Increasing labor productivity is the main condition for the efficient functioning of all enterprises, especially those engaged in the production sector. Therefore, management always pays an important role to the correct organization of work, in particular, to the establishment of various standards.

Rationing allows not only to organize effective work, but also to plan it in advance. Therefore, it is worth understanding in more detail what this concept includes, what types and forms it is divided into, as well as what functions and tasks it performs.

Labor rationing is one of the areas of enterprise management, the task of which is to determine and establish the time required to produce one unit of product.

These time costs can be calculated both for an individual employee and for an entire team, department or even the entire enterprise.

As for legislative regulation, labor standardization is devoted to a separate chapter 22 of the Labor Code of the Russian Federation, which includes articles 159-163. These articles, in particular, talk about the employer’s obligation to create suitable conditions for his subordinates to fulfill production standards.

Standardization is the most important condition for using such a method as . Based on the actual completion of the established volumes of work, the manager can reward employees for this. This will allow you to approach the issue of payment as fairly as possible and tie it to specific results.

Classification

The main tools when developing a standardization system are:

• norm - the amount of time required to perform a certain type of work;
• standard - the amount of time required to complete a separate element of the labor process.

Their classification includes many different types.

Depending on the characteristics on the basis of which the classification occurs, they can be divided:

In addition, there are also standards for time, maintenance, labor intensity of the operation, duration, number, and controllability. Their use is determined by the specifics of a particular field of activity.

Functions

The essence of the rationing system and its practical value are best reflected by the specific functions that it performs. They can be divided into two groups:

• general - they generally characterize the role of norms in the organization and remuneration of labor;
• special - reveal their specific content by type and purpose.

Each group, in turn, combines a combination of various functions. Common ones include:

Planned

The point is that the establishment of labor standards makes it possible to plan the main performance indicators: possible profit, necessary costs, etc. This ensures an increase in the efficiency of economic activity of both the enterprise itself and all its functional divisions.

Organizational

With the help of norms, it becomes possible to connect objects and means of labor with labor into a single production system, as well as ensure their most optimal interaction.

Economic

When determining norms, first of all, current economic laws are taken into account, in accordance with which they are established. With their help, it is possible to regulate the growth of labor productivity and reduce costs, which ultimately leads to achieving the main goal of any enterprise - obtaining maximum and stable profits.

Technical

The point is that when developing a standardization system, the technical capabilities of the enterprise must be taken into account. It must not only correspond to these capabilities, but also ensure their further improvement and development.

Management

Since the standards establish the necessary time costs for performing operations, with their help it is possible to manage both individual technological processes and the entire production cycle in general.

Social

The idea is that through standardization, the enterprise provides comfortable and optimal working conditions for workers, under which their safety is guaranteed, and conditions for productivity growth are created.

Special features include:

1. Distribution by work. Establishing standards allows you to distribute responsibilities among employees in accordance with their capabilities and abilities, as well as pay for work based on the work actually performed.
2. Scientific organization of labor and production. Standardization is one of the tools that achieves increased efficiency of an enterprise and maximum use of existing scientific experience.
3. Assessment of work activity. It can be carried out on the basis of an analysis of compliance with the standards established by the employer. In this case, both the work of one specific employee and the team as a whole can be assessed. The resulting conclusions can serve as a basis for encouraging employees (both moral and material).

From the analysis of the above functions, we can conclude that rationing plays an important role in the work of every enterprise (especially manufacturing), since it affects almost all areas of its activity.

Tasks

The tasks that are assigned to the enterprise’s standardization system are also closely related to the functions.

These include:

• justification for the amount of working time required to produce one unit of product under certain conditions;
• ensuring time management, which is necessary to fulfill orders of the enterprise;
• designing the most rational labor methods;
• constant study and dissemination of production experience;
• optimization of production processes, which is implemented through the use of production indicators;
• systematic analysis of compliance with established standards to determine possible production reserves;
• periodic revision of standards depending on changes in working conditions;
• application of time standards to assess the efficiency and effectiveness of the work of employees, departments, teams.

Solving all these problems allows not only to make the work of workers easier and more productive, but also to significantly increase production volume.

Principles

When developing a standardization system at an enterprise, management must take into account certain principles, namely:

1. Objectivity. Denotes the creation of equal working conditions for all employees of the enterprise. That is, when rationing, all their characteristics must be taken into account: age, gender, health status, etc.
2. Dynamism. It involves periodic review and change of previously established standards, if there are objective reasons for this (for example, the emergence of more productive equipment).
3. Legitimacy. It consists of strict compliance with legal requirements when setting indicators.
4. Systematicity. It involves taking into account the relationship between resource expenditures at all stages of the production process and the final result of the activity.
5. Complexity. When developing labor standards, it is necessary to take into account all the factors that influence them: psychological, economic, social, technical and legal.
6. Efficiency. The idea is that it is necessary to achieve maximum results (that is, productivity) with minimal expenditure of resources (material, financial, information).
7. Specificity. The point is that standards should be established taking into account the parameters of individual types of products, type of production and other important characteristics that are used in their development.
8. Positive attitude of employees towards the enterprise. Another name for it is the principle of job satisfaction. The point is that when establishing standards, a positive attitude of workers towards their work functions and the enterprise as a whole must be ensured.

Compliance with these principles is a guarantee of developing a standardization system that will be effective from a production point of view and will not contradict the law or the interests of subordinates.

Approval of labor standards at the enterprise

Responsibility for developing a standardization system at an enterprise rests entirely with the employer. Typically, he does this in the following ways:

• uses already existing standards developed for a specific field of activity;
• determines individual indicators independently.

The only requirement is compliance with the law.

In particular, the employer must ensure that approved the indicators corresponded to the employee’s capabilities (age, gender). It is also necessary to ensure the availability of suitable conditions for the implementation of established standards: serviceability of equipment, safe working conditions, availability of necessary equipment, etc.

Approved standards are enshrined in the internal documentation of the enterprise. Most often, such a document is a collective labor agreement. Certain conditions may also be stipulated in employment contracts with specific employees.

Thus, standardization is an important element of the enterprise management system, which is responsible for the effective planning and organization of its work. Labor productivity and the achievement of the main goal of any enterprise - making a profit - depend on the correctness of the established indicators.

For the effective operation of modern production, based on the use of complex equipment and technologies, characterized by a large number of intra-production connections and information flows in the field of management, a clear organization of the labor process, progressive norms and standards, effective systems of material incentives for highly productive labor are necessary as the basis not only for the organization of labor in workplaces, but also planning, organizing production processes and production management. The conformity of the forms of labor organization, the quality of its regulation and the presence of effective material incentives corresponding to the level of development of technology and technology, as well as the level of social economic relations, are the main conditions for achieving high production efficiency.

Being an important part of the organization of the production process, the organization and regulation of labor as an independent area of ​​economic work in an enterprise has a special content, scope of research and methods for studying human production activity.

High production efficiency can be ensured only on the basis of regulatory regulation of working hours, expanding the scope of labor regulation, determining the level of intensity of labor standards, and its rational organization. In addition, it is very important to realize that labor standards are designed to provide social protection for hired workers and help maintain their normal performance throughout their working life.

Organization and regulation of labor are the most important part of the organization of production and represent an independent area of ​​economic work in an enterprise; they have special content, scope of research and methods for studying human production and labor activity. Labor organized on a scientific basis is a leading factor in increasing productivity and reducing production costs, the basis for ensuring the competitiveness of business entities in a market economy.

Basics of labor organization in an enterprise

Essence, goals and objectives of labor organization

Labor organization is the form in which the economic results of labor activity are realized. Labor organization is a continuous process containing actions to establish or change the order of the labor process and the associated production interactions of workers with the means of production and with each other.

At the enterprise level, labor organization is considered as a system of rational interaction of workers with the means of labor and with each other, based on a certain order of construction and sequence of implementation of the labor process, aimed at obtaining high final socio-economic results.

The main elements characterizing the content of labor organization include (Fig. 1.1):

Selection, training, retraining and advanced training of personnel;

Safe conditions and labor protection;

Division of labor;

Labor cooperation;

Organization of workplaces;

Reasonable standards for labor costs;

Labor discipline.

Rice. 1.1. Basic elements of labor organization

The goal of labor organization is to create fair working conditions and a labor system that increases the efficiency of enterprises.

The main tasks of labor organization are as follows:

Ensuring an increase in labor productivity through the rational use of working time of performers and mechanisms, physical and mental abilities of each employee;

Ensuring optimal working conditions and safety;

Providing effective forms of combining the personal interests of enterprise employees with collective interests;

Ensuring employee participation in enterprise management.

Labor organization covers all team members and all categories of workers.

An important aspect of labor organization is increasing the cultural and technical level of workers: increasing the level of technical knowledge, professionalism, timely training and retraining of personnel.

The organization of work must ensure the most favorable sanitary and hygienic working conditions, the safety of the work performed, and the expansion of the system of preventive measures aimed at preserving the health of workers.

Labor organization includes a system of measures aimed at creating the most favorable conditions for the rational use of working time and the effective use of technology in the interests of production growth, increasing labor productivity and creating normal working conditions.

Division and cooperation of labor in an enterprise

Division of labor is the main means of increasing labor productivity. There are several types of division of labor.

The operational division of labor arises from the division of the production process in accordance with the objects of labor used. For example, the use of high-performance equipment designed to perform one operation determines one form of division of labor and placement of workers in the production process. The use of aggregate machines, which allow several technically homogeneous operations to be carried out simultaneously or sequentially at one workplace, causes another form of division of labor. The separation of skilled work from unskilled work allows for the fullest use of the worker’s qualifications, as it frees him from performing work that does not require greater knowledge, skill, or experience.

The separation of the main work from the auxiliary one ensures the continuity and repeatability of the worker’s performance of the production operation; creation on this basis of a high working rhythm, the accumulation of production skills in performing operations and the growth of worker qualifications; improving the use of the equipment used due to the elimination or reduction of interruptions in its use associated with the distraction of the main worker to perform auxiliary work.

The functional division of labor determines the distribution of workers among professions and specialties.

A profession is a certain type of labor activity that arises in the process of social division of labor and requires social theoretical knowledge and practical skills to perform it. The profession is determined by the nature of the created labor product and the specific production conditions in a given industry. From here professions are distinguished

turner, driver, milling operator, mechanic, welder, etc.

The specialty is determined by the further division of labor within the profession. In the profession of a mechanic, one can distinguish the specialties of a mechanic-repairman, a mechanic-assembler, etc.,

To characterize personnel, along with their profession, their qualification composition is important. An employee’s qualifications are determined by the level of special knowledge and practical skills and characterize the degree of complexity of the particular type of work he performs.

To characterize individual professions and specialties, the professional suitability of the employee is also important: the correspondence of his abilities, physical and mental qualities to a particular profession.

Based on the nature of the functions performed, the composition of those working at the enterprise is divided into the following categories:

Managers;

Specialists and employees;

Workers;

Junior service personnel;

Security workers;

Students.

Managers and specialists perform the functions of technical management and production management. Employees carry out technical maintenance of production preparation and management: drafting work, business production, accounting, settlements with workers, registration of hiring and dismissal of personnel, performing supply and sales functions.

Workers include all persons engaged in manual labor who are directly involved in the production process. According to the nature of participation in the implementation of technological processes, workers, in turn, are divided into main and auxiliary.

The main ones include those workers who are directly involved in the implementation of basic technological processes.

Auxiliary workers include workers who create the necessary production conditions for the rational implementation of technological processes (maintenance of production processes, repair and maintenance of equipment, etc.)

Junior service personnel include cloakroom attendants, cleaners, couriers, etc. The security guard is responsible for the safety of material assets. Some; enterprises have their own fire department. Students are prepared to perform production functions.

The procedure for carrying out the labor process involves establishing the purpose of the activity; establishing a list of production operations and their sequence; division of all types of work between employees and establishment of a system of interaction between them; adaptation of workplaces for ease of work; organization of servicing of workplaces by auxiliary workers; development of rational techniques and methods of work; establishing labor standards and forms of payment. To ensure appropriate organization of work, it is necessary to create safe and healthy working conditions at the enterprise, planning and accounting of labor, selection and training of personnel.

The primary link in organizing the production process is the workplace. A workplace is a part of a production area where a worker or group of workers performs individual operations to manufacture products or service the production process, using appropriate equipment and technical equipment.

One worker or a group (team) of workers can work at a workplace. In some cases, a multi-machine workplace is created when one worker uses two or more pieces of equipment.

A workplace is a system that includes a combination of labor resources and means of production that ensure the production of finished products and services in a designated area.

The figure shows the workplace as a system with a number of inputs and outputs.

Subsystem "Workplace Maintenance"

In the considered option, for example, the inputs include labor, buildings, materials, containers, transport, equipment, tools, repair services, and energy. The output is finished products or services. The absence of at least one element at the input or its reduced quality entails a failure in the system chain.

Typically, one functional control subsystem is responsible for each input. Therefore, by monitoring the use of working time for each workplace and identifying the reasons for downtime, we can draw a conclusion about which functional management subsystem should be examined in detail and described in order to determine the degree of its responsibility for these downtimes and determine the reasons for its low efficiency. It is also necessary to keep in mind the complex interrelationship of the causes of downtime. Thus, the reason for the failure of a tool can be not only its poor quality, but also faulty equipment, its poor adjustment, low-quality workpieces, etc.

Monitoring the use of working time at workplaces, in addition to data on which of the functional subsystems is a bottleneck in the management system, provides additional information for solving the following tasks:

1. Determining the number of failure signals and their frequency for selecting an operational control system and selecting a set of technical means.

2. Determination of the amount of production losses from downtime of fixed assets in the context of the main service functions, which is necessary to justify economic efficiency when choosing the composition of tasks.

3. Calculation of the number of personnel servicing production facilities and development of their structure.

For example, the products of any production area of ​​a motor transport enterprise (aggregate, repair, forging, tire, welding, battery, etc.) are, as a rule, intended for processing within this enterprise. The composition, number of sections and relationships between them determine the composition of larger production units - workshops, and the structure of the enterprise as a whole.

A workshop is a production administratively separate subdivision of an enterprise in which products or part of them are manufactured, or a certain stage of production is performed, as a result of which a semi-finished product is created, used in this or other enterprises.

In the process of enterprise evolution (in accordance with its life cycle), the system of goals and directions of labor organization is improved.

Principles and methods of labor organization in an enterprise

The modern organization of labor is a complex biotechnical and social system that has socially necessary goals of functioning and development, and a complex internal structure. It has developed and is developing on the basis of principles, the main of which are consistency, complexity, optimality, planning and efficiency.

The principle of systematicity involves consideration of the constituent elements of labor organization sequentially from the standpoint of the final results of the functioning of the entire system.

Complexity is due to the complexity and dynamism of the labor organization system and is aimed at developing labor organization simultaneously in all elements of the system. Optimality presupposes the justification and selection of the best options for implementing the tasks of labor organization.

The principle of planning is implemented in the development of enterprise plans, the relevant sections of which provide for the development and implementation of necessary measures to improve the organization of work.

The economic justification of the latter implements the principle of efficiency of labor organization measures.

The main directions of work on labor organization are:

Development of rational forms of division and cooperation of labor;

Improving the organization and maintenance of workplaces;

Study of advanced methods and techniques of work;

Improving training and advanced training of personnel;

Improving labor standards;

Improving working conditions;

Comprehensive human development.

Technical progress leads to changes in the content of labor, i.e. functions of direct influence on the object of labor are replaced by functions of monitoring the operation of machines, their configuration and adjustment. At the same time, the work performed by one performer is eliminated, and elements of mutual assistance and interchangeability become increasingly important.

The forms of labor organization change much more slowly than the tools of labor and methods of technical progress, and therefore the organization of labor lags behind the development of equipment and technology. Overcoming this difference is possible on the basis of the latest achievements in the field of economics, labor physiology and sociology.

To implement the considered principles in the practice of labor organization at enterprises, two methods are used: empirical and scientific. As a rule, these methods are used simultaneously and in conjunction, complementing and clarifying the decisions made on their basis.

The empirical method involves the use of various forms and directions of labor organization, either through their implementation experimentally with mandatory control of action and subsequent clarification and justification, or by using the experience of other enterprises in organizing labor in similar labor operations or the experience of qualified workers, or by the strong-willed decision of managers.

The scientific method is based on the economic laws of production development and provides for an analysis of the state of labor organization and the current situation, a study of the content of the labor process and the cost of working time, the implementation of relevant calculations and the economic justification of the applied solutions and proposed measures for the organization of labor at specific workplaces and production areas.

The enterprise chooses the method of organizing labor independently, depending on the content of the labor process, the production area and the range of tasks to be solved.

To develop a progressive labor organization, a scientific method is used, which requires time not only to collect and process reporting and regulatory information, but also to carry out research, calculation and analytical work with the involvement of qualified specialists, as well as to justify the activities being developed.

However, these costs quickly pay off due to increased labor efficiency in the workplace.

Labor rationing as the basis for organizing labor

The essence and objectives of labor regulation

Labor processes at an enterprise take place in certain organizational and technical conditions, which are based on both the specifics of the production process and the general level of perfection of the means of production used.

Labor regulation is the technical basis of labor organization.

Labor rationing is the establishment of a measure of labor, or the minimum required amount of time to complete certain work. Rationing is a means of effectively using labor potential, increasing the efficiency of the economic mechanism, bringing its principles to the primary cells of production, each workplace, ensuring that wages match the labor contribution of workers.

Study and analysis of working conditions and production capabilities at each workplace;

Study and analysis of production experience to eliminate shortcomings, identify reserves and reflect best practices in labor standards;

Designing a rational composition, method and sequence of performing elements of the labor process, taking into account technical, organizational, economic, physiological and social factors;

Establishment and implementation of labor standards, analysis of the implementation of labor standards and revision of outdated standards.

The main provisions of standardization in the scientific substantiation of standards:

1. The volume of product output or the scope of work is regulated by production technology, technical standards for the use of equipment, parameters and indicators of its operating modes. The quality of standards, therefore, largely depends on the technological standards underlying their definition.

2. The organization of production processes has a significant impact on the duration of work. Hence, the form of organization of production processes should be such that the duration of the operating cycle, technological cycle and production cycle would be minimal under given specific conditions.

3. The qualifications of workers, their production experience, the level of general and vocational education, and a creative attitude to work have a very significant impact on the success of their work. Scientific study, generalization and mass dissemination of advanced production experience are means of increasing labor efficiency and should be used as much as possible in the practice of standardization work at enterprises.

4. The work and rest regime can be scientifically substantiated only on the basis of psychophysiological analysis, and in order to ensure the content and attractiveness of the work for the performer, a social analysis of labor processes is also necessary.

Technically sound standards are used for the correct placement of workers (especially drivers, repair, and support workers), determining the total time of regulated rest and the time for performing the main work.

The results of labor standardization (standards) serve to identify time reserves and study and generalize best practices, etc., which occurs after comparing existing and standard values ​​of the characteristics of the labor process.

Types of labor cost standards and modern requirements for their quality

In modern production, there are three types of technically sound labor cost standards:

Time standards;

Production standards;

Workplace maintenance standards.

Time standard regulates the time required to produce a unit of product or service.

The structure of a technically justified time standard includes categories of working time costs that are necessary to perform a given job under normal production conditions. These categories of working time costs include preparatory and final time Tpz, main time To, auxiliary time (if it does not overlap with other categories of time costs) TV, time for servicing the workplace Tobs, time of standardized rest breaks and personal needs Totd.l. n, (2.1).

Hv=Tpz+To+Tv+Tobs+Totd.l.n. (2.1)

The structure of the time norm may change depending on the organizational conditions of the operation.

Production rate is the number of units of product that a worker must produce per unit of time (hour, shift):

Nvyr=Tsm/Nv, (2.2)

where Tcm is the duration of the work shift.

There is a certain relationship between changes in the time norm and the production norm, which can be expressed as follows:

x=100y/(100+y); y=100x/(100–x), (2.3)

where x is the percentage of reduction in the time norm;

y is the percentage increase in the production rate.

The standard of servicing a workplace expresses the amount of labor (the number of workers of appropriate qualifications) required to perform a given job in a specified time, subject to the fullest use of the production capabilities of the machine or mechanism.

The norms applied in the national economy are classified according to the following criteria: duration of validity (permanent, temporary and one-time), departmental scope of application (unified, departmental, local), structural design (differentiated and complex), method of establishment (technically sound and experimental-statistical).

Modern requirements for the quality of standards include their progressiveness, objectivity, physiology, economic and technical validity.

The progressiveness of the norm is determined by the degree to which it takes into account the achievements and prospects for the development of science and technology, and advanced production experience.

The objectivity of the norm requires its establishment based on factors that do not depend on the personal qualities of the individual performer.

The physiological validity of a norm means that when establishing it, the psychophysiological characteristics of the human body are taken into account.

The economic validity of the norm requires the provision of such methods of performing work that would ensure the lowest costs of living and material labor.

The technical validity of the standard requires its adjustment based on engineering and economic calculations when production conditions change.

Labor standardization methods

Technically sound standards are established using the analytical standardization method. In this case, a reasonable standard of time is calculated on the basis of a thorough check of the production capabilities of the workplace, a detailed analysis of the technological process, each operation and its constituent elements.

The analytical method of technical standardization has two varieties:

Analytical-calculation method;

Analytical research method.

With the analytical-calculation method of standardization, operational time is determined by calculations. The remaining components of the time standard (Tpz, Totd.l.n.) are determined according to the corresponding time standards.

With the analytical and research method of standardization, the duration of all elements of the time standard is determined on the basis of special observations.

The development of technically sound norms using a group of analytical methods is carried out, as a rule, differentiated according to the elements of the norms. This ensures an increase in the accuracy of establishing norms due to a more complete account of differentiated factors influencing each element or group of elements of the norm. There are also different methods for creating a database used in developing elements of norms. Thus, to obtain standards for the main operational operating time of equipment, the initial data are the results of experimental studies of the modes of this operation; for auxiliary time standards - the results of timing and photo-timing of production processes; for other standards (preparatory and final time, time for servicing the workplace and breaks for rest and personal needs) - the results of photographs of the working day, photo timing and physiological studies.

Processing of initial data when applying the analytical and calculation method of standardization can be carried out using mathematical and statistical methods (correlation and regression analysis) and by calculations on an automated workstation. In this case, the value of the element

norm y, is presented in the form of a statistical function of the selected factors

tori – arguments (xi):

x: y=ƒ(x1, x2..., xn), (2.4)

Another method of processing source data used to develop standards is the graphic-analytical method. In this method, the source data is processed using various types of coordinate grids (most often uniform or logarithmic). The graphic-analytical method provides sufficient accuracy and low complexity of calculations with one-factor normalization.

conclusions

The organization of labor can rightfully be considered as a special type of activity aimed at solving socially necessary problems in regulating and controlling socio-economic processes in the sphere of functioning of living labor. The result of this activity is a specific system of labor organization, including the above-mentioned elements, which form it taking into account the characteristics of the production and management level (workshop, enterprise, firm, joint-stock company), but regardless of the industry (industry, construction, transport, trade, consumer services, etc. .).

Modern economics presupposes the use in the economic sphere of a set of rational methods and organizational levers for managing an enterprise (company), including the socio-economic mechanism of labor organization.

The state of workplaces and their organization directly determine the level of labor organization in the enterprise. In addition, the organization of the workplace directly shapes the environment in which the employee is constantly located at work, which affects his well-being, mood, performance and, ultimately, labor productivity.

Labor rationing is the process of establishing the necessary labor inputs and its results, the optimal number of workers of various categories and groups, their specific ratios in the total number of personnel of the enterprise, the necessary ratios between the number of employees and the number of units of equipment/machines, installations, instruments, etc.

At the same time, labor regulation is a type of activity to address issues of labor regulation in specific production conditions. The results of work on labor standardization are largely determined by the professional level of labor specialists, their experience and, no less important, the ability to contact workers in the process of standardization and organization of their work.

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In the practice of modern management, there is a special area that is difficult to attribute only to the HR sphere or to the block of economic management subsystems. Until recently it was called “labor economics” and was based on the remains of a once very significant platform of a scientific organization. Modern rationing of labor in the form of local tasks of incentive systems for production workers is based on the fragments of NOT. I am sure that it is impossible to write off the system of labor regulation at an enterprise in any industry, but it is very useful to determine its real place.

Why is labor organization scientific?

Taylor's theory at the end of the 19th century and the beginning of the 20th had one undeniable advantage: a deep rationalization of labor processes. This method bore the features of a scientific approach, so the innovations that arose among theorists and practitioners around the world began to be called the scientific organization of labor. In Soviet Russia, striving for an industrial breakthrough, new ideas were accepted at the political level and adapted to the peculiarities of our conditions. This was also facilitated by the fact that industrialization in the USSR was carried out with the participation of American industrialists and businessmen. It was they who, together with technology and equipment, introduced a new organizational management culture into production.

The “golden decade of NOT” is considered to be the years from the late 60s to the late 70s. The foundations of the theory laid by the inspiring fathers (A.K. Gastev, A.A. Bogdanov, O.A. Yermansky) bore numerous fruits not only in the standardization of work operations. There was a widespread development of standards for numbers, service, standards and norms of managerial labor, and interesting solutions arose in ergonomics in close connection with labor protection as a scientific discipline. The synthesis of organization and regulation of labor in enterprises at that time was progressive in nature and significantly contributed to the growth of labor productivity in the industrial sector. At that time, one could without a doubt talk about the advanced nature of the labor standardization methods used.

The scientific organization of labor, first of all, should be considered as a system of measures to improve the organization of labor processes, which are based on scientific recommendations and the best practical achievements of the economy, industry, and enterprise. Secondly, the scientific organization of labor is an integral philosophical doctrine that had a pronounced ideological overtone in the USSR, which played a role in the significant loss of the position of NOT as one of the bases of management methodology during Perestroika.

The time of success and achievements had already begun to decline by the beginning of the 80s. The shortcomings of the command-administrative management system began to clearly appear. For her, NOT served as one of the harshest tools for increasing the exploitation of workers' labor instead of a means of rationalizing and stimulating it. It was at this time that in the working environment they began to speak of standard setters as real “enemies of the people.”

Indeed, a labor economist will determine the required number of shifts based on time-keeping observations, deduce the structure of the working day, and decompose operations into actions and movements from a methodology perspective. As a result, he is called for approval, for example, to the head of O&P or to the head of the same laboratory, and, despite the already scientifically based logic, a simple “cutting off of the fat” occurs - everything that is not operational time.

The demand of the CPSU to increase labor productivity at all costs ultimately led to the profanation of NOTES and norms. In the second half of the 80s, I worked in the field of labor economics in the iron and steel industry and witnessed the events taking place with my own eyes. The percentage of fulfillment of production standards in the same finishing areas of rolling shops reached 180-250%. In such a situation: what kind of quality could we talk about? Production standards increased, and the percentage of their completion increased again. A vicious circle arose. A similar situation could be seen everywhere: in the Urals, and in Stary Oskol, and in Moscow. One thing was striking: in conditions of almost Martian landscapes (twilight slag beaches) in metallurgy, the requirements for labor economists were extremely high, the accuracy of operations was verified down to a fraction of a second. However, the norms were, as a rule, not observed.

Roughing machines for adjustment of rolling production in ferrous metallurgy

Cutting down and cleaning of metal defects in rolling production

The current state of labor regulation

Despite the loss of its positions, the NOT system and its local labor standardization tools with the methods of the late eighties have not yet lost their scientific basis, and the systematic approach in this aspect pierced the entire economy of the Soviet national economy. Let's take the same ferrous metallurgy. The sectoral ministry included departments, for example, the Chelyabinsk Metallurgical Plant (the future flagship of MECHEL OJSC) was part of the Soyuzspetsstal department. And at each level of this economic planning model there were NOT institutions:

• at the ministerial level;
• at the level of industry specialization;
• at the level of an industrial enterprise.

This systematic approach yielded a lot. Genuine benchmarking within the industry and even outside it was available (in modern competition between related enterprises, this level of information is impossible to achieve). Albums of norms and regulations were available. The results of the development of labor standards for industry workers were regularly sent out in circulars from the department of the Ministry of Ferrous Metallurgy and the specialized laboratory of NOT.

The same type of equipment was used for finishing metal products, and the production standards for the sander, the rougher on the same machines, and the cutter for metal defects differed slightly both at the Serp and Molot plant in Moscow and at the ChMK in Chelyabinsk. This approach significantly increased the level of rationing. Opportunities for creativity in creating an optimal incentive model expanded, and it was easier to find the best way to organize and regulate labor in a particular enterprise.

By the will of fate, NOT in Russia ceased to exist, this is a historical fact. A lot has changed over 30 years, including in management architecture. A fairly powerful HR functional block has emerged and developed, in which the strategic component is becoming increasingly clear. Only large companies' HR departments organize work on labor standards. Medium, and especially small businesses, have either lost this function or resort to it sporadically.

To analyze the state of labor regulation, the greatest interest today is a medium-sized manufacturing business with a staff of 300-1000 people. Many of these types of enterprises arose after 1991. And here’s what’s interesting: being created anew, their structure does not provide for a dedicated function of labor regulation. This means that this process is more or less objective in nature. It is possible that the time has not yet come, and companies are still finding solutions to build incentive systems in a non-labor-intensive and less expensive way.

In this regard, one cannot help but recall the essence of labor regulation and its place in the modern business management model. I consider this tool of the economic block as a set of methods and practices for determining the measure of execution of labor operations that are part of the company’s business processes within the limits of production and labor units of time (shifts, technological cycles, etc.).

Labor operations are understood as: work, movements, actions, techniques. By the way, I propose not to consider functions among the objects of labor, since they have neither a beginning nor an end, and are more consistent with the concept of a skill, abilities that are not suitable for measurement (definition of a measure). This does not in the least apply to standards of numbers or maintenance, for example, in relation to equipment, since the measure of labor here is not the maintenance function itself, but the number of workers or the number of pieces of equipment.

Unfortunately, the concept of labor economics is rarely heard in modern management, and, most likely, this uncertainty needs to be eliminated. In a medium-sized business, in most cases, issues of labor incentives and wages are dealt with by the financial department. But this is an HR function! Yes, in Russia there has been a trend to consider the personnel service as a personnel administration body and soft power (soft factor) with a psychological bias in equalizing states and relationships between personnel. As an economist and a sincerely loving HR manager, I cannot agree with this.

In the West and in the best Russian companies the situation is much richer. There, the role of HR strategy is growing, which is increasingly competing with finance “for a place in the sun” with the unconditional leadership of the marketing strategy. But the hard aspects of personnel management (BCS, organizational structuring) are also in harmony with soft tools in best practices. It is enough to read the same D. Ulrich, P. Ramstad and others, and trends that we cannot avoid will become obvious.

I am convinced that labor economics and its standardization tools are the prerogative of the personnel management unit, but not the financial management component. This is due to the fact that without an incentive system a good motivational model cannot be built. At the same time, labor stimulation in a modern manufacturing enterprise is in dire need of labor standards and regulations. This is a kind of hard-hard sector of personnel management. The trouble is that its extremes are very uncomfortable for many HR directors who grew up on pro-Western soft methodology.

On the goals and objectives of labor regulation

Let's ask ourselves a few questions regarding the management systems in place in companies.

1. Can a budget management system do without a regulatory framework? This refers to the composition of norms and standards from the perspective of the adopted technology in terms of the costs of main and auxiliary production, support and management, and in terms of time spent on implementing technological regulations. And, of course, labor standards are included in the regulatory framework. Answer: the budget system can manage without a labor regulatory framework, but then it is a budget management that is based on initiative from below and cannot be of a full-fledged nature. In the practice of financial management, there is even a separate type of budgeting, which is based on a normative approach.
2. Can a business planning system do without labor standards? Yes, it can, but at the stage of designing the business as such. But even in this case, without labor, technical standards and expense (write-off) standards, business planning is incomplete. With regular management and building subsystems of operational, tactical and strategic planning, it is almost impossible to do without labor standards.
3. Can the incentive system for production personnel not be based on labor standards? Maybe, if it is in the nature of a time-based bonus system and is based on general level indicators: production volume, number of defects, etc. But then it is difficult to talk about the effectiveness of stimulating specific employees and it is not clear whether there are reserves for increasing labor productivity?

From the perspective of the essence and objectives of labor regulation, this toolkit is clearly integrated into the fabric of the economy and organization of the enterprise, being the basis for related management systems: budgeting, planning, motivation and incentives of personnel. Ultimately, the main goals of labor standardization are to increase the efficiency of employee remuneration and provide the prerequisites for increased labor productivity.

The tasks of labor standardization are subject to consideration in the following composition.

1. Ensure equal labor intensity in relation to the entire range of actions performed by employees of the same qualification and rank category.
2. To ensure a level of labor intensity that requires employees to make efforts, develop the necessary skills, knowledge, and abilities, but allows, upon achieving them, to reproduce the workforce without loss of physical and psychological health.
3. To form a regulatory framework for production and business planning.
4. Become the basis for the development of the remuneration system.
5. Find solutions in the field of advanced management and production experience and implement them in labor practice.
6. Create incentives to improve the qualifications of company employees.
7. Optimize staff numbers.
8. Create a basis for engineering and reengineering of business processes.
9. Reduce the labor intensity of products (works, services) while maintaining constant and increasing added value of the final product.
10. Determine the required staff for technological equipment.

The regulation of labor operations is closely related to the goals of financial management, production planning at the operational and tactical levels, as well as to the goals of labor organization, which is a subsector of the enterprise economy. Despite the fact that the tasks of HR management are in continuous development, the place of labor standardization is not going anywhere. It works in the interests of increasing the efficiency of not only personnel management, but also for the objective planning of operational production tasks: shift assignments, ten-day, monthly, quarterly and annual production plans. Labor standards are used transactionally for payroll and budgeting procedures, along with technical and accounting standards. Below you will find a diagram of the connections between HR tasks and areas of labor regulation.

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Technological and organizational approaches to labor regulation

To manage labor standardization at an enterprise, first of all, it is necessary to clarify what approaches and methods form its basis. In the last decade, the term methods of technical labor regulation has appeared in management literature. And it is completely unclear where the adjective “technical” came from at a time when there is no non-technical type of standardization of labor operations?

Indeed, labor and its measure in the form of standards are “tied” to the technological processes chosen by the company, therefore, a priori, technical standardization serves as the main way to measure the necessary labor costs. Essentially, sales, being the main business processes, are nothing more than technology, not to mention production processes, and support processes (for example, management). And in this sense, there is a certain confusion: technical standardization is equated to labor standardization, and technological standards are accepted as identical to technical standards (see Extract from GOST 3.1109-82, presented below).

Extract from GOST 3.1109-82, section “Technological standards”
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In the GOST presented above, technological standardization operates on a number of production resources, therefore, this concept is much broader than methods of labor standardization. In addition, it is obvious that not only technology determines labor costs in the form of time, output, number, etc. Technological equipment and technical process are integrated into the corresponding business process, in which there are so-called functional transitions between operations, and this is an organization. Perfect technology can be leveled by an ugly organization, and, conversely, outdated technology with impeccable organization can produce good work results.

It follows from this that both approaches (technical and organizational) for standardizing labor are important, but priority still remains with the first. Therefore, it becomes clear that it is the method of organizing and rationing labor that is important, in which the organization is allocated to a separate management zone. Rationing of labor actions is technical rationing, but in the aspect of a production resource - “working time”.

The organization of technical regulation is one of the regular functions of HR or (with proper development) becomes a separate area of ​​management. In the latter case, a separate structure (HSE, bureau or standardization management department) may be allocated to manage labor standardization. As we have already said, such a need is present in large enterprises, but at present, medium-sized industrial businesses are also coming to understand the need for a dedicated body.

The outsourcing approach also has a right to exist here, but blind copying of labor standards or straightforward benchmarking is unacceptable. The reason is still the same - organization. Business processes can never be reproduced “one to one” anywhere, since they are the subject of agreement between the team and the fruit of the unique development of the organization during the company’s life cycle.

The methodological basis for labor standardization consists of the conceptual apparatus of the subject of research and calculations, the arsenal of methods and the standard sequence for implementing the corresponding design task. It all depends on whether we are developing completely new standards, labor standards, or updating them in connection with modernization, renewal or organizational development of activities. Over the past 50 years, the theoretical basis has not changed at all, but automation and technical means of recording labor events have stepped forward, especially in the West.

It is necessary to distinguish labor standards from standards. When a company begins to develop its own standards, it is very useful to rely on the standards as some kind of consolidated or universal guidelines. Labor standards are often centralized and scientific in nature. It can be mandatory or recommendatory, industry-specific or intra-corporate. The life cycle of a labor standard is much longer than that of a standard that is developed for a specific job, and the time frame for its application is much shorter.

Russian and Western methods of rationing

Western management schools, in the form of the same MBAs that came to Russia, for the most part say little about labor rationing in principle. Why is this happening? Perhaps advanced foreign practice has abandoned the management of labor regulation? Not at all, it thrives there. Then why in our country in the 90s, having lost an entire component of management competencies, are we in no hurry to restore scientific and practical potential and a broad regulatory and analytical framework? It's a big mystery. Thinking about this, I came to the conclusion: our market economy is very young, stuck in “Childhood” (according to I. Adizes), a huge number of potential businesses have been taken out of the game.

The tools used in labor standardization have an effect of increasing productivity by 15-40%, but this is subject to the majority of macro- and micro-level businesses entering “Yunost”, when profit in competition, close to absolute, is the main thing. We have little such competition, there is a lot of unscrupulous aspect, therefore it does not even come to standardization, it is not a priority. But those living in Russia are optimists, so we need to use historically native practices (from Soviet times), take the best of the labor standardization methods used in the USA, Canada, Germany, and Scandinavia.

At the moment, in Russia there is a gradual development of a new methodology and a fairly wide selection of tools is emerging. Among them, it is necessary to distinguish between methods of studying working time and standardization methods. It is no coincidence that they are often mixed, since they are separate stages of the same research process. The following is a summary classification model of modern methods of labor regulation, related tools and methods for studying working time costs.

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Among the presented types of labor standardization there is no standardization by function, expert method and benchmarking. In my opinion, these tools have little to do with rationing. As already mentioned, functions are the concept of state, competencies, skills, but not fixed by the boundaries of actions. Expert assessments and benchmarks do not have the features of a scientific basis due to subjectivity. The same competitor may “slip inside information” about the norms, and management, urged on by an agitated owner, will suffer.

I admit, I have not directly encountered foreign methods of labor standardization, although it would be interesting. In Russia, projects implemented using the German methodology of the MTM system - REFA are presented. Production managers of the OMK company, which implemented the REFA system implementation project together with the Russian Center of the same name, highly appreciate the methodology itself. It is distinguished by a process-oriented approach and closeness to the Lean Manufacturing ideology. I am not familiar with other best practices for using Western rationing systems in our country.

And let's be honest: the additional function of management must be effective. Methods of this class, especially automated solutions, are expensive, and they can actually increase the competitiveness of companies, but only from a certain scale of activity. Does the West need this, especially now after 2014? How can a mid-market manufacturing company build a viable system?

Impulse for the start of labor standardization

Let's imagine a small manufacturing enterprise with 400 employees somewhere in the Moscow region. Industry: food production. The company has been operating on the market for about 10 years. The initial investment period has long been completed, but the technological lines continue to be improved, and something is being purchased. And, although there is more than enough production capacity, the period of “come on, come on!” close to completion. Sales volumes are no longer growing so quickly; risks arise from new, very expansive competitors who are literally “stepping on our heels.” This is a symptom of entering “Youth” with all the surprises, the main one of which is the need to save money, something for which there is no habit yet.

The company has a process methodology, its activities are certified according to ISO 9001-2011, and a system of performance indicators is also deployed at all levels of management. Quite reasonably, the lagging growth rate of payroll is limited by the growth in sales volumes, thereby giving management and the team a clear strategic signal: focus on profit and quality! The signal was received, the turnaround began, but “holes” began to appear in the form of an increase in staff turnover, and not just anywhere, but in the main production on the packaging lines. The usual thing: large-scale conveyor production, hard unskilled labor. Reserves are thinning out the fastest. This is where the question arises: how to set up labor support so that it works stably? We need labor standards.

The General Director calls the HR Director and instructs him to begin the process of diagnosing the problem and launching a project to implement labor standards. A symptom of the problem is the increased turnover of packers on packaging lines, despite the fact that the wage level is market. There is a restriction on the indiscriminate increase in the wage fund of packers by the level of sales/production at the level of defects achieved (appearance and functionality of packaging). The HR director began to think about the concept of the project.

He outlined a preliminary study of the level of labor organization in the packaging area in the following sequence.

1. Analysis of accrued wages for the last year for all workers employed in the packaging area (line operators, fitters, packers). The payroll, turnout and number of workers that could be with their full monthly workload are examined. The dynamics of numbers is compared with the dynamics of production and labor productivity in natural units. The wage fund is analyzed excluding various social charges from it.
2. Formation of the average salary of workers without social charges (vacation pay, sick leave, child care benefits, etc.), comparing it with labor productivity and monthly production volumes. Benchmarking the average wages of workers with average market wages in a given area of ​​the Moscow region and in Moscow, taking into account the totality of costs for personnel.
3. Interviewing workers in the packaging area and engineering staff. The interview will be aimed at identifying the reasons for turnover, the main motives of staff behavior and identifying bottlenecks in the organization of workers' labor.
4. One or two overview photographs of packers’ working hours, taken using the method of momentary observations along a developed route covering all packaging lines, and with a time limit for one round of 8 minutes.
5. Analysis of technological standards, including the capacity capabilities of packaging lines, line speed parameters. It is important to take into account statistics and standards for the number of line reconfigurations per shift, the time for one reconfiguration, and the design (certificate time) operational operating time of units. Obtaining and analyzing information on statistics of the average speed of lines, downtime for technological reasons, and emergency downtime.
6. Compilation of a report on the primary study of labor organization in the packaging area.
7. Convening a working group and kick-off meeting on the problem.

Initiation and launch of the project

Since the company's economy mode was already turned on, the HR director decided to conduct the initial research on his own. He took on all the analytical work. One of the HR managers was sent to photograph working time after in-depth instruction on the types of time spent and on the methodology for conducting rounds and recording labor information. After processing the results, information of approximately the following type was obtained (tables and diagrams are presented below).

An example of the structure of the working day, formed on the basis of studying the costs of working time using the method of momentary observations
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An example of a structural diagram of the workload of workers by type of equipment (production lines)
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An example of a diagram for a comparative assessment of working time reserves by type of equipment
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Despite the fact that an initial study of labor costs is performed to formulate the project concept, the analytical volume can be quite large. But since it is important to clarify what the real problem is, this must be done consciously and patiently. When the preliminary conclusions are ready, the HR director convenes a meeting with the intended working group, which can then become the project management team. It may include:

• Production Director;
• chief technologist;
• head of the packaging department;
• financial director;
• HR Director;
• HR manager who conducted the field research.

After identifying and clarifying the problem, the project concept matures, which in most cases requires an extensive labor standardization procedure. It includes a set of observations of work processes and working time costs: photographs of the working day, timing, technological analysis. It is possible that it will be necessary to optimize the system of payment and labor organization. For example, in our case, it was decided to develop a brigade form of labor organization. The presentation of the concept serves as the basis for the CEO’s decision to launch the project “Implementation of a labor standardization system in the company.”

An order is issued to launch the project; it must contain a problem-statement part, which talks about the main tasks of labor standardization for the period of implementation of the system, its functions and methods. I recommend appointing a HR director as the project supervisor; the situation is more complicated with a project manager. In such a situation, when it is completely unclear to senior management whether rationing will be effective, it is best to hire a temporary manager or use an outsourcing mechanism. For example, you can implement the selection of a qualified labor economist, but on the terms of a contract with the prospect of taking the place of an HSE manager.

Problems of the labor standardization project

A lot depends on the implementation of the first group of labor standards for the establishment of a new system of organization and incentives, based on standards and norms of this type. It’s good when the production of products, packaging, technology, labor, and write-off of production and distribution costs are standardized. Technological rationing is the most important help here, and we have already talked about this in this article. For example, standards for downtime, changeovers, repairs, prevention, deviations, defects, etc. leave a significant imprint on the organizational aspect in designing working time. But this is not the only problem, there are a group of others.

1. The goal of the project is to optimize, i.e. reduce the number of personnel at any cost. This is especially true in the current crisis state of the economy. I will immediately state that rationing of labor operations is not intended for such optimization; it is too labor-intensive and becomes simply ineffective. Instead of increasing loyalty, we get a devaluation of values ​​and an increase in the employer-employee conflict situation.
2. The problem of communication in the project, first of all, is with standardized workers. At the level of genetics, it is embedded in people’s consciousness: “I’m being watched, which means things will only get worse.” Internal tension, irritation, and fear grow.
3. The risk of a calculation error, failure to take into account one or more labor factors that affect people’s workload and their wages. There is always a possibility that, as a result of the introduction of norms, the balance of interests will be destroyed due to an inadequate drop (increase) in wages. Labor standards may turn out to be too low or too high, which in any case will either have a bad effect on production or its volumes, or will lead to the loss of personnel.
4. Limitations of benchmarking by industry competition. There is a hidden war between competitors in the industry and in the region to find and implement key success factors, which are difficult to reproduce for a number of reasons: both in the “blue ocean” zones and in the “red waters.” It seems to me that the idea of ​​hiding data on labor standards is not very wise, and there is a way to solve this problem in another way.

The project has more problems, but the ones listed above are the main ones. Some can be leveled out by prioritizing the principles of objectivity, fairness and comparability of labor intensity at the forefront. Workers need to be prepared for observations, explained the purpose of field research, together analyze the structure of the working day, and together with them analyze the causes of losses. They must constantly make sure that your information is objective. This is where technologies of persuasion work: together with supporters, transforming doubters into supporters, neutralizing ardent opponents.

Line managers can provide great assistance in standardizing labor, but for this they must see the value of the project and not play a double game, which often happens. For example, when authority in front of workers is built in an informal field at the level: “You fulfilled the plan for me today, tomorrow I will let you go and put your presence on the report card.” The risk of calculation error can be reduced by parallel calculation of wages of standardized workers during the test implementation period. In this case, the rule works well: at this time the worker receives the calculation that gives him a larger salary, but with the right of correction after the test period with advance notice.

The limitations of benchmarking must be overcome. Here you need to ask for support from senior management. The main idea is that business processes cannot be copied by competitors; this is a typical illusion, because organizations are different, people are different, as are the relationships between them, cultures, life cycle stage, etc. Then, what will a specific labor standard give a specific operation to win in competition with each other? It won't do anything, but it can bring enormous benefits if the technological lines and production volumes are identical.

Typical stages of an implementation project

1. Strategic study of the function of standardization as one of the means of increasing the efficiency of labor organization and management. Work on analyzing the state of labor regulation in the industry.
2. Diagnosis of problems with labor productivity, motivation, staff turnover due to the lack of labor standards, without which the remuneration system is non-market, unfair, does not stimulate, etc.
3. Making a decision on the formation of a local task to solve the identified problem with the involvement of a specialist (outsourcing company).
4. Launch of the project and calculation of the first block of labor standards for the most problematic group of personnel.
5. Modification of the remuneration system for the problem group (including on the basis of alternative forms of remuneration: brigade, using the labor participation coefficient, etc.). Calculation of the effectiveness of the event after the end of the test period, analysis of labor productivity growth.
6. Resolving the issue of introducing a labor economist, standard setter into the staff, or concluding an outsourcing agreement on an ongoing basis.
7. Identification of personnel groups that require consistent implementation of labor standards. Ranking of these groups according to norm development priorities.
8. Consistent development of labor standards by groups. Implementation of procedures for benchmarking standards in industry and cross-industry aspects, including through the acquisition of information from competitors.
9. Planning procedures for updating labor standards based on the developed criteria base.
10. Integration of labor standards into the company’s adapted personnel policy.
11. Integration of standards into the company's budget management system.
12. Integration of a comprehensive set of functions for rationing and stimulating labor with the calculation of payroll under the auspices of HR.
13. Calculation of the final effectiveness of the project, summing up its results, working on mistakes, archiving project files.

I am concluding a review article devoted to the project of introducing a labor standardization system at a medium-sized manufacturing enterprise. This is perhaps one of the most difficult projects that a project manager can undertake in his practice. The project is very interesting and risky. However, the effectiveness of such an event (and its duration cannot be less than one year by definition) is comparable to the best examples of investment projects. I draw this conclusion because we have more than enough reserves for increasing labor productivity in our economy, just start. The field is not plowed, and these are such real and understandable actions that with a systematic approach they are win-win.

An important means of increasing labor productivity in agriculture is to improve its organization and create working conditions that contribute to the growth of economic efficiency of agricultural production.

Labour Organization- this is a set of measures aimed at rationally combining the labor of workers with the means of production. It ensures the efficient functioning of the workforce in order to achieve the maximum beneficial effect from work activity. Labor organization involves: selection and professional training of personnel; development of methods by which it is advisable to perform this or that type of work; division and cooperation of labor; placement of workers in accordance with the nature of the tasks facing them; organization of workplaces, creation of favorable working conditions; establishing a certain measure of labor through rationing; material and moral incentives for highly productive work.

The rational organization of labor must ensure the full and efficient use of labor and other means of production (land, technology, etc.) based on the application of achievements, science and best practices. In this case, an important role is played forms of labor organization, determining the composition and size of on-farm labor collectives, methods of using people and equipment in agriculture, and the placement of workers in production operations in the labor process.

Basic principles of the organization labor collectives in agriculture are: constancy of personnel composition; transfer for use, possession and disposal of land and other means of production; organization of activities on the basis of commercial calculation; financial responsibility for the implementation of the production program and contractual obligations; material and moral interest.

In agricultural enterprises of various forms of ownership and management, the main form of labor organization is production team- a permanent unit whose collective, having in its use land and other means of production, on the basis of division and cooperation of labor, performs the bulk of agricultural work for the production of products and is responsible for the final results of the work. The size of the teams depends on the type, volume and technology of production, the area and configuration of land masses, the number and location of settlements, the level of mechanization of production processes, and the qualifications of workers. It is necessary to strive to ensure that the size of the team allows for the independent implementation of 70-80% of the work included in the technological cycle, guaranteeing the normal employment of its members. This is possible if the team maintains a crop rotation with a set of crops with different timing of the main work on their cultivation.

Depending on the production conditions (primarily on the level of specialization), production teams are divided into complex, sectoral, and specialized.

Integrated brigades They serve several branches of agriculture that are diverse in technology and produce, as a rule, products from both crop and livestock farming. They include workers of various professions to perform a complex of various technological processes. Such a brigade is assigned land, agricultural machinery and livestock farms.

Industry teams serve one industry and produce several types of products that are similar in technology (for example, field crops, vegetable growing, pig farming).

Specialized brigades are engaged in the production of one type of product, cultivation of one crop, or caring for certain age groups of animals. They consist of workers of the same profession performing homogeneous technological processes. In crop production, these are wine-growing, tobacco-growing, berry-growing, rice-growing, etc. teams; in livestock farming - serving the milking herd, raising young animals, fattening livestock, etc.

If a production team is assigned tractors and agricultural machines, it is called tractor-production or mechanized(tractor-field growing, tractor-gardening, tractor-vegetable growing, etc.).

The main form of intra-brigade labor organization in agricultural enterprises is the link.

Link is a group of workers who, as part of a production team, perform individual production processes on the basis of cooperation and division of labor. The most widespread are mechanized units, which are assigned a certain plot of land and a set of agricultural equipment for cultivating 3-4 crops with different periods of main work. They serve part of the crop rotation area or one of the crop rotations assigned to the brigade.

In livestock farming, units are also created within teams to serve a specific age and sex group of livestock. For example, one link cares for pregnant queens, another serves suckling sows with piglets, and the third raises and fattens young animals. In terms of the number of employees, a unit can range from 2-3 to 8-10 people. depending on the volume of work performed.

Along with teams and units in agricultural enterprises, they create mechanized units, harvesting and transport, sowing And other complexes to perform basic work (sowing and planting crops, applying fertilizers, plant protection, land reclamation, harvesting, etc.).

The organization of labor includes as a necessary element its rationing, which is the establishment of labor standards for the performance of a certain amount of work or for the production of a unit of product. This allows you to correctly resolve issues of division and cooperation of labor, placement of workers in production and their material remuneration, organization and maintenance of workplaces. Without rationing, it is impossible to plan the need for labor and equipment, calculate the wage fund and other important indicators. Labor standards are divided into time standards, production standards, service standards, strength standards, controllability standards, as well as standardized tasks.

Standard time- this is the working time required to produce a unit of product or perform a certain amount of work.

Production rate- the amount of work (products) that must be completed (produced) by an employee (or group of performers) during a unit of time (shift, hour).

Standard of service- the number of production facilities (machines, heads of livestock, production areas, etc.) that an appropriately qualified employee must service during a unit of working time.

Number of performers determines the number of workers of a certain professional qualification required to perform a given amount of work or service a facility.

Controllability rate determines the number of employees who can be directly subordinate to one manager.

Standardized task- this is the required amount of work that must be completed by a group of workers (unit, team) over a certain period of time (shift, month).

Thus, agricultural enterprises use a system of labor standards that reflects various aspects of the labor process. Norms of time and number are norms of labor inputs, norms of output and standardized tasks are norms of its results. Standards of service and controllability refer to the normative characteristics of the organization of work.

Labor standards are divided into uniform, standard and local. Unified standards are mandatory and are used to standardize the same types of work at all enterprises in one or more sectors of the national economy. They are developed for the same work, performed using the same or similar technology under similar production conditions. Model standards are used to standardize the same, most common types of work at enterprises based on standard technology and labor organization. Standard norms are taken as a basis when establishing specific norms on the farm. Local standards are applied in specific enterprises or in a group of enterprises. They are established on the basis of specification of standard standards, taking into account the conditions of enterprises, or are developed by farm specialists independently.

At agricultural enterprises, two methods are used for this purpose: analytical (element-by-element rationing) and summary. The first of these methods in agriculture is the main one.

Analytical method provides for the development of labor standards based on the study of the constituent elements of the working day (shift), standard-forming factors and the design of a rational organization of the labor process. It makes it possible to establish technologically sound standards designed for the use of advanced technologies and the full use of working time. A variation of this method are analytical-computational and analytical-experimental methods.

Analytical-calculation method based on the application of pre-developed standards. For this purpose, standard standards are used, which are differentiated by natural, economic and technical conditions.

Analytical-experimental method involves conducting observations and other studies, as well as the necessary calculations to determine labor standards directly at the workplace. Standardization is carried out in several stages: preparation for studying the labor process, organization of observation; processing and analysis of received materials; justification for the rational organization of the labor process; development of labor standards; production verification of standards and making necessary adjustments to them; implementation of labor standards.

Photography (chronography), timing and phototiming are used to study labor processes.

Photo working day is to consistently record the cost of working time during a shift. In this case, labor operations (plowing, sowing, cultivation, feeding animals, etc.) are divided into separate techniques (sowing, turning, filling seeds, etc.). Photography allows you to identify lost working time and find reserves for improving its use.

Timing differs from photography in a more detailed study of the labor process, which is carried out by measuring the time spent on performing cyclically repeating techniques, actions and movements. This allows you to establish effective ways to carry them out. According to timing data, labor cost standards are not established for the entire process, but only for individual operations.

Photochronometry is a combined study of the labor process by taking photographs of the working day and timing individual work techniques. This method has become widespread in agricultural enterprises.

At summary method labor standards are established experimentally and statistically, that is, according to average actual standards or based on the experience of standard setters. The labor process is not divided into separate elements and is not studied. The standards are set for the entire process, which is why they are called summary. Due to its low accuracy, this standardization method is rarely used (mainly to establish labor standards for work performed in small volumes, as well as to develop temporary standards).

Organization of labor standards at the enterprise

Introduction

2 Structure and composition of the time norm

Chapter 2. Rationing of labor and working time costs for workshop workers using the example of Kaluga Electromechanical Plant OJSC (KEMZ OJSC)

1 Brief description of JSC Kaluga Electromechanical Plant

2 Rationing of labor and working hours at the enterprise JSC Kaluga Electromechanical Plant

Conclusion

Introduction

rationing labor costs

A major role in the implementation of the socio-economic development of the country belongs to labor standards. Its most important task is to consistently improve the organization of labor and production, reduce the labor intensity of products, strengthen the material interest of workers in increasing production efficiency, and maintain economically sound relationships between the growth of labor productivity and wages. Labor standardization should contribute to the active implementation of scientific and technological achievements and progressive technology.

Labor standardization is an integral part (function) of production management and includes the determination of the necessary labor (time) costs for performing work (manufacturing a unit of product) by individual workers (teams) and establishing labor standards on this basis.

Necessary costs are those corresponding to the efficient use of labor and material resources for specific production conditions, subject to scientifically based work and rest regimes.

Labor standards are established for a separate operation (operational norm) and an interconnected group of operations, a completed set of works (enlarged, complex norm). The degree of differentiation of standards is determined by the type and scale of production, the characteristics of the products produced, and forms of labor organization.

Thus, the purpose of this course work is to analyze labor standards at the enterprise JSC " Kaluga Electromechanical Plant.

From the goal it is necessary to highlight a number of tasks:

Consider the theoretical foundations of labor standardization in an enterprise,

study the structure and composition of the time norm,

analyze the rationing of labor and working time costs for workshop workers using the example of Kaluga Electromechanical Plant OJSC (KEMZ OJSC)

The theoretical basis of the course work was the works of the authors: Bukhalkov M.I., Bychin V.B., Genkin B.M., Moseychuk M.A. and etc.

The course work consists of an introduction, a main part - divided by chapters, a conclusion and a list of references.

Chapter 1. Theoretical foundations of labor regulation in an enterprise

1 The concept and types of labor regulation in an enterprise

Labor regulation is one of the key elements of company management. Labor standards determine the production capacity of the enterprise and its structural divisions and serve as the basis for operational planning, calculation of the number of personnel and wages.

In the process of developing labor regulation, a number of so-called engineering methods have emerged that allow solving important and complex problems in the daily practice of enterprises.

In practice, different types of norms are applied.

Time standard - the amount of working time spent on performing a unit of work (product) by an employee, or a group of employees, under given organizational and technical conditions.

Production rate is the number of units of work (products) performed per unit of time by an employee, or a group of employees, under given organizational and technical conditions.

The headcount rate is the number of employees performing a certain amount of work over a specified period of time under given organizational and technical conditions.

Service standard is the number of production facilities that an employee or group of employees service under given organizational and technical conditions.

Regardless of the type of standard used, in fact, the amount of working time spent on performing this or that work is normalized, and the choice of the type of standard used is a matter of convenience and ease of use.

For example, time standards are convenient, understandable, easy to use, and usually quite accurate, so they have gained popularity and are widely used. But when rationing fast-moving, repeating processes, using time standards can be inconvenient. In this case, it is more appropriate to use production standards. Let's assume that the standard time for a part is 0.00040 man-hours/piece. Agree, in this case it is much clearer and more convenient to operate with a production rate for the same part of 2.5 thousand pcs./hour.

The maintenance norm is analogous to the production norm, but is used to standardize production maintenance work. For such work, a time standard, often called a service time standard, can also be used.

Controllability standards are also often used, establishing the number of subordinates that a manager can and should manage. These norms can be distinguished as a separate type, but in general, the controllability norm is a special case of the service norm.

Labor standards can be developed by enterprises and organizations for their own use (local standards) or by specialized organizations (research institutes, labor stations, etc.) for use within individual industries (industry standards) or the country’s economy as a whole (intersectoral standards). norms).

On the one hand, interindustry and sectoral standards combine the experience of many enterprises; complex and labor-intensive scientific methods are often used to develop them, and employees of specialized research institutes have more experience and knowledge than standardization specialists at a regular enterprise. On the other hand, industry or inter-industry standards may not fully correspond to the conditions, equipment and work technology that are characteristic of a given enterprise.

1.2 Structure and composition of the time norm

The main object of standardization is working time - the duration of the work shift, which has a rather complex structure (Fig. 1).

Rice. 1. Structure of working time in labor regulation

Part of the working time a person does not do any work - this is break time. First of all, it includes mandatory breaks for rest and personal needs. Their duration depends on working conditions, the degree of monotony, physical, emotional and intellectual stress during work and other factors. The duration of such breaks is established in accordance with the standards, and if there are none, then it is calculated using special methods.

With individual work organization, workers independently distribute the time of such breaks during the shift. In collective forms of labor organization, for example in assembly line production, breaks for rest and personal needs can be set according to an approved schedule.

Another type of breaks are technological breaks. Quite often situations arise when an employee is forced to stop work and stand idle due to the peculiarities of technology and work organization. For example: waiting for the car to finish loading/unloading; waiting for the oven to warm up to the set temperature; removal of workers from the explosion zone during blasting operations, etc. Of course, such breaks are not typical for all positions and professions, but in some cases it is impossible to do without them.

Breaks for rest and personal needs, as well as technological breaks are regulated, i.e. they are included in the labor standards and are taken into account when calculating the total labor intensity of work or the number of personnel.

Another group of breaks are unregulated breaks. They are never included in the norms, while their minimization (or better yet, complete exclusion) is one of the main tasks of management and organization of production. Unregulated ones include:

breaks arising as a result of violation of discipline by an employee (lateness and premature departure from the workplace, distractions during work, unauthorized departure, etc.);

downtime due to organizational and technical problems (breakdowns, lack of raw materials or workpieces, other reasons that disrupt the normal course of the technological process).

Working time minus breaks is called working time. Of course, we must strive to ensure that the employee completes the production task all this time, but in real conditions he may be engaged in work not according to the assignment - random functions not characteristic of this position (for example, correcting a defect that was not the fault of this employee, etc. . P.).

The task completion time, in turn, is structured:

The worker needs to prepare himself and prepare the means of production to complete a new production task (batch of products), as well as carry out all the actions associated with its completion: obtaining materials, tools, devices, work orders and technical documentation, receiving instructions, installing and removing tools and fixtures, equipment setup, delivery of finished products, delivery of fixtures, tools, work orders, technical documentation and remaining materials. This is the so-called preparatory-final time; depending on the nature of the organization of production, it is spent either once per shift or for each batch of products. Its share can range from 1 to 15% of working time (this depends on the volume of production).

The employee spends part of the time on maintaining the workplace: he performs actions related to caring for the workplace and maintaining equipment, tools and devices in working order during the shift. Sometimes workplace maintenance time is divided into technical and organizational maintenance, although usually there is no need for this.

The remaining time is called operational time; it is spent by the worker to perform a given operation: changing the shape, properties and quality of the object of labor or its position in space. Operating time is also divided into parts: main and auxiliary:

Primary time is part of the operational time spent on performing the main task of this process to qualitatively or quantitatively change the means of labor (processing a part on a machine, tightening nuts during assembly, excavating soil, etc.).

Auxiliary time is part of the operational time spent on performing actions that make it possible to complete the main task (loading a machine with raw materials; unloading and removing finished products; installing and reinstalling parts, tools and devices; worker movements associated with the operation).

All types of working time costs, except for unregulated breaks, are included in the norms and are taken into account when calculating labor intensity.

Many specialists who are just beginning to seriously engage in labor standardization make the grave mistake of focusing attention on operational time, believing that it is the “main object”, and everything else can be neglected. This is especially true for small enterprises, where a specialist sometimes simply has no one to consult with. This is a really bad mistake! After all, depending on the nature of the regulated work, operational time can be only 50-60% of its total costs.

Time standard is the most popular type of labor standard; its popularity is due

) ease of use

) in that it is understandable - both to those who standardize and to those whose work is standardized.

In addition, time standards are relatively easy to obtain (for example, using workflow timing).

Like working time itself, the standard time includes several types of regulated costs and losses of working time (Fig. 2).

Rice. 2. Time norm structure

As a rule, time standards for servicing the workplace, as well as rest and personal needs are set as a percentage of operational time.

Operating time consists of main and auxiliary time. For machine production processes they are separated and standardized separately. For manual, manual mechanized and machine-manual production processes, operational time is standardized “in its entirety”, without dividing it into components.

When talking about time standards, you should always use their correct names. By using the concept of “standard time”, we mean that this standard includes all types of costs and losses of working time associated with this work.

The time rate and the production rate are inverse quantities in relation to each other (inversely proportional: as one parameter increases, the second decreases):

(1)

In practice, it is often necessary to calculate the change in worker production standards when time standards change, and vice versa - the change in time standards due to changes in production standards.

A mistake is often made here. Let's check: let the production rate be 12 pieces/hour, respectively, the time rate was 5 minutes/piece. If the production rate increases to 15 pieces/hour (by 25%), then how will the time rate decrease? The most common answer is: 25%. Wrong! When producing 15 pieces/hour, the time standard will be 60/15 = 4 minutes/piece. This means that the time norm will decrease by (1 - 4/5) x 100 = 20%.

To calculate the magnitude of mutual changes in time norms and production norms, you can use the following formulas:

To obtain an objective and accurate result, you need to determine:

the duration of each operation (using timing), included in the general time standard;

the number of workers required to perform each operation;

the ability to perform these operations simultaneously with other operations (determined by technologists and labor safety standards).

Next, a schedule is drawn up that allows you to distribute work in the team and set a team time limit. A schedule is a table where equal periods of time are indicated in the columns, and performers of work are indicated in the rows.

Choosing the best option for a particular situation is a management decision. Rationing of labor, and in particular drawing up a schedule for team work, provides managers with objective information for assessing the expected benefits and possible risks.

To carry out the analysis, the results of observation of the same object, or objects of the same type (workers of the same profession) are grouped; then the actual working time balance is compiled. The level of detail in the work time balance depends on what problem is being solved.

The presence of losses (both through the fault of the employee and for reasons beyond his control) is an undesirable phenomenon that should be combated. What to do with the rest of the time spent?

To begin with, you should compare the actual balance of working time with what it would be if time was spent in accordance with the standards established for a given workplace - with the projected (normative) balance.

Thanks to a more rational use of working time, labor productivity can be increased:

By reducing losses for organizational and technical reasons.

By reducing the loss of working time due to the fault of the employee.

By bringing the working time structure to the norm.

Thus, analysis of the results of a photograph of working time (FW) allows us to identify problems in the management and organization of control on the part of line managers (foremen, section managers, etc.).

In the process of processing the results of the PDF, another question often arises: how much should the employee have produced (parts, products, etc.) during the observation period? Often, despite the fact that the operating time turned out to be less than the standard, the planned production volumes were met by the employee (or even exceeded the standard). Why is this happening? Sometimes everything depends solely on a person’s personal abilities and motivation, but more often this situation indicates a violation of technological standards or equipment operating modes.

In general, working time photography is an easy-to-use observation method that is applicable both for assessing the prospects for increasing productivity, improving work organization and management, and for establishing time standards. The use of the FRF gives a practical result for standardizing the work of all categories of personnel - managers, specialists, technical employees and workers.

Various methods have been developed to analyze the fulfillment of established time or production standards. Most of them are complex and cumbersome; their use places high demands on the source data, so they are almost never used at the enterprise level. At the same time, there are a number of simple and understandable assessment methods that provide enough information for making management decisions.

Analysis of compliance with standards should be carried out regularly, studying not only the amount of output, but also the dynamics of its change, as well as the distribution of workers by output level. Then, based on the results of the analysis, it will be possible to make decisions not only on labor standardization, but also on improving the organization and management of production.

It is usually believed that underfulfillment of the norm (production less than 100%) is bad, and overfulfillment (production more than 100%) is good. From the point of view of common sense, this is correct, but... not everything is so simple. For a manager, it is of interest to analyze the dynamics of changes in the indicator of compliance with standards - comparing current data with:

a) the previous results of the employee or

b) the results of other performers.

A significant deviation in the indicator should be a cause for alarm: regardless of whether the changes have occurred upward or downward, this is bad.

Chapter 2. Rationing of labor and working time costs of workshop workers using the example of OJSC " Kaluga Electromechanical Plant", (JSC "KEMZ")

1 Brief description of JSC " Kaluga Electromechanical Plant"

Name and address: Open Joint Stock Company "Kaluga Electromechanical Plant" /JSC "KEMZ"/, 248002, Kaluga, st. Saltykova-Shchedrina, 121.

The Kaluga Electromechanical Plant was founded on August 24, 1917 on the basis of workshops for the repair of telegraph and telephone equipment, went through a difficult path in its development and was practically the founder of instrument making, various consumer goods (consumer goods) and technical equipment in Kaluga. In 1918-1922. The plant was engaged in the repair and restoration of captured communications equipment for the Red Army. From 1929 to 1930, reconstruction and construction of new production buildings were carried out.

Over the next ten years, the plant mastered and produced the first domestic direct-printing telegraph devices BTA-31. The first payphone “Payphone” was released. The first batch of automatic telephone exchanges was manufactured. Development of the first-class 9-tube radio receiver “SVD-9” began. Telegraph devices ST-35, Morse-38, Baudot were produced.

During the Great Patriotic War of 1941-1945. the plant is evacuated. During this period, telegraph devices were produced for the front, and front-line brigades were created. After the war, production began to recover.

1950s - the first post-war batch of ST-35 devices is produced, switches are produced. As a result of the re-equipment and reconstruction of the plant, production volume tripled the pre-war level.

In 1958-1959 The plant takes part in the World Exhibition in Brussels, where the LTA-56 apparatus was exhibited. He also participates in the creation of equipment for photographing the far side of the Moon by the Soviet interplanetary station.

In the period from 1963 to 1969, the plant was engaged in the development and creation of control and measuring equipment. Particular attention is paid to the development of the social sphere: the construction of the Druzhba pioneer camp, a factory canteen, a school for working youth, a factory clinic, and the Energy sports complex.

In 1970, the plant staff was awarded the Order of the Red Banner of Labor. Over the next five years, the plant is being reconstructed, control and measuring equipment is being modernized, and the production of consumer goods is being mastered.

In 1980-1985 a basic supporting structure was developed and production of products based on it began.

From 1986 to 1991, ASP-901 products were produced for the assembly and installation of printed circuit boards with microcircuits with planar leads.

In 1991, the plant took part in the All-Union seminar on the experience of introducing highly efficient technological equipment in the manufacture of subunits on microcircuits.

In 1992, the production of prototypes of the first domestic fifth-generation television was mastered. A few years later they were discontinued.

2007 - mastering the production of products based on Vesna-4 microprocessors, as well as a number of products of the executive committee complex (developed by the Avtomatika Research Institute, PNIEI), work is underway to manufacture new samples of spacecraft of the Shir series, developed by the Avtomatika Research Institute, " Apparatus-1 I", "Ledge 1-3" and complex computing systems "KTS-1", "ADUC".

g. - mastering the production of products developed by the Avtomatika Research Institute and PNIEI, on new software and hardware principles using multiprocessor systems. Reconstruction of the plant, personnel training, development of new technological processes.

December 2011 in accordance with Decree No. 1261 of October 16, 2010. President of the Russian Federation FSUE "Kaluga Electromechanical Plant" was reorganized into an open joint-stock company "Kaluga Electromechanical Plant" (OGRN 1024001179509, INN 4026000161, KPP 402701001, location: 248002, Russian Federation, Kaluga, Saltykov-Shchedrin st. 121).

Today the plant is engaged in the development and production of communications equipment for special and civil purposes, various consumer goods and technical equipment.

2.2 Rationing of labor and working time costs at the enterprise JSC Kaluga Electromechanical Plant

IN assembly and installation The workshop regulates the work of the main workers. Standardized tasks represent a set amount of work that must be completed by one or a group of workers over a certain period of time in compliance with the requirements for the quality of products (works).

Taking into account the specifics of production for the main workers directly involved in the technological process, standardized tasks are established on the basis of technically sound production and time standards and are expressed in labor and natural indicators.

Monitoring the level of fulfillment of standardized tasks, downtime, and unproductive losses of working time is carried out daily by the foreman.

In the workshop, production and time standards are calculated.

The production rate (Nvir) is calculated as follows:

Nvyr = hourly equipment productivity * yield of suitable products * working time utilization factor * duration of the work shift.

The duration of the work shift is 8 hours.

Let's calculate the production rate for a line whose rated capacity (accepted for calculation productivity) is 17,800 comp./hour.

* 0.87 * 0.96 * 8 = 118932 comp.

Nvyr = 118932 comp.

Let's calculate the standard time (Nvr):

Hvr = 8/118923 = 0.000067 h/comp.

The main method for studying working time costs is an individual photograph of working time (Table 1). When taking individual photographs of working time using the method of direct measurements, the observation sheet records all the performer’s actions and breaks in the order in which they actually occur.

Table 1. Observation sheet for individual photographs of working hours

Elements of the operation and types of work Current time, hours min Duration, min Beginning of observations 8.00 Preparing the workplace 8.055 Receiving alcohol, 500 g 8.105 Receiving components 10 boxes 8.2010 Delivery of boxes of components 8.3010 Downtime (shortage of components) 8.4515 Receipt of components 8.5510 Delivery of boxes of components 9. 0510 Loading components 9.2318 Loading additional materials 9.3815 Machine maintenance 11.38120 Side conversation 11.435 Time for personal needs 11.5512 Lunch break from 11.55 to 12.55 Arrival after lunch, conversations 13.005 Loading components 13.1818 Machine maintenance 16.48210 Cleaning the workplace 17.0 012End of observation17.00Total 480

For the analysis, it is necessary to draw up a standard balance of working time, in which all irrational costs and direct losses of working time are excluded from working time costs, thereby increasing operational time. Preparatory and final time, time for rest and personal needs are calculated as a percentage of the operational time received according to the relevant standards.

In our case, the standard preparatory and final time is 17 minutes per shift, the standard time for rest and personal needs is 4.6% of operational time.

To draw up a normative balance, we determine the normative operational time using the formula:

Top= (Tsm - Tpz) / (1 + K/100),

Top = (480-17)/ (1+ 4.6/100) = 443 min.

Let us determine the time for rest and personal needs according to the standard:

Total = 443* 4/100 = 18 min.

Table 2. Actual and standard working time balances

Name of time expenditure IndexBalance of working time Surplus, min. Shortage, min. Actual Normative Min.% Min.% Preparatory and final work PZ 173.54193.96-2 Operational work O42688.7544392.29-17 Rest and personal needs OTL 224.58183.754-Losses for organizational and technical reasons PNT 153 ,13--15-Losses due to violations of labor discipline PND------Total 4801004801001919

We will also calculate indicators of the use of working time and determine reserves for increasing labor productivity.

The working time utilization rate is determined by:

Kisp = (Tpz + To + Cake + Ttech + Tpt + Totl (n) / Tsm) * 100,

Tcm - shift duration, min;

That is the actual operational time, min;

Bargaining, Ttech, Tpt, Tpz - respectively, the actual time spent on organizational and technical maintenance of the workplace; for breaks provided for by production technology; preparatory and final time, min; Total (n) - time for rest and personal needs according to the standard, min.

Kisp = ((15 + 430 + 18)/480)*100 = 96%.

The obtained coefficient value indicates that working time is actually used only at 96% of its potential.

The coefficient of time loss for organizational and technical reasons is calculated:

Kpnt = (Tpnt / Tsm) * 100,

where Tpnt is the actual time of losses for organizational and technical reasons, min.

Kpnt = (15/480)*100% = 3.1%.

Calculation of the coefficient showed that 3.1% of working time is used unproductively due to violations in the maintenance of the workplace and is actually a reserve for increasing labor productivity.

The coefficient of lost working time due to the fault of workers is calculated:

Kpnd=((Tpnd+(Totl(f) -Totl(n)))/Tsm)*100,

where Tpnd - time loss due to violations of labor discipline, min;

Totl(f) and Totl(n) - respectively actual and standard time spent on rest and personal needs, min.

Kpnd = ((0+ (22-18)) /480) *100%= 0.9%

Calculation of the coefficient showed that 0.9% of working time is used unproductively due to violations of labor discipline and is actually a reserve for increasing labor productivity. If the three calculated indicators are correctly determined, their sum should be 100%.

Let's check this: 96% + 3.1% + 0.9% = 100%.

The possible increase in labor productivity by eliminating direct losses of working time is determined by the formula:

Ppt=((Tpnt+Tpnd+(Totl(f) - Totl(n))) / Tsm)*100,

Ppt = ((15 +0 +(22-18))/480)*100 = 3.9%.

Thus, by eliminating direct losses of working time, labor productivity can be increased by 3.9%. In this case, it is necessary to carry out work to strengthen labor discipline and improve maintenance of the workplace (timely provision of the workplace with the necessary supplies). Similarly, it is possible to determine indicators of a possible increase in labor productivity by reducing unnecessary preparatory and final time, depending on the worker.

The maximum possible increase in labor productivity with the elimination of all losses and waste of working time can be determined by the formula:

Ppt(max)=((To(n)-To(f)) / To(f))*100,

where To(n) and To(f) are the standard and actual costs of operational time, respectively, min.

Ppt (max) = ((443-426) / 426)*100 = 4%.

Thus, by eliminating all losses and waste of working time, labor productivity can be increased by 4%

The need for labor standardization is largely explained by the fact that the employee and the employer are economically interested in applying reasonable standards of labor costs, rational use of working time, both in duration and in the degree of intensity of work.

Work to improve labor standardization includes measures to expand the coverage of standardization not only for basic workers, but also for service workers, providing workers, and employees. The use of intersectoral and progressive industry norms and standards makes it possible to expand the coverage of workers by standardization in industry to 85 - 90%.

Expanding the scope of application of scientifically based standards is an important reserve for increasing labor productivity. For this it seems necessary:

Secondly, for more in-depth training on the basic issues of organizing and rationing labor in production in modern conditions, develop 72- and 120-hour course programs, including the study of:

) Methodologies and practices for standardizing the work of workers and employees at the present stage (strengths and weaknesses, main tasks that require priority solutions).

) Analytical research method of labor standardization (methods of conducting time- and moment-by-moment observations, practical recommendations).

) Analytical calculation method of labor standardization (practice of application, algorithms and methodological foundations for the development of labor standards).

For an enterprise, accurate accounting and control of production costs, including labor resources, as well as increasing the productivity of workers of all categories, primarily through the most rational use, are important. This cannot be achieved without rationing labor. An individual photograph of a working day shows that not all working time is used rationally, there is downtime, and violation of labor discipline.

The experience of a number of enterprises (organizations) shows that without regulatory regulation of working hours, without the level of intensity of labor standards, organizing the rational use of labor resources, and reducing labor costs, high production efficiency cannot be achieved.

Activities such as re-instruction and additional training for workers who do not comply with standards; elimination of organizational and technical reasons for non-compliance with standards; increasing the material interest of workers in fulfilling standards; educational work to strengthen labor discipline. The implementation of these measures allows you to eliminate bottlenecks in production and reduce the loss of working time.

The standards must keep pace with the introduction of new and modernized equipment, with the introduction of progressive technologies and materials, with the improvement of product designs, improvement of equipment, tools, with an increase in the level of mechanization and automation, rationalization of jobs, with the introduction of rationalization proposals and, finally, correspond with industry and intersectoral labor standards.

One of the problems of organizing and regulating labor is associated with insufficient regulatory and methodological support for the work of the enterprise; outdated standards are used. And also in the era of general computerization, the issue of updating the methodology for calculating the number of management personnel is urgent.

In market conditions, labor standardization is becoming increasingly important from the standpoint of its use as a tool for measuring, assessing and regulating economic activity, rather than using it as a tool of forced labor, a means intended exclusively for establishing intense norms and their strict implementation.

Conclusion

Labor rationing is an integral part (function) of production management and includes the determination of the necessary expenditure of work (time) for the execution of work (manufacturing of products) both by individual workers and groups of workers (teams) and the establishment of work standards on this basis.

Work standardization performs a number of functions, including being the basis for the scientific organization of work and a means of ensuring an optimal balance between the amount of work and its payment.

Work standards are established for an indefinite period and are valid until they are revised due to changes in the conditions for which they were designed. With a piece-rate wage system, prices are determined based on established grades of work, tariff rates (salaries) and production standards.

The course work provides an analysis of labor rationing and working time costs for workshop workers at the OJSC « Kaluga Electromechanical Plant (KEMZ OJSC). Production and time standards were calculated.

The main method for studying working time costs is an individual photograph of working time. When taking individual photographs of working time using the method of direct measurements, the observation sheet records all the performer’s actions and breaks in the order in which they actually occur.

For the analysis, a standard balance of working time was compiled, in which all irrational costs and direct losses of working time are excluded from working time costs, thereby increasing operational time. Preparatory and final time, time for rest and personal needs are calculated as a percentage of the operational time received according to the relevant standards.

The work also calculated such indicators as: the coefficient of use of working time, the coefficient of loss of time for organizational and technical reasons, the coefficient of loss of working time due to the fault of workers, the possible increase in labor productivity when eliminating direct losses of working time, the maximum possible increase in labor productivity with eliminating all losses and waste of working time.

Firstly, use courses and seminars on labor standardization at enterprises to organize a series of sociological surveys of students in order to identify the most pressing social and labor problems, their determining factors, ways and methods of solution.

Secondly, for more in-depth training on the basic issues of organizing and regulating labor in production in modern conditions, develop 72- and 120-hour course programs.

Thirdly, organize systematic three-day seminars for trade union activists of enterprises on topical issues of labor regulation in production in a modern market economy in connection with issues of organization and working conditions, wages, number of employees, etc.

For an enterprise, accurate accounting and control of production costs, including labor resources, as well as increasing the productivity of workers of all categories, primarily through the most rational use, are important. This cannot be achieved without rationing labor. An individual photograph of a working day shows that not all working time is used rationally, and there is downtime.

List of used literature

1.Labor Code of the Russian Federation (Labor Code of the Russian Federation) dated December 30, 2001 N 197-FZ

2.Bukhalkov M.I. Organization and regulation of labor: Textbook / 2nd ed.; M.: INFRA-M, 2008.

.Bychin V.B. Organization and regulation of labor: Textbook / Ed. Yu.G.Odegova. - 3rd ed.; reworked and additional - M.: Exam, 2010.

.Bychin V.B., Malinin S.V. Labor rationing: Textbook./ Ed. Odegova Yu.G. - M.: Publishing house "Exam", 2008.

5.Vladimirova L.P. Labor Economics: Textbook. 2nd ed., revised. and additional - M.: Publishing House "Dashkov and Co", 2007.

6.Genkin B.M. Organization, regulation and remuneration of labor at industrial enterprises: Textbook / 4th ed.; M.: NORM, 2007.

.Genkin B.M. Economics and sociology of labor. - M.: Norma, 2007.

8.Egorshin A.P. Organization of personnel labor: Textbook / M.: INFRA-M, 2008

9.Moseychuk M.A. Labor rationing. // Wage. - No. 2. - 2009.

10.Organization and regulation of labor: Textbook. manual for universities / Ed. V.V. Adamchuk / VZFEI - M.: Finstatinform, 2009.

.Workshop on economics, organization and regulation of labor Textbook / Ed. P.E. Shlender. - M.: University textbook, 2007

.Labor Economics: Textbook / Ed. Yu.P. Kokina, P.E. Shlender. - 2nd ed. - M.: Master, 2008.

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