Enterprise production capacity: how to calculate and increase. Great encyclopedia of oil and gas

At an enterprise, the production program is determined based on factors such as: the total demand for the products it produces and the production capacity of the enterprise.

The production capacity of an enterprise (workshop, site) is the potential annual (quarterly, hourly, etc.) volume of output of products, works, services, etc. of the required quantity with a given nomenclature and assortment based on progressive standards for the use of equipment and production space, taking into account the implementation activities on progressive technology, advanced organization of labor and production.

When planning and analyzing the activities of an enterprise, three types of production capacity are distinguished:

1. Future production capacity reflects the expected changes in technology and organization of production, the range of main products included in the long-term plans of the enterprise.

2. Design production capacity represents the possible volume of output of a conventional nomenclature product per unit of time specified during the design or reconstruction of an enterprise, workshop, or site. This volume is fixed, since it is designed for a constant conditional range of products and a constant operating mode. However, over time, as a result of reconstruction and technical re-equipment, the introduction of new technologies, etc., the initial design capacity will change, but will be recorded as a new design capacity.

3. Current design capacity of an enterprise reflects its potential ability to produce during a calendar period the maximum possible quantity of products provided for by the production plan commercial products specified nomenclature and quality. It is dynamic in nature and changes in accordance with the organizational and technical development of production. Therefore, it is characterized by several indicators:

Power at the beginning of the planned period (input);

Power at the end of the planned period (output);

Average annual power.

Entrance The production capacity of an enterprise is the capacity at the beginning of the planning period. Day off production capacity – capacity at the end of the planning period, which is defined as the algebraic sum of the input capacity in force at the beginning of the year (as of January 1), and the new capacity, both introduced during the year and disposed of in the same year. Average annual production capacity is the capacity that an enterprise has on average per year, taking into account the increase and disposal of existing capacity.

Production capacity is measured in the same units as the production program - pieces, tons, meters, etc.

The production capacity of an enterprise is a variable quantity. It changes over time, i.e. increases or decreases. For change production capacity many factors influence. Here are some of them:

structure of fixed production assets, specific gravity their active part;

level of technological advancement in the main production processes;

productivity of technological equipment;

time fund of one machine (unit) - the standard time for processing (manufacturing) a unit of product, hours.

If the workshop plot equipped with different types of equipment, production capacity is determined by the productivity (throughput) of the fleet of leading equipment groups that characterize the profile of this unit.

The production capacity of an enterprise, workshop, site is a dynamic category, changing during the planning period. These changes are due to the following factors:

wear and tear and, consequently, write-off and discarding of equipment;

commissioning of new equipment to replace worn-out equipment;

equipment upgrades during major overhauls, which may change its performance;

reconstruction and technical re-equipment of the entire enterprise or its individual production divisions, etc.

For the purpose of production planning, it is necessary to monitor and timely clarify the actual capacity of the enterprise. This is done using average annual production capacities: retiring and commissioning.

Average annual retiring production capacity M s. selected, is defined as the sum of retired production capacity M you6 , multiplied by the number of months n i , remaining from the date of disposal until the end of a particular year, divided by 12:

Average annual production capacity input M s.input is defined as the sum of new capacities M n (in comparable units of natural or monetary terms), multiplied by the number of months with their use until the end of the year n i , divided by 12:

Taking into account the noted indicators, in addition to production capacity at the beginning of the year (input capacity M out its increase or decrease during the year is determined in i-th month M out, as well as output power M out , those. capacity at the end of the year:

The uneven change in power throughout the year makes it necessary to determine its average annual value:

The average annual capacity is found by subtracting the average annual retirement capacity available at the beginning of the year and adding the average annual increase in capacity during the year. This indicator is used to justify the production plan.

Based on calculations of production capacity, reporting and planned balances of production capacity are compiled.

When drawing up a balance for the reporting year, the capacity at the beginning of the reporting period is taken according to the nomenclature and product range of the year preceding the reporting year, and the capacity at the end of the year is taken according to the nomenclature and product range of the reporting year. When developing a balance for the planning period, the capacity at the beginning of the period is taken according to the nomenclature and in the range of products of the reporting year, and the capacity at the end of the period (year) - according to the nomenclature and in the range of products of the planning period (year). Production capacity is influenced by a huge number of factors. At the same time, the nature of their influence is different and changes significantly. In relation to specific conditions, an approximate number of production capacity values ​​can be calculated. The problem comes down to determining the optimal value of production capacity by examining the function for extremeness. For this, linear programming methods are used.

When considering the factors influencing production capacity, the following feature is revealed in their interrelation: they all determine the working time fund, machine intensity, product labor intensity and equipment utilization when producing products of a certain quality and a certain type. Principal dependence of production capacity M from these factors has the following fundamental form:

Where P - number of product types; IN– working time fund of a production unit of product of the i-th type for one cycle, hours. qi – volume of products of the i-th type produced per unit of time (in one cycle), pcs.; n i – the share of products of the i-th type in the total production output (for one cycle).

Analysis of the above dependence shows that production capacity is significantly influenced by the operating time of production equipment, which depends on the operating mode of the enterprise. The concept of the operating mode of an enterprise includes the number of work shifts, the duration of the working day and work shift.

Depending on the time losses taken into account when calculating production capacity and planning, equipment operating time funds are distinguished: calendar, nominal (regime), actual (working) or planned. Calendar fund of equipment operating time F To serves as the basis for calculating other types of equipment use time funds and is defined as the product of the number of days in the current calendar period D To by the number of hours in a day:

Nominal (regime) equipment operating time fund F depends on the number of calendar days D To and the number of working days per year D n , and also on the adopted work shift schedule per day:

Where t – the average amount of equipment work per day on weekdays according to the adopted shift schedule and taking into account the reduction in shift duration on holidays. For enterprises with a continuous production process, the operating time of equipment and production capacity are calculated based on a three- or four-shift operating mode. If the main workshops of the enterprise operate in two shifts (or less than two shifts), the equipment operating time fund and production capacity are calculated based on a two- or three-shift operating mode.

Actual (working, standard) equipment operating time fund F d equal to the difference between the regime (nominal) fund in the current period F R and the amount of time spent on repairs, adjustments, etc. during a year T P , hours:

Time for repairs, adjustments, etc. is taken into account only when these operations are performed during working hours.

1. Enterprise production capacity: concept, types, planning stages

2. Calculation production capacity

3. Production capacity Russian Federation

4. Technical condition of production facilities

Productive capacity - This the maximum possible output of a production unit (industry, enterprises, its department, workplace) for a certain .

Productive capacity enterprises: concept, types, stages of planning

The volume of fixed production assets and the degree of their use are determined by the production capacity of the enterprise.

The production capacity of an enterprise (workshop or production site) is characterized by the maximum quantity of products of appropriate quality and range that can be produced per unit of time with full use of fixed production assets in optimal conditions their operation.

The simplest and most accurate meters of production capacity are natural units. Production capacity is measured, as a rule, in the same units in which the production of this product is planned in physical terms (tons, pieces, meters). For example, the production capacity of mining enterprises is determined in tons of mineral extraction, metallurgical enterprises - in tons of metal smelting and rolled products; machine-building plants - in units of manufactured machines; capacity of sugar factories and other food enterprises industry- in tons of raw materials processed into finished products.

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

Installation of new pieces of equipment to replace outdated or damaged ones;

Depreciation of equipment;

Commissioning of new capacities;

Changes in equipment productivity due to intensification of its operating mode or due to changes in the quality of raw materials, etc.

Equipment (replacement of units, blocks, transport elements, etc.);

Changes in the structure of source materials, composition of raw materials or semi-finished products;

Duration work equipment during the planned period taking into account stops for repairs, maintenance, technological breaks;

Production specialization;

Mode work equipment (cyclic, continuous);

Repairs and routine maintenance.

The following factors influence the amount of production capacity:

1. Technical factors:

Quantitative composition of fixed assets and their structure;

Qualitative composition of fixed assets;

Degree of mechanization and automation of technological processes;

Quality of raw materials.

2. Organizational factors:

Degree of specialization, concentration, cooperation of production;

Level companies production, labor and management.

3. Economic factors:

Forms of remuneration and incentives for employees.

4. Social factors:

Qualification level of employees, their professionalism;

General educational level of training.

Production capacity can be viewed from different perspectives; based on this, the theoretical, maximum, economic, and practical capacity are determined.

Calculation of production capacity is carried out in units of product measurement. The capacity of a larger production unit is determined by the power of its leading unit: the power of the site is determined by the power of the leading group of equipment; workshop capacity - for the leading section; The capacity of the enterprise is for the leading workshop. The leading division is considered to be the one in which a significant part of the production fixed assets is concentrated, performing the main technological operations for the manufacture of products. The sum of the capacities of individual enterprises for the same type of product constitutes production capacity industry for this type of product.

When calculating production capacity, data on:

production fixed assets;

operating mode of equipment and use of space;

progressive standards for equipment productivity and labor intensity of trade items;

worker qualifications.

If the productivity of the equipment is known, then the production capacity is determined as the product of the rated productivity of the equipment per unit of time and the planned fund of its operating time; in conditions of multi-item production - as the quotient of dividing the operating time of equipment by the complexity of the set trade items, produced on this equipment.

The degree of utilization of production capacity is characterized by the coefficient of utilization of production capacity, which is equal to the ratio of the annual money issue products to the average annual capacity of a given year. To ensure the planned volume of production and determine the need for natural growth, a balance of production capacity is drawn up.

Calculation of production capacity

Productive capacity industry industry, enterprise, its divisions, the maximum possible release products High Quality or the volume of raw material processing per unit of time (usually within a year). IN socialist countries production capacity is determined in the nomenclature and quantitative ratios established by the plan, taking into account the fullest use of production equipment, space, advanced technology and companies labor. The calculation of the production capacity of the enterprise is carried out in the units of measurement of products adopted in the plan. The simplest and most accurate are natural units of measurement (in products, parts, pieces, tons). Based on the capacity of the leading group of equipment, the capacity of the section is established, for the leading section - the capacity of the workshop, and for the leading workshop - the capacity of the enterprise. The calculation takes into account liquidation measures " bottlenecks" The leading division concentrates a significant part of the production fixed assets and carries out the main technological operations for the manufacture of products. The sum of the capacities of individual enterprises for the same type of product is the production capacity of the industry for this type of product.

To calculate production capacity, the following initial values ​​are used: data: production fixed assets, operating mode of equipment and use of space, progressive standards for equipment productivity and labor intensity trade items, qualifications of workers. If the productivity of the equipment is known, then the production capacity is defined as the product of the equipment's rated productivity per unit of time and the planned operating time; in conditions of multi-item production - as the quotient of dividing the operating time of the equipment by the labor intensity of a set of trade items (parts) manufactured on this equipment.

Production capacity is a dynamic quantity, changing with the development of technology, the growth of labor efficiency, the improvement of production and labor, and the increase in the cultural and technical level of workers. According to the methodology in force in the industry of the USSR, production capacity is set on January 1 of the accounting year (input) and on January 1 next year(day off). The average annual capacity is also determined. With a uniform increase in power throughout the year, its average annual value is equal to half the sum of the input and output powers. In other cases, the average annual production capacity is determined as the sum of the capacity at the beginning of the year and the average annual input capacity minus the average annual retirement capacity.

The degree of utilization of production capacity is characterized by the capacity utilization factor, which is expressed by the ratio of annual emissions valuable papers products to the average annual capacity of a given year. To ensure the planned production volume and determine the need to increase pumping capacity growth I balance production capacity.

Production capacity Russian Federation

Electric power industry Russian Federation is one of the largest energy complexes in the world, almost entirely equipped with domestic equipment, using its own fuel resources, covering the needs countries in electrical and thermal energy and providing electricity. At the end of 2000, the total installed capacity of all power plants in the Russian Federation was 213.3 thousand MW, including thermal - 147.3 thousand MW (69.0%), hydraulic - 44.3 thousand MW (20.8% ), nuclear - 21.7 thousand MW (10.2%). Of the total capacity of thermal power plants, the capacity of heating power plants (CHP) is 56.8%, condensing power plants (CHP) - 42.3%.

The technical basis of the Russian electric power industry is 432 power plants common use with an installed capacity of 196.2 thousand MW, including 334 thermal power plants with a capacity of 131.0 thousand MW, 98 hydroelectric power plants with a capacity of 44.0 thousand MW and 10 nuclear power plants with a capacity of 21.2 thousand MW.

At the end of 2000, the total installed capacity of power plants supplying electricity in the UES network of the Russian Federation amounted to 192.2 thousand MW, including thermal (TPP) - 68%, hydraulic ( hydroelectric power station) - 21%, nuclear (nuclear power plants) - 11%.

In the last decade, in the context of a fall in the industrial production index and a corresponding 20% ​​decrease in consumption electricity and its production, the use of installed capacity by all types of JSC-energo power plants is extremely low: in 2000, the total level of installed capacity use was 47.92%, including for thermal power plants - 46.32%, for hydroelectric power station- 42.50%, for nuclear power plants - 69.07%. For federal-level stations, this figure was equal for thermal power plants - 38.15%, for hydroelectric power plants - 54.85%.

Technical condition of production facilities

Underestimation by regulatory authorities of the economically justified level of tariffs for electricity and thermal energy, and, as a consequence, lending to consumers with cheap energy, led to underinvestment in the electric power industry in the area of ​​updating production capacities. As a result of physical depreciation technological equipment, the available capacity of public power plants today does not exceed 163.5 thousand MW, and the used capacity is 140.0 thousand MW.

The volume of equipment that has exhausted its service life is sharply increasing (the service life is understood as the minimum reliable service life during which equipment failure will not occur). By 2001, 30% of steam turbines at thermal power plants with a total capacity of 39.6 thousand MW had exhausted their service life. By the end of 2005, the fleet resource of 45% of TPP steam turbines with a total capacity of 59.3 thousand MW will be exhausted, by 2010 - 62% of TPP steam turbines or 80.5 thousand MW, and by 2015 - 72% of steam turbines or 94 .6 thousand MW.

For hydroelectric power plants, where turbine equipment with a total capacity of 21.6 thousand MW (50% of their installed capacity) has already generated regulatory period service, a concept for technical re-equipment has been developed, providing for refurbishment or comprehensive reconstruction. According to preliminary estimates, restoration repairs will extend the service life of the hydroelectric power station by 15 years at a cost of only 15%-25% of the costs of a comprehensive reconstruction

Sources

bse.sci-lib.com Great Soviet Encyclopedia

ru.wikipedia.org Wikipedia - the free encyclopedia

cis2000.ru Computer Information Systems

Investor Encyclopedia. 2013 .

• Directory of technical translator - industry, enterprise, its divisions, calculated, maximum possible volume of output per unit of time with the fullest use of existing equipment and space, labor, for a given ... ... Economic and mathematical dictionary

Productive capacity- – calculated maximum possible in certain conditions volume of product output per unit of time. [GOST 14.004 83] Term heading: Economics Encyclopedia headings: Abrasive equipment, Abrasives, Highways... Encyclopedia of terms, definitions and explanations of building materials

Productive capacity- 34. Production capacity Estimated maximum possible volume of production of products per unit of time under certain conditions

Effective use of an enterprise's production capacity is a multifaceted system of theoretical and practical solutions. In order to apply any methods, methods and strategies for a particular enterprise, it is necessary to clearly understand what the production capacity of the enterprise is, what its components and what factors have a decisive influence on it.

Production program and production capacity of the enterprise: what is the difference

The task of any manufacturing enterprise is to produce any market product (service, product). The exact extent to which a given organization can put its offer on the market depends in most cases on its production potential.

Companies collect vast amounts of customer data, which ultimately turns out to be useless. The information is scattered, often outdated or distorted - on this basis it is impossible to make a unique selling proposition to the buyer and predict sales. Our article describes tools for collecting and analyzing information, the use of which:

• optimizes the company's marketing expenses;
• will help build a sales strategy;
• will reduce customer churn due to improved service quality.

The production capacity of an enterprise is an exact expression optimal quantity of goods produced.

The optimal quantity of a product/service produced is the volume of the company’s supply that covers all concluded transactions and obligations for the production of a product/service within a specified time frame, produced at the lowest cost and the highest profitability.

If necessary, the production program can be developed both for the company as a whole and for its separate functional divisions. The periods of the implemented program plan may also be different, but in any case, these periods should not diverge from the terms of already concluded contracts.

The data specified in the production program takes into account all facets of the commodity-market manifestation: the range of the product produced, quantity, quality characteristics of the offer, deadlines, etc.

As a result, the main task of drawing up a production program is to standardize the volume of goods or services produced and sold.

In the world economic theory The volume of goods sold is more often found in the form of the term “sales volume”. This is due to a broader scope of understanding, which includes defining the characteristics of both an enterprise specializing in the production of a material product and a company providing services. Nowadays, there are more and more businesses that combine both.

What are the different types of production capacity of an enterprise?

Production capacity of an enterprise or its individual structural element represents the maximum potential for the production, processing and sale of a product or service with given characteristics in a year or any other period of time under conditions that all the company’s resources are used on the most progressive basis.

When drawing up a production program or plan, as well as when conducting analytical work with the performance indicators of a company or its individual division, three main types of the maximum possible production capacity of an enterprise are identified:

• perspective;
• design;
• active

The prospective type of production capacity of an enterprise is the probable change in production indicators expected in the future.

The design type of production capacity of an enterprise is expressed in the volume of output provided for by the construction project, reconstruction of the enterprise, as well as planned after any technical renovation of production units and changes in labor organization. The design production capacity of the enterprise reflects the coordination of the company to achieve a leading position in a given industry segment of the market.

The current type of production capacity of an enterprise represents the production potential of the facility, which is approved in the production program. This type of potential is dynamic, and trends of change depend on organizational and technical production progress. The current design capacity consists of the following indicators:

• the input level of the enterprise's production capacity (the initial stage of the planned period);
• the output level of the enterprise's production capacity (the final phase of the planned period);
• the average value of the enterprise's production capacity for the year.

The division of the enterprise's production capacity into input, output and average annual capacity is based on the following factors:

• the input level of the enterprise's production capacity is the potential production potential of the beginning of the planned period, which is most often a year;
• the output level of the enterprise's production capacity is the maximum use of reserves in the final part of the planned period, which is equal to the result of adding the input capacity at the beginning of the year and the input capacity introduced/removed during the same 12 months;
• The average annual level of production capacity of an enterprise is the average annual value of the production capacity that the facility has in the conditions of the emergence of new opportunities for the part of the company involved in the production of the product and their abolition.

How to determine the production capacity of an enterprise

An integral part of calculating the planned production capacity of an enterprise is the constant recording of the balance of supply and demand for a product/service. Let’s say that if demand prevails over supply, then planning necessarily reflects a corresponding increase in production potential.

Additional factors influencing the production capacity of an enterprise are the company’s internal resources, such as technological and organizational equipment, the degree of personnel qualifications and strategic progressive management aimed at achieving new economic heights.

The production capacity of an enterprise, as a value, is calculated taking into account the following provisions:

1. The unit of measurement for the production capacity of an enterprise is the same quantitative volume of the product produced as in the approved production program (plan and contract).

2. Calculation of the level of potential capabilities of the manufacturing enterprise occurs at all hierarchical levels of the structure of the production part of the company:

• from the production element of the lowest rank to the link at the beginning of the hierarchy;
• from technologically similar units of production equipment to integrated sites;
• from a small production zone - to a workshop, and then - to a manufacturing enterprise.

3. To calculate the value of the production capacity of an enterprise, you need to know:

• volume of fixed production assets;
• operating procedures for machinery and equipment;
• the amount of time required to produce/process the product and the productivity of technical equipment.

The size of the production capabilities of a lower division affects each larger link in the production structure, from the site to the manufacturing plant. The highest rank is assigned to the division in which the main part of the production and technological processes for the production and processing of the company's product is carried out, the largest human resources are concentrated and in which the fixed assets of the enterprise are centralized.

Economic practice, in addition to estimated calculations of the production capacity of an enterprise, involves the development of a “Balance of Production Capacity”, which reflects:

• quantity of products produced or processed;
• input level of enterprise production capacity;
• design production capacity of the enterprise;
• output level of production capacity of the enterprise;
• average annual production capacity of the enterprise;
• coefficient of realization of production resources.

Factors of the production capacity of the enterprise influencing the value of this value:

• technical equipment of the manufacturer in quantitative terms of machine units;
• technical and economic standards for the operation of machine units;
• correspondence production machines and technologies to real scientific and technological progress;
• temporary funds for the operation of machines and units;
• degree of labor and production coordination;
• used production areas;
• planned volumes of manufactured or processed product, which have a direct impact on the labor intensity of this product with the available technical equipment.

The composition of the technical equipment of the enterprise includes all machine units that are operational, put into operation at the beginning of the year, and those that are planned to be used during the period indicated by the plan. It does not include units of equipment that are in reserve conservation, belong to experimental zones and are used as educational and training installations.

The maximum productivity of technical equipment involved in calculating the production capacity of an enterprise is calculated based on advanced standards for the operation of each machine unit.

The time fund for the operation of technical equipment during a continuous production cycle is defined as the difference between the total calendar time and the hours spent on repair and maintenance.

An important nuance when calculating the production capacity of an enterprise is that idle units do not take part in it, which may be due to the lack of raw materials and material resources, as well as the hours associated with reworking defective products.

How to calculate the production capacity of an enterprise

The total production capacity of each division of the enterprise will be the total production capacity of the enterprise. Calculation within a department is carried out from the lowest level to the highest, for example, from a group of production machines with similar technical characteristics to a production site, from a workshop to a department, from a production department to the entire enterprise.

The calculated production capacity of the leading production unit is the basis for determining the capacity of the unit at the next level. For example, the production capacity of the leading group of machines is the basis for determining the same value for the production site, the power of the leading group is the basis for determining the capacity of the workshop, etc. The leading production unit is the one whose labor intensity is highest value. If a production unit includes several elements of the same type (groups of machines with similar technical characteristics, production workshops, etc.), then its capacity is determined by adding the capacities of all its components.

The principle of calculating the production capacity of both one production element and the entire complex depends on the type of established process. In serial and single production, capacity is calculated from the throughput of machine units and their groups to the capacity of the production unit.

The production capacity of an enterprise is determined not only at the level of the leading units of the plant, but also by its other elements. This is necessary to do in order to timely identify the so-called “bottlenecks”, i.e. groups of machines, sections, workshops, whose throughput does not meet the power requirements of the leading element, based on the indicators of which the total production capacity of the enterprise is determined.

After calculating the production capacity of the leading units of the plant, preliminary load balancing is carried out (bringing the degree of operation of machines in groups to a value that takes into account the optimization of the work of bottlenecks), and only after that they are summed up to obtain the value of the total production capacity of the enterprise.

Indicators of production capacity must be in the same natural or conditionally natural units of measurement in which the production program is planned.

The value of the level of production capacity is differentiated into input, output and average annual. The level of input production capacity is an indicator of capacity at the beginning of the planning period, output - at its end date.

Production output level (MW)- an indicator that depends on the work specified in the plan for the production re-equipment of the enterprise, modernization of the machine fleet, construction or repair of production facilities, etc. This indicator is calculated according to the formula Mv = M1+Mr+Mm-Ml, Where:

• M1 – power value at the beginning of the planning period (input power);
• Мр – the value of the power introduced into the production complex to carry out planned repair, construction, and modernization work;
• Mm is the power value that production units acquired as a result of the implemented transformations;
• Ml – the value of power removed from the production process (for example, the power of obsolete equipment).

Average annual production capacity level (Ms)– the initial indicator, which is the average value of the capacity of a production unit for 12 months, taking into account the capacities introduced and removed from the production process. The same indicator, determined for the entire enterprise, depends on the average annual production capacity of the main division of the plant.

The production capacity of an individual structural unit of production is influenced by various factors: the number of machine units, their technical characteristics, operating time, and their throughput.

The calculation of the level of average annual production capacity is carried out according to the formula Ms = Os FvNp, Where:

• Os – average annual number of machine units with similar technical characteristics;
• Fv – the total volume of the temporary fund of technical units of the enterprise;
• Np is the hourly productivity rate of one machine unit.

Average annual number of machine units with similar technical characteristics is determined by the formula Os = O1 + OvP1/12 – OvP2/12, Where:

• О1 – number of machine units at the beginning of the planning period;
• Ov – the number of machine units introduced into the production complex during the planning period;
• Ol – number of machine units discontinued during the planning period;
• P1 and P2 – quantity full months until the end of the planning period after the installation/removal of equipment.

How should the production capacity of an enterprise be planned?

Without planning the use and increasing the production capacity of the enterprise, all business achievements of the production complex will be short-term in nature. Based on practical observations, we can say for sure that excess production capacity has a more positive effect on production than its deficit.

Therefore, when planning the use and expansion of production capacity, managers should ask questions of the following nature: “Will my production have one global production capacity or will it be a collection of several small resources?”, “Will capacity expansion occur as needed or as part of the planned strategy?” etc. To get answers to such questions, the manager must develop a plan for the development of production and its capacities, and the analysis of its effectiveness must be systematic.

When choosing production capacity, there are three factors to consider.

1. What reserve of production capacity is needed?

The average value of the involvement of production facilities in the production process should not be equal to 100%. If the capacity indicator is close to this figure, this signals that either production capacity requires an early increase, or it is necessary to reduce the volume of output. Those. The plant should always have some reserve of production capacity, which must be reserved in case of an unplanned surge in demand or failure of any production units. A plant's production capacity margin is the difference between average utilization (or actual production capacity) and 100%.

In practice, it makes sense to have a large reserve of production capacity when:

• the demand for manufactured products is highly dynamic;
• the volume of future demand is unknown and resources are not flexible enough;
• demand changes in the ratio different types manufactured products;
• there is no clear delivery schedule.

An excessively large reserve of production capacity is often the result of increasing the production capacity of an enterprise in minimal quantities. Therefore, it is better for a company to increase its capacity in large stages at once.

A small amount of production capacity reserves is justified: a small amount is “frozen” financial resource, not participating in the production cycle, and a decrease in efficiency is also visible due to a failure in the supply of raw materials or a decline in the labor activity of workers (these disadvantages often remain invisible with a large reserve of production capacity).

2. When and how much to expand production capacity

The question of the volume of expansion of the enterprise's production capacity is not the only one. It is equally important to determine in a timely manner when the plant needs to introduce additional capacity. How much and when to increase a company's production resources is decided by one of two strategies: expansionist or wait-and-see strategy.

The first method is to expand the production capacity of the enterprise large volumes at long intervals; the volume increases in advance, without waiting for power reserves to run out.

The second, on the contrary, implies the introduction of additional resources often and in small volumes (“wait-and-see” in translation - “wait and see”, “we’ll wait and see”); the introduction of additional resources occurs only when the established critical level of inventory volume is reached.

The time and size of the increase should be directly proportional to each other. Thus, if, against the backdrop of increasing demand, the intervals between the introduction of additional capacity increase, then the volume of growth should also increase. The expansionary method of increasing production capacity stays ahead of changes in demand, minimizing the possible loss of profit from lack of capacity.

The wait-and-see method follows changes in demand, while the lack of resources is compensated for by any urgent measures: overtime hours, hiring temporary labor, renting additional premises, etc.

The business manager can use one of these methods or use any intermediate version, for example, introducing additional capacity in shorter periods of time than with the expansionist method, but following demand, as with wait-and-see.

An option that combines two methods equally is called follow-the-leader (“follow the leader”), i.e. focus on the time and volume of capacity increase of leading companies in their market sector. Obviously, with the middle option there is no question of increasing competitiveness.

3. How does the expansion of production capacity relate to other aspects of the enterprise’s activities?

The introduction of additional production capacity should be part of a unified development strategy for the entire enterprise. Changes in the flexibility of resources and their location must be commensurate with the reserve of production capacity resulting from these changes, because all three of these aspects are factors that influence the increase or decrease of a company's risks. The reserve of production capacity is also interconnected with other aspects of the company’s activities, which include:

• competitive advantages. For example, when such competitive advantage, as the high speed of deliveries, it is necessary that the reserve of production capacity corresponds to changes in demand, especially if warehouse costs are not economically justified;
• quality management. With higher quality products, it is advisable to reduce the production capacity reserve of the enterprise, because here losses associated with the release of defects and other types of reduction in the final volume of production are minimized;
• capital intensity. Investments in high-tech equipment. To compensate for the balance of finances “frozen” in the production cycle, it is advisable to reduce the reserve of production capacity;
• flexibility of resources. As workforce flexibility decreases, the likelihood of equipment overload increases. Production can be balanced by increasing the production capacity reserve;
• equipment. Unreliability in equipment requires an increase in reserve production capacity, especially during periods of sharp increases in demand for manufactured products;
• planning. A stable business environment increases the level of product/service guarantee, so it is appropriate to have a small reserve of production capacity;
• location. Geographic expansion of production requires an increase in the stock of production capacity in a new location with a probable decrease in it in the old one.

So, any changes in production capacity must be combined with planning of other company functionality. The financial analysis and assessment of human resources should form the basis both in planning changes in production capacity and in managing the company as a whole, which, in turn, should be carried out against the backdrop of knowledge of the features of this market segment and forecasting changes in supply and demand.

Experts advise planning the expansion of the enterprise’s production capacity according to the following step-by-step scheme:

Stage 1. Assess the required production capacity

To analyze long-term capacity requirements, it is necessary to calculate likely changes in demand, productivity, competition, and the time over which technological changes will take place. To compare with the value of production capacity, the value of demand must have a numerical expression.

Stage 2. Calculate the difference between the required and available production capacity

The exact measure of productive capacity is not easy to determine when the expansion process involves several types of resources. Thus, the introduction of additional capacity within one operation can increase the value of the total production capacity, or the expansion of the total capacity is impossible without adjusting the capacity of bottlenecks (if any).

Stage 3. We draw up options for plans to close the gap

Potential gaps in production capacity must be taken into account in alternative plans to address them. Company managers can choose “plan 0”, in which no active actions are taken, passing by orders that do not fit into the volume of available production capacity. Another way is to use expansionist and wait-and-see methods, choosing the timing and volume of increasing the production capacity of the enterprise yourself.

Stage 4. Qualitatively and quantitatively evaluate each alternative and make a final decision

In the course of a qualitative assessment, management analyzes likely changes in the enterprise's economic activities that are not affected by the financial analysis, which will be the result of changes in the volume of production capacity. Aspects such as future demand dynamics, competitive responses, changes in production process technology or final cost should be weighed against future expansions of production capacity only through sound judgment and experience.

Quantitative aspects are also compared with future prospects for changes in enterprise capacity. The most negative of them is the one where demand is of minimal importance, and competition is of greater importance. When making decisions, management must take into account both the most pessimistic outcomes and the most favorable ways of developing the situation.

Financial flows also have a quantitative assessment: from “plan 0” to other options for the chosen strategy. At this stage, only the difference between the company’s income and expenses that is relevant to the project under consideration is assessed.

How to analyze the production capacity of an enterprise

In order to develop a further strategy for the development of production, to optimize the operation of existing technical equipment, it is necessary to carefully study the work of production in the past period.

The production capacity of the enterprise is analyzed based on an assessment of the following characteristics.

Capital productivity and the reasons influencing it

Capital productivity, or the turnover ratio of fixed assets, characterizes the degree of efficiency in the use of basic production equipment, the quality and quantity of which are decisive for the formation of the total production capacity of the enterprise. Capital productivity is the amount of output that falls on 1 or 1000 rubles of the monetary value of production fixed assets.

The value of capital productivity is influenced by the practical use of technical equipment, production area, as well as the dynamics of the cost of machine units and product units. Another characteristic of production that affects the value of capital productivity is the composition of fixed assets of production, defined as the sum of the value of technical equipment, energy and transport resources, the price of real estate involved in production and other parts of the system of fixed assets.

The next step in analyzing the use of the enterprise's production capacity is to evaluate the production indicators affecting it.

Assessment of the structure of technological and technical equipment

When determining the relationship between the quality of a technical process and the level of production power consumption, it becomes clear which part of the advanced methods for producing a product is used at a given plant. Those. the structure of the equipment used is analyzed and the percentage of production equipment that affects the increase in the quality of the production cycle is determined. One of the evaluating factors for the progressiveness of machinery is the time required to install this equipment and obtain the first batch of products.

Study of the process of using machines and units

In parallel with the assessment of the composite nature of production equipment, the degree of its operation is monitored. This takes into account the ratio of all available equipment and that which is directly involved in the production cycle. The numerical discrepancy between these two indicators, multiplied by the value of the average product output, represents the production potential, i.e. the quantity of manufactured products that a given enterprise can provide provided that the full range of equipment is introduced into the work process.

Assessment of the production capacity of an enterprise in the field of efficient operation of equipment occurs by determining the proportion of idle machine units.

The number of unused machine hours is determined from current job reports. Lost time is analyzed by comparison with the planned volume of machine hours and reports of similar enterprises. If you subtract the actually used time from the planned time and multiply the result by the average unit productivity per hour, you get the potential that this enterprise has in terms of eliminating downtime that was not taken into account by the plan.

Assessment of the extensiveness of equipment operation

For this study, we first determine the amount of product produced that is the result of the actual operation of this unit per hour. For multifunctional machines, the average output value for different production segments is taken.

The assessment of the extensive use of technical equipment is carried out by determining the values: the number of products produced per machine-unit, per machine-hour, per 1 sq.m of production area and per monetary unit of the cost of the fixed assets of production.

Assessing the efficiency of using production space

In production areas with predominantly manual labor The utility of the area occupied in the production process is determined. Public areas and those premises that do not relate to direct production are not taken into account. Quantity usable area, multiplied by the duration of the shift, determines the potential effective application production capacity of this site. The resulting figure is measured in square meters-hours.

The ratio of practical workload to those metro hours that are reserved determines the coefficient of utilization of production space.

When analyzing this factor, the following characteristics are also determined: the number of products produced per 1 square meter of production area, the specific indicator of the area involved in the production process in the total territory of the plant.

Determination of reserve potential in conditions of effective use of the enterprise’s production capacity

Assessing the level of impact of the use of fixed assets on the quantity of output is the basis for analyzing the use of the enterprise's production capacity. In this case, the deviation of practical characteristics from the planned ones or from one-time outstanding maximum indicators is determined. The resulting differences when taking into account the output of a unit of equipment or a site take part in the calculation of the reserve potential of production.

When assessing the performance of technical equipment and drawing up an appropriate plan in production with multifunctional units, all equipment is grouped depending on various technical characteristics. The resulting groups are divided into subgroups if necessary. The composition of one group is determined by machines with similar performance indicators and those that are interchangeable during the same production cycle. After such differentiation of equipment, one group acts as a unit that participates in the analysis of workload and determination of potential reserve. The result of the work carried out is the development of measures aimed at increasing the efficiency of using the vehicle fleet.

If narrowly targeted units with rare characteristics are involved in the production process, each of them is differentiated as a separate subgroup for analysis and planning of their operation. On production lines, the entire line acts as a separate subgroup.

The impact of the main number of reasons on the use of the enterprise’s production capacity is analyzed simple formulas. There are also those factors whose influence can be calculated by determining correlation dependencies.

How is it possible to increase the production capacity of an enterprise?

To increase the efficiency of using production equipment, the following measures can be taken:

• reduction of basic time expenditure per product unit;
• reduction of additional time expenditure;
• reduction of the temporary stock of equipment in use;
• reduction of time spent on unjustified and unproductive workload.

The basis for carrying out these activities is the improvement of the main fleet of machines, progressive changes in equipment and technology, increased coordination and labor discipline.

Increasing the efficiency of use of production space occurs through the abolition of auxiliary and service areas, the use of lifting and transport equipment, and the introduction of progressive product manufacturing techniques that increase the value of product output per unit of area.

1. Reducing the main time spent on one product unit.

Progressive changes in equipment and technology, the use of flexible integrated processes, coordination and specification of labor, increasing the qualifications of personnel have a direct impact on the production capacity of the enterprise and its level practical application with reduced time spent on one unit of manufactured product.

The most significant is the introduction of technological innovations that reduce the stages of the production cycle. Examples of methods that intensify production are increasing strength or high-speed action units, increasing pressure and temperature standards, using chemical catalysts, etc.

An important factor in reducing the work of machine units is the quality of production raw materials.

2. Reducing additional time spent on one product unit.

Additional time spent in production is eliminated by using the following measures: the use of more productive equipment, tools and technological resources, the use of automation at the stages of the production cycle.

Based on the practical experience of many manufacturing companies, the production capacity of the enterprise is necessarily analyzed, the definition and study of the structure of which has shown that continuous production is the most effective form organization of the technological process. The location of units and workplaces along the production process, the rhythm and continuity of main and auxiliary operations, the use of special equipment for transferring products between cycle operations - all this significantly reduces additional time spent (waiting for tools to be supplied, downtime, hitches, etc.)

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The average annual capacity of an enterprise is determined by adding the average annual capacity input to the capacity at the beginning of the year and subtracting the average annual disposal. In the case when a specific commissioning (disposal) date is not established within a year, in five-year plans the average annual commissioning (disposal) of capacity is taken equal to 35% of the planned commissioning (or retirement) of capacity for the year.  

The average annual production capacity of the enterprise for production throughout the entire five-year period systematically increased and by the end of the five-year period it amounted to 106 4% of the base year level.  

The production capacity utilization rate is calculated as the ratio of annual production to the average annual capacity of the enterprise. The coefficient of extensive use of equipment Kex is equal to the ratio of the planned or actual operating time of the equipment to the calendar or operating time fund established during the calculation of production capacity. The coefficient of intensive use of equipment Kin is characterized by the ratio of the planned or actual output of a unit per unit of time to the passport or design productivity standard adopted when calculating its capacity. The product of the coefficients of extensive and intensive use gives the integral coefficient of use of Kint equipment.  

The level of utilization of production capacity is expressed by a coefficient, which is defined as the ratio of annual production to the average annual capacity of the enterprise, obtained by calculation.  

The level of production capacity utilization expressed; coefficient, which is defined as the ratio of the annual launch of products to the average annual capacity of the enterprise, was obtained by calculation.  

If the enterprise has standard costs per ruble of marketable products for individual products, the standard cost value (C) can be determined as the product of the production volume based on the average annual capacity of the enterprise (A) and the standard level of costs per ruble of marketable products.  

The level of production capacity utilization is characterized by the capacity utilization factor. The capacity utilization factor is defined as the ratio of annual output to the average annual capacity of the enterprise. Average annual capacity is determined by summing the available capacity at the beginning of the year and the average annual capacity introduced during the year, minus the average annual capacity retired. If in the plan for commissioning new capacities the deadlines are set not by months, but by quarters, then the capacities commissioned in the first quarter are multiplied by 10 5 months, in the second quarter - by 7 5 months, in the third quarter - by 4 5 months and in the fourth quarter quarter - for 1 5 months.  

Subsequently, the size of production capacity is influenced by various factors, both in the direction of its increase under the influence of organizational and technical improvement of production, and in the direction of decrease due to the disposal of individual elements of fixed assets due to physical and moral wear and tear. Therefore, when planning production, it is necessary to take into account all these changes and determine the average annual capacity of the enterprise.  

The level of production capacity utilization is characterized by the capacity utilization factor. This coefficient is defined as the ratio of the actual production output for the year to the average annual capacity of the enterprise for the corresponding year.  

Particularly important is the capital productivity indicator, which characterizes economic efficiency creation of production capacities and activities of the enterprise as a whole. Capital productivity is defined as the ratio of gross (commodity) output to the average annual cost of fixed production assets. A comparison of the capital productivity of the technical design and the average annual capacity of the enterprise shows how much the capital productivity of the average annual capacity lags behind the design or, conversely, exceeds it.  

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1. Kitchen production capacity
2. Determine the annual production capacity of the workshop
3. Determine the production capacity of the workshop and the annual output of commercial products
4. Determine the annual production capacity of the enterprise
5. Determine the average annual production capacity of the enterprise
6. Determine production capacity utilization factor

Task. Kitchen production capacity

Calculate the daily production capacity of the kitchen and the annual production program of the canteen for the production of first courses.

A comment.
If you think about the essence of the problem... well, okay, let’s say that there is a kind of “McDonald’s soup”, when the same product is endlessly consumed, in the same recipe, all year round. The author is not concerned with market and seasonal fluctuations in demand. Let's leave the semantic content (what nonsense, after all...) to the conscience of the author.

This problem is presented solely because the technique for solving it will be useful for industrial enterprises with serial production. It is also worth paying attention to the fact that for some reason the author does not take into account the working hours of the staff. In practice, be sure to pay attention to this. Related to this fact is the question of how to interpret the phrase “on shift.” If the kitchen hours are 10 hours, do we have one 10-hour shift or two five-hour shifts? Assuming a 40-hour work week, it turns out that there is one shift with a staggered staff work schedule. That is, one person can work no more than four days a week.

Solution.
Let's start with the daily "production capacity".
The nominal time fund will be:
10 hours x 60 minutes = 600 minutes

Effective time fund
600 - 50 = 550 minutes

Production cycle time
120 + 20 = 140 minutes

The number of operating cycles per day will be
550 / 140 ≈ 3,93 = 3

Here is the first "surprise". If we had mass production, then we would pay the missing 10 minutes (140x4 - 550) as overtime and receive an additional volume of products to the warehouse (!). But... we have perishable products that must be also sold and consumed. Opening hours are limited by the institution's operating hours. That is, we cannot put anything “into the warehouse”! That's why we take the number of production cycles to be three.

Now we determine the volume of production in portions.
120 * 0.9 / 0.5 = 216 servings

Thus, release per day will be 216 * 3 = 648 servings

Again, if we were talking about production, due to processing we would have 4 production cycles. (216x4)

Annual issue will be
648 * 305 = 65,880 servings

Task 2. Determine the annual production capacity of the workshop

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

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

Solution.

In order to find the annual production capacity of the workshop, we need to find the actual annual working hours. It is found by the formula:

F n

n

N rev

F nd– nominal working time in days. Measured in days of the year.

WITH - number of shifts in a working day.

t

Let's find the nominal working time fund. Let's substitute the values ​​into the formula.

F n = 255*2*8=4080 h.

F d =4080*(1-7/100)*(5+11+15)=4080*0.93*31=117626.4 hours.

LF - standard time for product processing. Measured in standard hours per piece.

F d

Let's substitute the values ​​into the formula:

VP=37944/(0.5+1.1+1.5)= 117626.4/3.1=37944 units of products

Answer: The production capacity of the workshop is VP = 37944 units of standard products per year

Task 3. Determine the production capacity of the workshop and the annual output of marketable products

Determine the annual production capacity of the workshop and its annual output of marketable products, if the production capacity utilization factor is 0.95. The calculation data is given in the table below.

Solution.

Let's find the nominal working time fund. To do this we use the formula:

WITH– number of shifts in a working day.

t– duration of the shift. Measured in hours.

Let's substitute the values ​​into the formula.

F n =230*2*8=3680 h.

Let's find the actual annual working time fund. To do this we use the formula:

F n– nominal working time fund, measured in hours.

n– regulated equipment downtime, measured as a percentage.

N rev– the amount of equipment in the workshop, measured in pieces.

Let's substitute the values ​​into the formula.

F d =3680*(1-4/100)*25=3680*0.96*25=88320 h.

Let's find the annual production capacity of the workshop. Let's use the formula:

LF- standard time for processing the product. Measured in standard hours per piece.

F d– actual annual working time fund.

Let's substitute the values ​​into the formula.

VP=88320/0.5=176640 pcs.

Now we can find the annual output of marketable products. To do this we use the formula:

VP– annual production capacity of the workshop.

TP=176640*0.95=167808 pcs.

Answer: The theoretical possible output of commercial products is TP = 167,808 pcs., the theoretical production capacity of the VP workshop = 176,640 pcs.

Task 4. Determine the annual production capacity of the enterprise

Determine the annual production capacity of the enterprise and the level of its use using the following data.

Based on the initial data given in the table above, determine the output, average annual production capacity of the enterprise and the utilization rate of production capacity.

Solution.

Mout = Mn + Mm + Mr - Ml

M p

Mm

M r

M l

Let's substitute the values ​​into the formula.

M out = 10+0.4+0.5-0.3=10.6 million UAH.

n1,n2– number of months of use of the introduced capacity.

n3– the number of months during which the capacity withdrawn from production is not used. Let's substitute the values ​​into the formula.

M s =10+0.4*4/12+0.5*3/12+0.3*9/12=10+0.13+0.125+0.675=10.93 million UAH.

OP- volume of production.

PM- productive capacity.

Let's substitute the values ​​into the formula.

K IPM =9.4/10.93=0.86

Answer: Production capacity utilization factor K ipm = 0.86, Estimated annual production capacity M out = 10.6, M s = 10.93

Task 5. Determine the average annual production capacity of the enterprise

The enterprise's capacity at the beginning of the year amounted to 35,800 tons of final products. During the year, the following capacities were introduced: in June - 3500 tons, in August - 5420 tons, in October - 2750 tons. Capacities were withdrawn: in April - 2250 tons, in November 8280 tons. It is necessary to determine: the average annual production capacity and enterprise capacity at the end of the year.

Solution.

Let's find the average annual capacity of the enterprise. Average annual production capacity can also be determined using the following formula:

Mm.– production capacity at the beginning of the year.

M r.– power that is put into operation.

M l.– power that has been taken out of service.

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

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

Let's substitute the values ​​into the formula.

M s.= 35 800 + (3500*7+5420*5+2750*3)/12 – (2250*9+8280*2)/12= 35 800 +

+ (24 500+27 100+8250)/12 – (20 250+16 560)/12=35 800 + 59 850/12 –

– 36,810/12 =35,800 + 4985.7 – 3067.5=37,720 t.

Let's find the production capacity at the end of the year. To do this, we add the added capacity to the production capacity at the beginning of the year and subtract the removed capacity.

Let's substitute the values ​​into the formula.

M k.g.= 35,800+3500+5420+2750-2250-8280 = 36,940t.

Task 6. Determine the production capacity utilization factor

The company produces electric motors. Based on the data presented in the table, determine the output and average annual production capacity of the enterprise and the utilization rate of production capacity.

Solution.

There are input, output and average annual production capacity. Input power is the power at the beginning of the year. Power output is the power at the end of the year.

Let's find the output production capacity. To do this we use the formula:

Mout = Mn + Mm + Mr - Ml

M p– production capacity of the enterprise at the beginning of the year. Measured in UAH.

Mm– power that increases as a result of equipment modernization and technology improvement. Measured in UAH.

M r– capacity that is introduced as a result of new construction or reconstruction of an enterprise. Measured in UAH.

M l– capacity that has been withdrawn from production. Measured in UAH.

Let's substitute the values ​​into the formula.

M out = 12+0.8+0.6-0.4= 13 million UAH.

Let's determine the average annual production capacity. Let's use the formula:

n1,n2 – number of months of use of the introduced capacity.

n3 – the number of months during which the capacity withdrawn from production is not used. Let's substitute the values ​​into the formula.

M s= 12+0.8*3/12+0.6*4/12-0.4*10/12=12+0.2+0.2-0.33=12.07 million UAH.

Now let's find the production capacity utilization factor. This can be done using the formula:

OP – production volume.

PM – production capacity.

Let's substitute the values ​​into the formula.

K IPM = 10/12.07 = 0.829

Answer: K inm =0.829, M out =13 million UAH, 12.07 million UAH.