According to our statistics, due to Low quality operational and production planning (OP) are not completed on time up to 50% of orders that bring the commercial departments of enterprises. That is, for buyers of products Russian factories placing orders for them turns into a roulette: with a high degree of probability, it will be necessary to withdraw funds from circulation for an advance payment for a long time and wait a long time for delivery. At the same time, the average load of enterprises' equipment does not reach 60%.
operational planning- "heart" of production processes. Without a "big" plan, the enterprise is able to live for some time, without a financial plan - too. And not a day can go without operational planning: each worker, coming to the shop in the morning, must have a plan for the shift. The higher the quality of the OP, the more efficiently the entire plant will work.
How to build the right operational planning system?
Restore value production plan. During the period of enterprise reform in the 1990s-2000s, many plant owners attracted managers from financial sphere. As a result, planning has become almost exclusively financial.
At almost every plant, we see how well budgeting and financial control, managers are able to calculate the cost, profitability, etc. Financial plan is the law financial service- strength. Through the set management processes passes the "red line" of the annual budget, financial KPIs. The production plan and the planning department often do not have the status they deserve.
This is the reason for the confrontation between commercial divisions and production. Formally, they have a common financial performance indicator - maximum revenue, minimum cost, maximum profit. But local KPIs that determine the ways to achieve this goal are different. Commercial divisions work with the buyer that is on the market. Often these are small-scale orders, small lots with frequent shipments and different profitability. Production tries to fulfill orders in large batches so as not to rebuild equipment, and by hook or by crook, small batches are left for later. Planners, on the other hand, are often only witnesses to the tug-of-war.
At one of the enterprises for the production of components for engines, both the operational plan itself and its execution were a field for pulling a blanket between the commercial department and production. Firstly, the planning department was removed from the subordination of the director of production, in which he was located, and reported to CEO. He was given arbitration functions: to identify contradictions between the commercial department and the shops, to look for the best compromise for the interests of the enterprise between small and large parties. In addition, the KPIs of the sales department employees and shift foremen were synchronized. It is clear that they cannot become completely identical, but all of them laid down the criterion for fulfilling the operational plan established from above, calculated on the basis of the requirements for shipment from the “merchants”. Punishment in the ruble for non-fulfillment of the operational plan quickly led to the fact that the parties learned to negotiate. On the one hand, we determined the size of the "break-even" lot for each article, so as not to overload the production with small batches, from which the cost of restructuring production to order is greater than the income from the order. On the other hand, they stopped leaving for later “inconvenient” orders for the shops and, thereby, disrupting the deadlines for their implementation, since any order that fell into the production plan is important.
Thus, the planning center was restored at the enterprise, and not one of the tails - neither the commercial department, nor the workshops - wagged the dog any more. Which immediately had a positive impact on financial performance.
Operational planning should not be too "hard". All restrictions that take place in the production process can be divided into hard and soft ones. Severe restrictions - which workshop can perform certain operations, on which production lines and with what productivity, in what sequence. Soft restrictions - which of several interchangeable machines can be used, what tools the adjuster will need to work, what is the composition of the personnel teams for the next shift. The former should be fixed by regulatory and reference information and be reflected in the plan, the latter should be left at the mercy of the foreman of the site and not complicate the planning process with redundant and rapidly changing information.
At a medium-sized machine-building enterprise, a very detailed specification of regulatory and reference information was introduced and a planning system was built on it. The calculation of the plan took 3-4 hours daily, and at the output, shift tasks were formed for each equipment inventory number. However, in the execution of these tasks, failures constantly occurred. The analysis showed that the reason is that the plan regulates the work in the workshop in too much detail: up to the choice of equipment and the assignment of workers to the task. At the same time, errors were made in the choice of equipment - restoration repairs, replacements and damage to equipment were not taken into account. There were also embarrassments with the appointment of workers: the system simply did not know that this or that employee took sick leave or took time off from work.
They wanted to solve the problem by making the data collection procedure even more complicated. But then the planners themselves rebelled - it was they who had to collect and reflect in the system all the facts of the movement of thousands of equipment positions and fix the whereabouts of hundreds of employees. It was possible to avoid new expenses for automation and increase in the staff of controllers due to the fact that soft restrictions were given to the discretion of the shops. For example, the selection of equipment and tools was made by the worker himself. And the assignment of performers to the operation was carried out by the shift foreman after receiving a shift assignment with a list of technological operations for the shift. Due to this, the implementation of plans approached 100%. And the calculation time of the plan was reduced to 1 hour.
Expand your time horizons. At many enterprises, operational planning becomes exaggeratedly operational: it is reduced to a couple of days. This leads to non-fulfillment of orders and inefficient use of equipment. After all, the terms of order fulfillment, which are negotiated by the sales department, the technological cycles of manufacturing products, and longer cycles of supplying components cannot be synchronized in a short time period. Operational planning should take into account the future and, most importantly, not be interrupted by the last day of the calendar month. The difference between the planning period and the accounting period is that, unlike the last one, the horizon does not tend to collapse to the point on the 31st. Each day spent in production adds another new day - with its own orders, shipping dates, changeovers and queues.
On one steel plant there was a monthly cycle for taking orders in the commercial department. Orders were taken daily, and by the middle of the month the production program was known. Deviations were allowed related to payment and adjustments to the delivery time of transport by customers. But the production of this whole picture saw only one day. A real "Groundhog Day"... The result of this planning was a low utilization rate of the equipment, which was often reconfigured for the production of a day's assortment. The transition to a four-day operational planning horizon made it possible to form enlarged launch batches to minimize changeovers and associated downtime and losses. It was possible to increase the equipment utilization rate to 84% and add about 35 hours per week, which used to be spent on changeovers. Remarkably, the commercial department managed to keep production from the temptation to "see" the backlog of orders a month ahead. In this case, there was a high risk of violation of the terms of shipment due to an excessive increase in production batches and the formation of surpluses of finished products in warehouses. The enterprise managed to find a "golden mean" in the operational planning horizon, setting the rule for the duration of the horizon at 3-4 durations of the technological cycle.
"Pull" planning through shipping. Shipment without failures, a warehouse that works like a clock, allow you to "pull up" the operational planning of production.
A stationery manufacturing company located in the Moscow region has experienced a slowdown in production growth. Expansion of the territory is impossible, and the transfer of the site is unprofitable. It turned out that the bottleneck is the warehouse of the enterprise: the shipment of products is slow. Trucks accumulate in a small area of the warehouse, or stand idle at the narrow entrances to the plant.
The warehouse was automated using WMS (Warehouse Management System), a warehouse management system. The introduction of cellular storage and automation of the selection of small batches made it possible to increase the turnover of the warehouse by three to four times.
After that, production ceased to “correspond”: it did not produce those types of products that buyers were waiting for, and produced those that themselves had to wait for buyers and took up space in the warehouse. Identified inconsistencies in the warehouse and production KPIs (speed of shipment in hours and maximization of output in pallets) were eliminated by replacing them with a general indicator - delivery to the warehouse of the assortment planned for shipment in the next 2-3 days. Thus, it was possible to synchronize the timing of the release of products in production and the timing of the execution of orders from the commercial service.
As in the first example, the meaning and functions of the planning department were transformed, the planners developed algorithms for coordinating the requests of the commercial department and production, and the problems of waiting for shipment and packing the warehouse were resolved. The waiting time from ordering products in the sales department to reaching the customer has been reduced from five days to one.
Set up the information function of the OP. One of the main functions of planning is Feedback and transparency of production flows. Information about the planned dates for the release of products from the workshop is important primarily for the commercial service and the production director.
At the manufacturing plant medical equipment There were constant delays in completing orders. The commercial department was dissatisfied with the fact that “we provide you with orders, there is equipment, but why is half of the required assortment produced?”.
Managers of the commercial service blamed the production workers, and they argued that the merchants were taking on excessive obligations that could not be fulfilled within a technologically acceptable time frame.
Not the best situation has developed in the production itself. Technologists inflated production norms - this is usually done in order to increase the wage bill. In order for a worker to earn more, they write him a double time rate for a simple operation.
In addition, the production speed indicated by technologists and the actual production speed may differ. Without independent sources of information, production management was forced to rely only on reports from specialists. And run to the shop to observe the movement of "their" orders.
To solve the problem, the planning process was reorganized. Instead of five planners, one person began to deal with operational planning in a specialized information system. The planning department was reorganized - the released four specialists were transferred to the positions of dispatchers working with the shops. Their new task is to bring the planned tasks prepared in the information system to the shops and control their implementation. It was possible to do without additional costs for increasing staff, and investments in information system paid off handsomely. Operational planning has become really operational - the time for preparing a plan has been reduced from 3 days to 2 hours! Usually dispatchers are aware of all deviations in the course of production, but they report about it at reports and meetings once a day. Now they report this to a specialized system and inform production management and the commercial department through it. Shipment variance data is visible "in real time" and corrected by the planner before it's too late.
For example, information on the required materials, loading of equipment and release began to be transmitted to the production directorate every hour, and emergency data transmission was added in case of emergency. The commercial department got the opportunity to find out how each order is being fulfilled, and saw the real deadlines for their implementation. In the event of force majeure situations that lead to violation of deadlines (and they happen in any production), it is possible to notify customers in time.
Automate the routine part of the OP. In many industries, it is already difficult to do without automation of operational planning. First of all, this concerns small-scale production with a large range of output. To solve the problems of operational planning, there are tools in the form of specialized APS systems (Advance Planning Scheduling). Working with APS frees the planner from routine and from mistakes, for example, from using uncomfortable "Excel" tables with thousands of cells. A list of orders and data on production technology (limitations) are entered into the automated system. Based on these data, a production plan is built and shift tasks are formed.
APS (Advance Planning Scheduling) and MES (Manufacturing Execution System) should be distinguished. Planning systems - APS. They involve the so-called advanced planning with optimization and production scheduling. MES are systems responsible for execution: the execution of what was planned, with ready-made values generated by APS. Ideally, an enterprise should have integrated APS (for example, ORTEMS), MES and WMS.
A stationery company had to think about improving the efficiency of the OP, because one of the large retail chains expressed dissatisfaction with the way the delivery took place. The leaders of the distribution network set a strict requirement: "The shelf should not be empty for a minute." And they threatened not only with fines, but also with “removal from the shelf” for violation of this requirement. Why there were deviations in terms of deliveries?
Let's see how the planning system functioned before automation. The lady planner, a veteran of the enterprise, the only one of her kind in several production departments, usually received a list of orders that came from the commercial department before 12 o'clock. Most of the orders are marked "urgent": they need to be shipped tomorrow.
Therefore, the planner has four hours to explode the product using Excel. The product must be decomposed into its component parts, taking into account all its options. Next, calculate the size of the minimum lot and make a calculation of the equipment load and standards for each worker.
Cinderella the planner must do all this before 16:00 - until the shift task is issued to the workshop. In reality, Cinderella only had time to unpack the orders by 4 p.m.: to decompose the finished products into their component parts, to calculate their range and quantity. She did not succeed in distributing the equipment: she did not have enough time and understanding of the current picture in the shops.
When planned tasks reached the workshops, order pickers ran around the workshops, looking for dyes of the right colors, where the molds for the production of the necessary parts were installed, whether there was something in stock that was produced yesterday, etc. Because of this, the deadlines for most of the orders were broken.
Management set the task of automating planning. We needed a system capable of doing routine work for a planner: quickly unpack the specification, that is, calculate the need for incoming semi-finished products that are included in the finished product, and then “decompose” the nodes into pieces of equipment - dozens of injection molding machines and hundreds of molds.
Selected with the help of consultants APS system ORTEMS who has accomplished all these tasks. Now, in a few minutes, the system unbundles a portfolio of orders for a month in advance. Orders are formed in advance for semi-finished products related to finished products; placed according to technological map by equipment; the required molds and the necessary injection molding machines are selected. The system analyzes the requirements for optimal production batches and generates them taking into account what is already in stock.
The APS system also helps you make optimal use of your equipment. If we have a mold that produces square parts in yellow, then most likely, after it, we need to schedule the production of square parts of the same color. This is relevant when there is a lot of production and it should be done within a few days (i.e. use the same mold). And if there are no such parts in the plan, then plan the release of yellow parts, but of a different color (thus minimizing the change of dye to injection molding machine).
Thanks to the ORTEMS system, the planner receives ready-made information within an hour in order to analyze the configuration, availability of materials, equipment loading, and make adjustments related to soft restrictions, that is, those that the automated system cannot take into account. Thus, the quality of operational planning and production efficiency increase by an order of magnitude.
Appreciate planners! Even an automated planning system is a man-machine system. Planning cannot be completely "automatic". Of course, automation leads to a reduction in the number of "bookkeepers" in the planning department. But the reduction in the share of routine work should be compensated by an increase in the share of the creative component in the work of planners.
In addition, automated systems, no matter how perfect they are, are not able to take into account all the limitations that exist in production. And optimization algorithms cannot arrange absolutely all orders and operations in an ideal sequence. The planner, who critically comprehended the schedule formed by the machine, should put the final point in the operational plan before he goes to the workshops. Only the planner can put the finishing touches on the portrait of an optimal plan. It is the synergy of people and technologies that makes the EP system a perfect tool for maintaining the efficiency of an enterprise.
About ORTEMS
APS-system ORTEMS (Advanced Planning & Scheduling, automated production planning system) is a unique line of software solutions for operational planning of production and preparation of optimal production schedules.
Key goals of the project:
- Shipment of batches on time
- Reducing finished product residues
- Optimization of production by changeovers
- Equipment loading optimization
Typical tasks of the implementation project:
- Formation of a balanced production program
- Optimization of the production program for work centers, taking into account restrictions production process
- Visualization of batch placement in production
- Bidirectional integration with existing systems
- Correction of the production schedule upon the production of production batches
The Essence of Operational Marketing Planning
Operational planning involves the development of a program of marketing activities of the company, the formation of budgets, taking into account profit plans. It is operational plans that are used by company divisions in their current activities, in contrast to strategic plans, which are intended mainly for the management of the organization. Programs developed as a result of operational planning are guidelines for operational units in their current work. Correspondence of the real actions of the company's employees with operational plans ensures the profitability of the company's current operations.
Operational planning must include:
- development of benchmarks;
- presentation of the current market situation;
- drawing up a list of possible risks;
- compiling a list of organizational tasks and problems;
- description marketing strategies and programs of action;
- budgets and ways to control them.
The principle of adaptability in operational planning
Operational planning, unlike strategic planning, should be carried out by those who will subsequently implement this plan. At the same time, operational planning is much more flexible and adaptive than strategic planning, since it is precisely this that ensures the organization's compliance with changes in the external and internal environment.
Remark 1
The flexibility of the operational plan is especially important for Russian enterprises, many leaders of which are accustomed to consider any plan unchanged and mandatory, regardless of changing conditions.
The principle of adaptability used in operational planning marketing activities, is as follows: the organization needs to take into account the dynamics of demand for the product, which determines the need and volume of its release, as well as the corresponding set of marketing activities.
The Importance of an Operational Marketing Plan
An operational marketing plan is developed based on the results of strategic marketing planning. Typically, operational planning is carried out on an annual basis, that is, an annual operational marketing plan is drawn up.
Remark 2
It is the marketing plan that plays a decisive role in the overall process of organizational planning. This is because the targets of the operational marketing plan have a direct impact on the performance of other sections. general plan, and also contains decisions that determine the products sold, their volume, price and methods of promotion.
Another important purpose of an operational marketing plan is its guiding nature. The operational marketing plan is a "route sheet" for personnel who are engaged in the company's marketing activities. At the same time, with the help of an operational marketing plan, company employees can determine the direction in which the company should develop and propose appropriate adjustments, if necessary, returning the organization to the planned course.
If the company does not have an operational plan for marketing activities, the occurrence of related problems is inevitable. Without planning, an organization develops spontaneously, and every new crisis or problem that arises threatens its existence. The lack of a plan leads to conflicts between possible options for the development of the organization, which, in turn, leads to an incorrect distribution of the efforts of employees and the loss of resources, and can also contribute to the development of a conflict situation within the company.
Operational planning of production consists in the development of the most important volumetric calendar indicators of the production and economic activities of the enterprise. Any process of operational planning involves the implementation of such stages of activity as the choice of an enterprise development strategy, justification of the form of organization of production, determination of the logistics scheme for the movement of material flows, development of basic calendar and planning standards, operational planning of the work of production units, organizational preparation for production, direct organization of operational work, current control and regulation of the production process.
Operational planning is the implementation of the current activities of planning and economic services over a short period, for example, the development of an annual production program, the preparation of quarterly budgets for an enterprise, monitoring and adjusting the results, etc.
Operational planning of production is the final link in the planned work at the enterprise. It is based on the development annual plans specific production tasks for short periods of time both for the enterprise as a whole and for its divisions and in the operational regulation of the progress of production according to operational accounting and control. A feature of this type of planning is the combination of the development of plan targets with the organization of their implementation.
The task of operational and production planning is to organize a uniform, rhythmic mutually coordinated work of all production units of the enterprise to ensure the timely implementation of the state plan target with an economical use of resources, and high quality products, i.e. achieving the best end results of production.
Operational - production planning consists of two stages:
The first stage is the development of operational plans for the manufacture of products based on the production program. This stage is called operational scheduling.
The second stage - dispatching - consists in continuous operational and production accounting, control and regulation of the implementation of plans by promptly eliminating deviations from the specified regime that occur during the production process.
Operational planning scope includes:
- 1. Development of progressive calendar and planning standards for the movement of production;
- 2. Drawing up operational plans and schedules for workshops, sections, teams and jobs and bringing them to the direct executors;
- 3. Operational accounting and control of the production process, prevention and detection of deviations from envisaged plans and schedules and ensuring the stabilization of the production progress.
Scheduling includes the distribution of annual targets for production departments and deadlines, as well as bringing the established indicators to specific contractors. With its help, shift-daily tasks are developed, and the sequence of work performed by individual performers is coordinated. The initial data for the development of calendar plans are the annual volumes of output, the complexity of the work performed, the timing of the delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.
When implementing the developed calendar plan, an operational record of the progress of its implementation is kept - information is collected on the actual implementation of the plan, it is processed and transferred to the relevant services of the enterprise. On the basis of the information received, dispatching is carried out, which consists in identifying and eliminating emerging deviations from the planned course of production, in taking measures to ensure the complete course of production, the best use of working time and material resources, and high utilization of equipment and jobs.
Operational planning of production at the place of its implementation is divided into intershop and intrashop. Inter-shop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all departments of the enterprise, and also coordinates the work of the main, design and technological, planning and economic and other functional services. The content of intra-shop planning is the development of operational plans and the preparation of current work schedules for production sites, production lines and individual jobs based on annual plans for the production and sale of products of the main workshops of the enterprise.
AT modern production various operational planning systems are widespread, determined both by internal factors and by external market conditions. Under the system of operational planning of production in the economic literature, it is customary to understand a set of various methods of technologies for planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and registration of accounting documentation. A prerequisite for the effective functioning of the operational planning system for production is the existence of a reasonable regulatory framework, which includes, in particular: calendar and planning standards, material consumption standards, production capacity utilization standards, production material security standards. The choice of one or another system of operational planning in market conditions is determined mainly by the volume of demand for products and services, the costs and results of planning, the scale and type of production.
Therefore, planning is a method of economic foresight and programming based on detailed calculations. On the one hand, the enterprise plan contains a task for the prospect of each employee, and on the other hand, instructions for managers about management decisions, which they must gradually accept, helping the team to achieve the goal.
Introduction
Planning methods have been enriched and improved at an accelerating pace since the 1970s. Two factors play a special role in this. The first is the economic crises of the last quarter of the twentieth century. They forced economists and managers different countries find new adequate methods of management. The second factor is related to the rapid spread of information technology and computer technology. These tools made the analysis of the prospects for the development of the enterprise and their forecasting publicly available. The creation of information systems at enterprises made it possible to automate, simplify and speed up the implementation of a huge number of planning and control functions.
The rejection of an inefficient command and control system was perceived by many managers and specialists as an opportunity to abandon planning altogether. However, such an approach is disastrous, its results are, as a rule, deplorable. Underestimation of planning is one of the reasons for the ruin and bankruptcy of an enterprise.
The purpose of planning as a management function is to seek to take into account in advance, if possible, all internal and external factors that provide favorable conditions for the normal functioning and development of the organization. It provides for the development of a set of measures that determine the sequence of achieving specific goals, taking into account the possibilities for the most efficient use of resources by each production unit and the entire organization.
On-farm planning is planning within an enterprise. Its main goal is to increase the efficiency of the enterprise. This task is solved by developing and putting into practice strategic, current and operational plans.
Operational planning consists in the development of the most important volumetric and calendar indicators of production and economic activity. At the same time, the means and methods for solving problems, the use of resources, and the introduction of new technology are developed in detail.
The relevance of the chosen topic is confirmed by the fact that operational planning is an intermediate link on the way to achieving strategic goals and objectives.
The object of the study is JSC AIC "Biryuchensky".
Target term paper consideration of the features of operational planning of production at the enterprise of JSC APK "Biryuchensky" and the formation of a set of measures to improve the efficiency of its activities.
To achieve this goal, it is necessary to solve the following tasks:
reveal the essence and content theoretical foundations operational planning at the enterprise;
analyze the state of the main economic indicators at OAO AIC "Biryuchensky";
to propose the main directions for increasing the efficiency of JSC AIC "Biryuchensky".
When writing a term paper, the following were used: primary and reporting documents of the organization, scientific literature, articles by scientists, periodicals, collections.
1. Theoretical foundations of operational planning at the enterprise
Operational planning of production consists in the development of the most important volumetric and calendar indicators of the production and economic activities of the enterprise. Any process of operational planning involves the implementation by economists-managers of such stages of activity as the choice of an enterprise development strategy, the justification of the form of organization of production, the determination of the logistics scheme for the movement of material flows, the development of basic calendar and planning standards, the operational planning of the work of production units, the organizational preparation of production, the direct organization operational work, current control and regulation of the production process. The main task of operational planning ultimately comes down to ensuring that the enterprise has a coordinated and rhythmic course of all production processes in order to best meet the basic needs of the market, rational use of available economic resources and maximize profits.
In operational planning of production, depending on the developed indicators, such basic methods as volumetric, calendar, as well as their varieties: volumetric-calendar and volumetric-dynamic are used.
The volumetric method is designed to distribute the annual volumes of production and sales of the company's products by individual divisions and shorter time intervals - a quarter, a month, a decade, a week, a day and an hour. This method provides not only the distribution of work, but also the optimization of the use of production assets and, first of all, technological equipment and assembly areas for the planned time interval. With its help, monthly production programs of the main workshops are formed and the timing of the release of products or the fulfillment of an order in all producing divisions of the enterprise is planned.
The calendar method is used to plan specific time periods for the launch and release of products, the standards for the duration of the production cycle and the advance in the production of individual works relative to the release of head products intended for sale in the corresponding product market. This method is based on the use of progressive time standards to calculate the production cycles for the manufacture of individual parts, planned product sets and assembly processes. In turn, the production cycle of the main product serves as a regulatory framework for the formation of projects for monthly production programs for the rest of the manufacturing shops and sections of the enterprise.
The volume-calendar method allows you to plan simultaneously the terms and volumes of work performed at the enterprise as a whole for the entire specified period of time - a year, a quarter, a month, etc. With its help, the duration of the production cycle for the release and delivery of products to the market, as well as the loading rates of technological equipment and assembly stands in each division of the enterprise, are calculated. This method can be used to develop monthly production programs for both producing and non-producing shops and areas.
The volume-dynamic method provides for the close interaction of such planned and calculated indicators as the timing, volumes and dynamics of the production of products, goods and services. Under market conditions, this method makes it possible to take into account the volume of demand and production capabilities of the enterprise to the fullest extent and creates the planning and organizational basis for the optimal use of available resources at each enterprise. It involves the construction of schedules for the fulfillment of consumer orders and the loading of production sites and production shops.
The purpose of operational planning is to achieve output within the time frame specified by business contracts. To achieve this goal, it is necessary to plan the timing of the production of orders, it is also necessary to organize a coordinated, rhythmic work of all sections and workplaces.
As part of the implementation of the main goal, the agro-industrial complex enterprises face the following tasks in the field of planning:
determination of existing and prospective needs of buyers, analysis of ways to use these products, study of patterns of consumer behavior in the relevant markets;
forecasting possible sales volumes of products, their selling prices, production costs and profitability of economic activity;
determination of the enterprise's need for material and technical resources and their effective distribution by industry and divisions of the enterprise;
determination of the financial capabilities of the enterprise for the implementation of the production program adopted for execution;
providing a strategy for specialization, cooperation and integration of production;
designing the nearest and long-term prospects for periods of execution;
organization of the execution of the plan and control over its execution;
solution of problems social development labor collective, private household plots of the population, economic problems and rational use of natural resources;
target orientation and coordination of the enterprise;
identification of risks;
downscaling and thereby simplifying the level of problems;
increase flexibility, adaptability to change;
achieving consistency, proportionality, rhythm, continuity (flow) of production on the basis of a balanced development of the main branches of the enterprise.
Operational planning functions include:
development and control of the implementation of planned targets for the production of products in physical terms for workshops, sites and workplaces for a month, a decade (or a week), a day, a shift.
control over logistics and technical pre-production, since in order to start manufacturing products within the time specified by the task, it is necessary to have materials, blanks, tools, equipment, and technological documentation at the workplace. The operational reliability of equipment and other technical means. Checking the availability of everything necessary for the production of products is carried out by operational planning services.
achievement of uniform loading of equipment, jobs. Taking into account the requirements of the market, operational planning should be flexible - respond in a timely manner to the receipt of new orders, include them in the plan in time, take into account changing priorities for the production of products. In other words, it should be open to the production of new orders.
accounting and tracking the progress of production throughout the entire chain of the production process, dispatch control and regulation of the production process.
According to the scope of the production process in space, factory and shop operational production planning are distinguished.
Factory EP covers the development and control of operational plans for the plant as a whole, broken down by workshops and is carried out by the planning and production or planning and dispatching department (PDO) of the plant management.
Workshop OP is associated with the development and control of operational plans for the whole workshop, broken down by sections and jobs, and is carried out by the planning and production or planning and dispatching bureau (PPB or PDB) of the workshop.
Operational and production planning includes two
interrelated parts: scheduling and dispatching.
Scheduling includes:
development of calendar and planning standards;
development of operational plans;
development of shift-daily tasks.
Operational and production planning serves to specify the annual marketing plan for the production of products in physical terms and begins with an analysis of the annual production plan.
Monthly and ten-day plans provide for the distribution of tasks by day and remain flexible and open to any of the following days. The schedule of the current day (shift-daily task - CVD) tends to be kept closed for any changes, i.e. it becomes a tough task for the whole day. However, situations may arise during the day when it is necessary to urgently complete the task or work to correct the marriage. In view of this, time reserves should be provided in the operational calendar plans. If there are no reserves in the schedule, then urgent tasks delay the release of planned ones. An undesirable situation is created, which should be taken into account by the task of the next day and the redistribution of the priority of the execution of various tasks.
AND TECHNOLOGICAL DOCUMENTATION
OPERATIONAL PRODUCTION PLANNING
The essence of operational planning. Operational planning of the production of blank enterprises. Calculation of the yield of semi-finished products
The essence of operational planning is to draw up an enterprise program. The issues of planning the production program are handled by production managers (deputies), heads of production workshops, foremen, and accountants.
To draw up the production program of a procurement enterprise, the following data are required: the range of products (semi-finished products, culinary products, flour confectionery); technical equipment of the enterprise; network of enterprises Catering and retail network who have entered into contracts with a procurement enterprise or specialized procurement workshops; the range and quantity of products required for these enterprises; the volume of semi-finished products produced by food industry enterprises for pre-cooking enterprises.
Operational planning of production is carried out in a certain sequence, so at each stage there are no
it is necessary to create certain organizational conditions conducive to the proper organization of the technological process, the rational organization of labor, and the precise fulfillment by each employee of his duties.
An important place in the operational planning of production is occupied by the dispatching service. The operational planning of the production of a blanking enterprise and specialized blanking shops is carried out in the following sequence. The enterprises with which the contract is concluded make daily orders for semi-finished products, culinary and flour confectionery products and transfer them to the procurement enterprises in the dispatch services (departments). The received orders in the dispatching service are summarized for all types of products and transferred to the shops in the form of a daily production plan. One copy of the order goes to the expedition for subsequent order picking. Applications are accepted one day before their execution. This is explained by the fact that the production workshop needs to obtain in advance the required range and quantity of raw materials, products for the implementation of the technological process of manufacturing products on demand.
Semi-finished products and culinary products are produced in accordance with the specifications, OSTs, as well as the data of the Collection of norms for waste and losses during cold and heat processing of raw materials.
At a procurement enterprise, in order to control the correct use of raw materials and the number of semi-finished products produced, the head of the shop draws up an act for cutting the mass of raw materials into large-sized semi-finished products in accordance with form 61. The act indicates the name and quantity of the raw materials received by the shop in kind and value terms, the output rates of large-sized semi-finished products according to Collection of recipes in percentages and kilograms. The act is signed by the head of the shop, checked in the accounting department and approved by the director of the enterprise.
The work of confectionery shops is carried out in accordance with the planned target for the production of products. Based on the raw materials and orders available in the pantry of the enterprise, the head or foreman of the confectionery shop draws up an order order in form 76 (Table 2). Work order is a document for calculating the production task for the manufacture of products on order: determining the need for raw materials. The work order serves as the basis for the release of raw materials from the pantry to production.
Operational planning at enterprises with a full production cycle
At a public catering enterprise, a monthly turnover plan must be approved, on the basis of which a production program for the day is drawn up.
In restaurants where the range of dishes is very large, the menu mainly includes ordered portioned dishes, so it is difficult to plan the number of dishes released in advance, but, given past experience, it is possible to plan the release of the number of semi-finished products in the restaurant (when processing meat, poultry, fish) and how many products need to be received per day from warehouses.
At catering establishments with a certain contingent of consumers (canteens at manufacturing enterprises, educational institutions, children's institutions, rest homes, etc.) you can more clearly plan the work of production for every day.
Operational planning of production work includes the following elements:
Drawing up a planned menu for a week, a decade (cyclic menu), on its basis, the development of a menu plan that reflects the daily production program enterprises; preparation and approval of the menu;
Calculation of the need for products for the preparation of dishes provided for by the menu plan, and drawing up requirements for raw materials;
Registration of the requirement-invoice for the release of products from the pantry at the production site and the receipt of raw materials;
Distribution of raw materials between workshops and determination of tasks for chefs in accordance with the menu plan.
The first stage of operational planning is the preparation of a planned menu, the presence of which makes it possible to provide a variety of dishes on the days of the week, avoid repetition of the same dishes, ensure a clear organization of the supply of raw materials and semi-finished products, sending applications to wholesale depots in a timely manner, industrial enterprises to properly organize technological process cooking and production workers. The planned menu indicates the assortment and quantity of dishes of each item that can be prepared at a given enterprise by day of the week or decade. When drawing up a planned menu, the qualifications of cooks, consumer demand, the possibility of supplying raw materials and the seasonality of raw materials, and the technical equipment of the enterprise are taken into account.
The second and main stage of operational planning is the preparation of a menu plan by the head of production on the eve of the planned day (no later than 15:00) and its approval by the director of the enterprise. It contains the names, numbers of recipes and the number of dishes, indicating the timing of their preparation in separate batches, taking into account consumer demand.
The main factors to consider when compiling the menu are: the approximate range of products recommended for catering establishments, depending on its type and type of ration provided, the availability of raw materials and their seasonality.
An approximate assortment of dishes (assortment minimum) is a certain number of cold dishes, hot dishes, drinks typical for various catering establishments (restaurants, canteens, cafes, etc.). When drawing up a menu plan, it is necessary to take into account the availability of raw materials in pantries and its seasonality. Dishes and snacks included in the menu should be varied both in terms of types of raw materials and methods of heat treatment (boiled, poached, fried, stewed, baked); the qualification composition of workers, the capacity of production and its equipment with trade and technological equipment, as well as the labor intensity of dishes, i.e., the time spent on preparing a unit of production, are also taken into account. By approving the menu plan, the director and production manager are responsible for ensuring that the dishes included in the menu are on sale throughout the entire trading day of the enterprise.
At catering establishments with a free choice of dishes, operational planning begins with the preparation of a one-day menu plan in accordance with the turnover.
Menu types, their characteristics
The menu - a list of snacks, dishes, drinks, pastry products available for sale on a given day, indicating the output and price - must be signed by the director, production manager and calculator. Depending on the type of enterprise and the customer contingent served, they develop different kinds menu: with a free choice of dishes; complex lunches and lunches by season tickets; daily diet; dietary and baby food; banquet.
Free choice menu compiled at public catering establishments (restaurants, bars, canteens, cafes, eateries). This is a list of dishes written in a certain order, indicating the output of dishes, garnish, main product and price. For first courses, the menu usually lists the price of a portion and a half portion. The menu of the restaurant does not indicate the output of dishes.
When compiling the menu, certain rules for the arrangement of snacks and dishes are followed.
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