategically important investment.
In addition, the organization’s personnel policy creates conditions for employee mobility and self-regulation and accelerates the process of adaptation to changing working conditions. Retraining and advanced training of employees is carried out in educational institutions of additional professional education of JSC Russian Railways - road training centers.
Training and advanced training are carried out in order to acquire knowledge, skills and abilities to perform official duties and prevent cases of marriage. It occurs when an employee is moved to another new position.
All of the above measures are aimed primarily at the uninterrupted and accident-free operation of railway transport - as a source of increased danger.
As part of the professional development of managers and specialists of the Solvychegodsk Service Locomotive Depot of the Severny branch, TMH-Service LLC collaborated with such educational institutions as the Corporate University of Russian Railways, Moscow State Transport University, Russian Academy of Transport, Institute of Business Administration and business of the Financial University under the Government of the Russian Federation.
The main training methods at the Solvychegodsk Service Locomotive Depot of the Severny Branch of TMH-Service LLC are:
- - lecture, story, conversation;
- - use of visual display (TSO, full-scale samples, posters, diagrams, etc.);
- - on-the-job training;
- - independent work of students (at the workplace, at training grounds, simulators);
- - practical work;
- - test;
- - seminar;
- - tests, exams.
Engineering and technical workers of the depot are invited to conduct classes to study the operation of devices and equipment. If necessary, labor protection specialists, sanitary doctors, and the Ministry of Emergency Situations are involved.
Technical training at the Solvychegodsk Service Locomotive Depot is carried out on the basis of an order from the head of the depot.
Periodic technical training is carried out with each depot employee at least twice a month. Technical classes are conducted with repair shop workers during working hours.
2. Assessing motivation and the existing incentive system in the organization.
Currently, among the huge list of social guarantees, wages are the most important. The growth of real wages is a kind of key to solving many social problems. In addition, wages are the main factor of motivation for highly productive work. For employees of the Solvychegodsk Service Locomotive Depot, it is regularly indexed depending on the rise in consumer prices, and increases in accordance with the growth in labor productivity.
The company is taking additional measures to increase wages; in the Kotlas region, wages for railway workers are higher than in industry.
Currently, a new corporate remuneration system has been introduced, aimed at establishing a close relationship between the volume, quality of work and the amount of its payment, creating conditions for targeted incentives for workers of various categories. With the introduction of a new corporate remuneration system in 2013, the tariff schedule for workers' compensation changed significantly, which made it possible to increase the tariff part by 60-65%, and the average monthly wage by 10-15%. Bonuses are limited (up to 40%) depending on the performance of both the structural unit as a whole and each employee individually. The bonus has been returned to its true purpose - to stimulate improved work results, and not to be a simple additional payment to the salary and to eliminate the shortcomings of the tariff system.
Social and psychological management methods are aimed at ensuring social protection of workers; to improve production standards; to encourage highly qualified and highly productive work; to create a modern, highly developed service sector; to improve living conditions; to improve health, increase the importance of physical culture and sports, and introduce them into everyday life; to strengthen care for the family, etc.
The use of sociological management methods can only be effective if there is complete and reliable information about the processes occurring in the team. It is important to know the composition of the body’s team, the interests, inclinations and actions of workers, the causes of many phenomena, motives of behavior, positive and negative trends in the development of the team.
The organization has created a full regulatory framework regulating the procedure and mechanism for providing corporate support to employees of JSC Russian Railways, and has also created a record of such employees.
In accordance with current legislation, social guarantees are provided.
3. Technical and resource support.
To carry out the assigned tasks, the Solvychegodsk Service Locomotive Depot is equipped with the necessary technical means. The depot uses advanced technology to ensure full utilization of production space and equipment.
At the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC, a set of measures is constantly being implemented aimed at increasing the level of mechanization of work, introducing new resource-saving technologies and modern diagnostic tools.
To bring technologies to optimal values, the flow of main parts and assemblies during car repairs has been radically revised. In order to eliminate counterflows and reduce transportation costs in 2014-2015, it was necessary to redesign the equipment of workshops and departments.
The workshops have three conveyor lines for the repair of cars, specialized by type of rolling stock. The reconstruction of production areas for the repair of bogies, a line for the repair of automatic couplers and draft gears, a flow-conveyor line for the dismantling of roller axlebox units, and a conveyor line for parts of automatic braking equipment were carried out.
Advanced technologies for restoring car components and parts have been introduced into production:
- - automatic surfacing with alloyed wire under a layer of flux on the worn threaded part of the axle and the flanges of the wheel pairs;
- - electroslag surfacing of automatic coupler bodies that have excessive wear or rupture of the shank bridge;
- - automatic surfacing of bearings with removal from the car;
- - induction-metallurgical method of restoring the wedge of the traction clamp;
- - air plasma cutting for cutting metal of different thicknesses according to a copier;
- - metallurgical spraying of the closing surface of automatic coupler locks.
The mechanization of welding processes is primarily due to increased labor productivity, improved working conditions for performers, and improved production standards. However, the existing technologies for manual repair of car parts have been developed using electrodes that provide the restored surfaces with increased strength and wear resistance.
To carry out surfacing work, tilters have been developed and implemented - manipulators that allow you to rotate the part into a convenient position. In order to improve the quality of repair of components and parts, washing machines were installed to wash wheelsets, bogies, axlebox housings, bearings, and parts of auto-braking equipment.
The depot places great emphasis on advanced methods for diagnosing component defects. In order to improve the quality of rolling stock repairs and ensure train safety, diagnostic tools have been introduced.
4. Salary
The tariff agreement and collective agreement regarding social assistance to pensioners and payment of wages to employees are carried out in full.
Let's look at Table 11, which presents the wage fund indicators for 2013 - 2015.
Table 11 - Salary Fund of the Operating Carriage Depot Solvychegodsk for 2013 - 2015, thousand rubles.
The wage fund for 2015 amounted to 16,177.44 thousand rubles. Compared to 2014, the wage fund increased by 2,286 thousand rubles. or by 16.5% (in 2014 it was 13,891.44 thousand rubles). And compared to 2014 with 2013, the wage fund increased by 1,189 thousand rubles. or by 9.4% (2013 - 12,702.44 thousand rubles) (Figure 10).
Figure 10 - Dynamics of changes in the wage fund of the Solvychegodsk Service Locomotive Depot for 2013 - 2015
The increase in the wage fund occurred due to an increase in the number of employees at the Solvychegodsk Service Locomotive Depot, as well as due to an increase in the average annual wage of employees.
The average annual salary at the Solvychegodsk Service Locomotive Depot of the Severny branch of TMH-Service LLC for 2015 compared to 2014 increased by 14.4% and amounted to 33,703 rubles. (2014 - 29,463 rubles). In 2014, compared to 2013, it increased by 9.3% (2013 - 26,963 rubles) (Figure 11).
Figure 11 - Dynamics of growth of average annual wages for 2013 - 2015 of the Solvychegodsk Service Locomotive Depot
The share of components of the average annual salary at the Solvychegodsk Service Locomotive Depot for 2015 was:
- - tariff - 39.8% (2014 - 37.4%, 2013 - 35.2%);
- - bonus for main results of economic activities - 9.9% (2014 - 8.4%, 2013 - 7.3%);
- - additional types of material incentives, including the class of masters, the master’s fund, bonuses for hard-to-detect defects in components and parts of the car - 2.7% (2014 - 1.4%, 2013 - 1%);
- - additional payments - 1.3% (2014 - 1.1%, 2013 - 1%);
- - one-time reward for loyalty to the company - 3.1% (2014 - 2.8%, 2013 - 2.6%);
- - vacations and compensation - 3.4% (2014 - 7.6%, 2013 - 11.3%);
- - payment on average - 0.7% (2014 - 1.9%, 2013 - 3.5%);
- - regional and northern allowances - 36.4% (2014 - 35.9%, 2013 - 34.5%);
- - other payments - 2.7% (2014 3.5%, 2013 - 3.6%) (Figure 12).
Figure 12 - Share of components of the average annual salary at the Solvychegodsk Service Locomotive Depot for 2015
The increase in average annual wages in 2015 was due to an increase in the volume of repaired cars and due to an increase in the salaries of some employees.
The success of an enterprise (organization, firm) is ensured by the employees employed there. That is why the modern concept of enterprise management involves separating from a large number of functional areas of management activities those that are associated with managing the personnel component of production - the personnel of the enterprise.
It is quite natural that at every enterprise there is a need to determine the number of personnel, in an effective system of selection, hiring and placement of personnel, in ensuring their employment, taking into account the interests of production and the employee himself, in a system of remuneration for work based on its results, promotion of workers, a labor system motivation, taking into account the individual problems of workers, improving their living conditions and recreation, etc.
The country's transition to market relations has radically changed the concept of personnel management, the choice of means and methods for the practical implementation of personnel management tasks in order to increase production efficiency as a condition for the competitiveness of the enterprise.
The economic aspect of personnel management, of course, continues to have a decisive influence on the performance of an enterprise (organization, firm). It is with this that the formation of the number of personnel, its professional and qualification composition (in connection with the equipment, technology, production and labor organizations used), the effective use of personnel in terms of time, qualifications, level of education, etc. is associated. However, a social orientation in personnel work, a change in emphasis in personnel policy to take into account the interests of the employee, and increasing the motivation of work as a condition for higher productivity are beginning to acquire increasing importance. New economic conditions require the use of not only new theoretical premises, but also new technology for working with personnel. First of all, this is a move away from spontaneity in solving personnel problems, from their “self-resolution”. The formation, development and use of the labor potential of the employee and the enterprise team must increasingly be built on a planned basis. In this regard, the role of personnel planning and its information support is increasing.
A planned start in working with personnel, it would seem, should not be completely new for domestic enterprises. However, it can be stated with regret that the principle of planning has largely remained only an attractive idea and has not found implementation in personnel work.
Personnel management is based on methods, principles, and procedures that are objectively inherent in effective production management, the content of which is described in sufficient detail in the “Management Theory” course. At the same time, personnel management has its own specifics, its own object and subject of management, and its own technology.
The purpose of the thesis is to analyze the organization of work with the company’s personnel and develop recommendations for increasing the efficiency of using the organization’s personnel.
To achieve this goal, a number of interrelated tasks are solved in the work:
Consider the theoretical foundations of organizing work with enterprise personnel;
Conduct an analysis of the influence of the internal and external environment on the work of personnel using the example of the “Murom Branch” of the “Murom Locomotive Depot”;
The object of research of the thesis is the Open Joint Stock Company "Russian Railways" "Murom Branch" "Locomotive Depot Murom".
The subject of the study is the system of organizing work with enterprise personnel in the Open Joint Stock Company “Russian Railways” “Murom Branch” “Murom Locomotive Depot” and indicators of the effectiveness of its use.
The theoretical and methodological basis of the thesis consists of regulations of the Russian Federation, scientific, educational and reference literature, domestic and foreign authors, publications in periodicals and materials from Internet sites.
At the present stage of economic development, much attention is paid to the issues of personnel management and social development of the enterprise.
The legislative basis for regulating relations in the sphere of labor is the Labor Code of the Russian Federation, which defines the goals, objectives and basic principles of labor legislation, as well as the legislative norms for regulating labor relations.
According to the Labor Code of the Russian Federation, the goals of labor legislation are to establish state guarantees of labor rights and freedoms of citizens, create favorable working conditions, and protect the rights and interests of workers and employers.
Various aspects of personnel management are discussed in the works of such authors as: T.Yu. Bazarov, R. Bennett, H.T. Graham, A.Y. Kibanov, L.U. Stout, W.V. Travin, P.E. Shlender et al. This literature identifies theoretical issues of personnel management and directions for increasing the efficiency of its use. In particular, based on domestic and foreign experience, modern concepts, principles and methods of formation, management and development of human resources of an enterprise are considered.
In the literature devoted to the analysis of the economic activities of an enterprise, such authors as: A.A. Kanke, I.P. Koshevaya, G.V. Savitskaya, A.D. Sheremet et al., methods for analyzing enterprise personnel and the effectiveness of their use are considered. The proposed methods make it possible to assess the level of the enterprise's supply of labor resources, the quality characteristics of the enterprise's personnel, the efficiency of spending money on wages and social development, the efficiency of using the enterprise's personnel, to identify the strengths and weaknesses of the personnel management system, as well as to determine the directions for its development and improvement.
Publications in periodicals and on Internet sites devoted to enterprise and personnel management, such as: Management in Russia and abroad, Enterprise Personnel, Handbook of Personnel Management, General Director, etc., reflect the best practices of domestic and foreign companies in the field of management staff, practical examples of solving emerging problems are revealed.
The information basis of the thesis was the constituent documents and annual reports of the Open Joint Stock Company "Russian Railways" "Murom Branch" "Locomotive Depot Murom", for the period from 2005 to 2007.
annotation
Recently, in the economy of both domestic and foreign business entities, the main factor in increasing their competitiveness is the provision of qualified labor and the degree of its motivation. The development of a development strategy for any organization should be preceded by an analysis of labor resources and wages.
The bachelor's work analyzed the labor indicators of the Borzya operational locomotive depot, gave characteristics of this structural unit and analyzed the personnel structure by category, the dynamics of the number of personnel, personnel movement indicators, labor productivity and wages.
Based on the analysis carried out in this thesis, recommendations were made to improve the use of labor resources at the Borzya operational locomotive depot.
The work contains 52 pages, 4 tables, 11 figures, 14 formulas.
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Introduction…………………………………………………………………………………...… |
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1 Theoretical foundations for analyzing the organization’s labor performance…. |
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1.1 The concept and essence of the organization’s labor indicators………… |
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1.2 Information base and methods for analyzing the organization’s labor indicators………………………………………………………………………………….. |
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2 Analysis of labor indicators of the operational locomotive depot Borzya …………………………………………………………………… |
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2.1 Production and economic characteristics of the operational locomotive depot Borzya………………………….... |
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2.2 Analysis of the structure and dynamics of the number of personnel………….. |
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2.3 Analysis of the payroll, average monthly wages and labor productivity………………………………………………………………. |
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Conclusion…………………………………………………………………... |
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List of sources used……………………………………. |
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Introduction
The labor potential that society has has both economic and social aspects. From an economic point of view, labor potential acts as a factor in the production process, transforming objects of labor with the help of tools and means of production and predetermining the final results of work. From a social point of view, labor potential characterizes the development and implementation of diverse human abilities, the manifestation of people’s creative activity in transforming nature and society.
Consideration of issues related to the topic of analysis of labor indicators is relevant for any organization.
Labor resources are people who are part of the population and have the necessary physical and scientific data for a certain field of work. The normal functioning of an organization, regardless of its departmental and territorial affiliation, is directly related to the level of its provision of labor resources and the efficiency of their use. The result of the effective use of these resources will be the volume of production, cost of production, profit and many other economic indicators, which will provide the organization with positive results.
The efficiency and quality of transportation of goods and passengers by rail largely depends on the operation of operational locomotive depots. Systematic growth and constant improvement of the technical readiness of locomotives, their technical maintenance, ensuring the safety and uninterrupted movement of trains, contribute to the implementation of the transportation plan. Therefore, many operational and economic indicators of the industry as a whole depend on the qualifications, conscientious attitude to their work of the personnel of the structural unit in question, and their motivation.
The purpose of this thesis is to analyze the labor indicators of an operational locomotive depot. The following tasks were solved in the work:
The composition, dynamics of numbers, distribution and use of labor resources are considered;
Productivity and remuneration levels examined;
The necessary measures have been developed to improve the labor performance of the Borzya locomotive depot.
1 Theoretical foundations for analyzing an organization’s labor performance
1.1 The concept and essence of the organization’s labor indicators
Labor resources as an economic category includes the population, the public, of working age, who are employed in social production. There is a systematization of the International Labor Organization (ILO), which divides the population, the public, into three categories: employed, unemployed and outside the labor force. Employed and unemployed include the labor force or population active at a certain point in time. And those who make up the category outside the labor force are in search of work or do not have the opportunity to work at all. Working age limits are established by current legislation taking into account the physiological factors (capabilities) of a person. To the category of able-bodied, economically active population
Growth rate 2013/2012, %...
The safety of railway transport is the main task of the innovative development of the locomotive depot in Zhlobin, a priority direction in the development of the Belarusian Railway as a whole. Therefore, it is necessary to create a testing center for railway transport facilities in the locomotive depot of Zhlobin. Its task is to confirm the compliance of railway products (parts and assemblies of rolling stock, railway tracks, automation, remote control, etc.) with safety requirements.
Further, we note that the next direction of innovative development of the Zhlobin depot could be the introduction of a domestically produced automated technological complex for the repair of wheel sets. It will include washing machines, manipulators, conveyors, robotic surfacing installations and other equipment.
A similar complex has now been implemented in the Baranovichi carriage depot. The manufacturer of this complex is JSC Baranovichi Automatic Line Plant.
Figure 5.1 - Automated technological complex for repairing wheel sets
It should be noted that at present, in the locomotive depot in Zhlobin, the wheel-roller section is one of the main ones in the technological process of repairing freight cars. The equipment at the site was long outdated, became energy-consuming and did not allow increasing the volume of repairs. And not only the Belarusian Railways, but also the enterprises that own the cars, such as Belaruskali, Grodno Azot, and neighbors from the CIS and Baltic countries have a need for repairs of freight cars.
The domestically produced automated technological complex for repairing wheel sets has no analogues among the CIS and Baltic countries. The most important thing: with its implementation, you can get away from heavy manual labor and significantly increase productivity. If now the carriage depot repairs about 16,000 wheel pairs every year, the new complex will allow updating 24,000.
Such high labor productivity will be ensured through the use of progressive solutions in the process of washing wheelsets, axle boxes and bearings, restoration and mechanical treatment of worn surfaces. Thus, wheelsets are washed under ultra-high pressure of about 390 atmospheres. Moreover, they are washed off right down to the metal with cold water without detergents. The installation does not consume heat. And the entire complex is equipped with local treatment facilities. That is, the washing process is drainless and is carried out using recycled water.
Another area of labor optimization is the introduction of robotic equipment to restore worn surfaces of axlebox housings. Wheel pairs, their parts and assemblies are moved using manipulators and conveyors. Japanese manipulators are installed as robots.
Thanks to robots, people can be removed from the harmful zone, i.e. to qualitatively improve the working conditions of workers, and the level of mechanization and automation of wheel pair repairs reaches 75%. Without increasing the staff and space, this will increase the volume of repairs by 60%. It is also necessary to take into account the fact that the depot not only carries out scheduled renewal of cars, but also provides maintenance points for cars at stations.
There is room for installation of unique equipment in the locomotive depot. All work, including equipment replacement, can be carried out without stopping production.
Thus, the depot team will be able to earn more foreign currency, increasing the volume of wagon repairs for partners from Russia.
In addition, the introduction of the above equipment will reduce the duration of repairs and their labor intensity. It is also possible to remove people from the harmful zone, i.e. to qualitatively improve the working conditions of workers, and the level of mechanization and automation of wheel pair repairs reaches 75%.
It should be noted that the estimated cost of introducing equipment will be 480 million rubles. At the same time, it is planned to increase the volume of repairs by 50-60%, which will increase revenue by 10-12% (RUB 5,139 million).
Calculation of the economic efficiency of equipment implementation in 2016 is presented in Table 3.1.
Table 5.1 - Assessment of the economic efficiency of equipment implementation in 2016
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