The essence and principles of organizing the trade and technological process of a store
. Trade and technological process (TTP) in a store- a set of interconnected sequential operations, the purpose of which is to bring goods of appropriate quality to the sales floor for sale to customers in a wide assortment with optimal costs of labor, time and a high level of trade service. The main operation of the trade and technological process in stores is the sale of goods, the remaining operations create the necessary conditions for the successful implementation of the sale of goods and have a subordinate character.
A fundamental feature of the trade and technological process in stores is the participation of buyers in it as objects of labor of sales personnel, while depending on the methods of selling goods used in the store, buyers can play not only a passive role in the trade and technological process, but also a fairly active roll.
In the trade and technological process of retail trade enterprises, the schematic diagram of which is shown in Fig. 141, there are trade and technological processes. The trading process ensures the transition of goods from the sphere of circulation to the sphere of consumption and a change in the forms of value. The peculiarity of this process is that it involves not only objects of labor (goods), but also objects of labor - buyers. Store employees are responsible for selling goods and serving customers, and customers participate in the shopping process. The main elements of the trading process are studying the demand of the population, drawing up and submitting applications for imported goods, forming an assortment of goods, managing inventory, advertising goods, selling them, providing additional services to customers, etc.
The technological process covers a set of operations that ensure the processing of goods, starting with their receipt in the store and ending with full preparation for sale and release to customers. The technological process includes: transportation of goods; unloading vehicles; acceptance of goods by quantity and quality; delivery of goods to the storage area or to the sales area of the store; storage; preparing goods for sale; moving goods to the sales floor; placement and teaching in the sales area, paying for goods, providing additional technical services to customers.
As a rule, the operations of the trade process play a major role in the organization of trade services to the population and in the trade and technological process of the store, but most of the operations of the physical process technology belong to the group of auxiliary operations of the trade and technological process of the store (Fig. 142 and 143.3).
. Rice 141. Schematic diagram of the store’s trade and technological process
. Rice 142. Scheme of the main operations of the trade and technological process in a store
. Rice 143. Scheme of auxiliary operations of the trade and technological process in the store
The structure and organization of the trade and technological process of stores is influenced by the following factors: the level of development of goods production, the state of trade and its material and technical base, the qualifications of sales and personnel, the type of store and the size of its sales area. Composition and area of non-trade premises of the store, types of trade and technological equipment; the range of goods to be sold, their preparedness for release to customers; the means of mechanization used; forms of labor organization and financial responsibility, etc.. A special role in shaping the structure of the trade and technological process of a store is played by the methods of selling goods used in it. For example, the transition to the use of self-service, associated with the advance preparation of goods for sale by performing carving, weighing, packaging, etc. operations in non-trade premises, leads to a reduction in the number of technological operations that must be performed directly in the sales area.
All technological operations that are performed in stores are divided into three main groups: 1) operations of direct customer service, 2) preparatory work for customer service, 3) operations related to the process of storing inventory. The first of them includes technological operations that ensure the process of selling goods and servicing customers - teaching goods on the sales floor, independent selection of goods by customers using the equipment of the sales floor or dispensing goods placed at the seller’s workplace, providing additional services to customers, etc. .. This is the most responsible part of the Astin trade and technological process of the store. The second group of operations includes operations related to the process of preparing goods for sale - processing of goods, their packaging, moving them to the retail store. The group of operations associated with the process of storing inventory includes the acceptance of goods, their movement to storage locations, storage of inventories in established volumes and assortments.
The trade and technological process of each store should be organized on the basis of certain principles, the main of which are: an integrated approach to the development of options for selling goods, providing the best conditions for the selection of goods and their purchase, saving customers time, a high level of trade service, compliance of the store’s operating technology with modern scientific -technical level; economic effects of the trade and technological process, preservation of the physical and chemical properties of the product.
When developing a project for a store's trade and technological process, it is necessary to take into account the possibility of its organization based on various options for constructing a store's technological process. There are three main schemes of the technological process in stores. The first scheme involves unloading vehicles, accepting goods in quantity and quality, storing them, preparing goods for sale, moving goods from non-trade premises of the store to the sales floor and teaching them in trade and technological equipment, selling and servicing customers, settlement transactions and providing additional services. This scheme is the most complete and requires the store to have a complex of special premises designed to perform certain functions, in particular, premises for receiving goods, selling them, storing them, preparing for sale. This scheme is typical for most stores.
The second scheme includes operations for unloading vehicles, receiving goods by quantity and quality, storing and selling. In this case, in the trade and technological process of the store there is no operation to prepare goods for sale, which makes it possible to reduce the number of functional premises of the store due to premises for preparing (unpacking, packaging, cleaning, picking, etc.) goods for sale.
The third scheme involves unloading goods from vehicles, accepting goods by quantity and quality, and selling them. This scheme is used when selling those goods that arrive at the store in packaging equipment, as well as on pallets. This scheme requires the presence in the store building of only functional premises intended for receiving goods and for their sale. A variation of this scheme is an option that is used in the sale of furniture, large electrical goods, sporting goods, television equipment, household and construction goods. In this case, the following operations are performed:
Unloading goods by transport;
Receiving them by quantity and quality;
Placing samples of goods on the sales floor;
Selling goods based on these samples
In this case, the goods are delivered to the buyer’s address by a freight forwarding company directly from industrial enterprises, wholesale warehouses or retail stores
As a rule, due to the heterogeneous level of readiness of goods for sale in each store, all three main schemes are simultaneously applied, and the volumes and sequence of execution of both the main and auxiliary operations of this process are also determined by the methods used to store the goods.
Introduction
Of particular importance is increasing the efficiency of retail trading network for the consumer cooperation system. This is due to the fact that the retail trade network is the dominant subsystem that ensures the sustainable growth of the entire consumer cooperation system.
The trade and technological process in retail trade enterprises is a complex of interconnected trade (commercial) and technological operations and is the final stage of the entire trade and technological process of commodity management.
The relevance of the chosen topic of the thesis is determined by the fact that the retail trade network is an integral part of the material and technical base of trade. It completes the process of circulation of goods.
The thesis was carried out based on materials from store No. 94 “Products”, which is engaged in trading activities. It was opened in the 70s of the twentieth century and was called store No. 94 “Gastronom”, but in 1998 it was renamed store No. 94 “Products”. It is located on the first floor of a five-story residential building.
Store No. 94 “Products” is a legal entity, operating on the basis of the Charter, the Civil Code of the Russian Federation, the Federal Law of the Russian Federation “On Consumer Cooperation (Consumer Societies, and Their Unions).”
The thesis analyzed statistical and accounting data for the years 2005-2007.
The purpose of the thesis is to develop the most complete and high-quality methods of providing the population with goods and trade services, as well as to develop new approaches to the trade and technological process of the store.
The objectives of the thesis are the following:
determine the content of the trade and technological process in the retail trade network,
find out the importance of rational organization of the trade and technological process in a store,
analyze the organizational and economic characteristics of store No. 94 “Products”,
study the characteristics of the store’s trade and technological process,
determine the operating hours and working conditions in the store,
assess the effectiveness of the store’s trade and technological process,
outline ways to improve the trade and technical process of the store.
During the research process, general scientific methods and principles of cognition were used: analysis, synthesis, systematicity, complexity; special economic methods - comparisons, factor analysis.
The practical significance of the study can be reduced to the possibility of using recommendations by the “Products” store No. 94 to improve the trade and technological process in retail trade enterprises and increase the volume of activity.
The structure of the thesis is determined by its purpose and objectives. The work consists of an introduction, three chapters, a conclusion, a list of sources used and applications.
The work is made on 70 pages of typewritten text, contains 15 tables, 5 drawings. The list of sources used includes 23 titles.
Chapter 1. Essence and organization of the trade and technological process of a retail trade enterprise
The trade and technological process is understood as a system of activities that represent a set of operations to bring goods to retail enterprises, and through them to consumers.
The functioning of a retail trade enterprise and the performance of the main functions of the movement of goods and services to the final consumer is ensured by the cyclic implementation of a number of interconnected and sequential technological processes with optimal expenditure of resources and a high culture of trade services.
It is necessary to distinguish between trade and technological, commercial and logistics processes of a retail enterprise (Figure 1).
| Trade and technological process | technology | logistics |
| goods flow (physical movement of goods) | ||
| Information flow | commerce | |
| information processes | ||
| Financial processes | ||
| financial flow | ||
| Commercial Processes | ||
| commercial flows (T → D → T) | ||
Fig. 1 Parallel functional processes in a retail trade enterprise as management objects
The organization of trade and technological processes is based on commodity flows, in contrast to logistics, which, in addition, optimizes financial and information flows and affects several links in the commodity distribution process.
The flow of goods in a store refers to the movement of goods from the moment they arrive at the store until the delivery of the sold product to the buyer (Figure 2).
Additional services |
||||||||
| Goods are shipping | Unloading | Unpacking and acceptance | Moving to storage locations | Preparation for sale | Moving to shopping |
Selection of goods by the buyer | Making a purchase | Delivery of goods to the buyer |
Fig 2. Movement of goods in the store
The trade and technological process includes operations such as unloading, acceptance of goods by quantity and quality, storage, packaging and packing of goods, their movement and display in the store’s sales area, etc. It is carried out by store personnel without the participation of customers. An operation is a part of the trade and technological process performed by employees through the use of certain techniques and methods.
Commodity flows have a significant impact on the organization of the trade and technological process at retail trade enterprises. The nature and content of individual operations of the trade and technological process depend on sales methods, the type and size of the store, the size of incoming batches, the range of goods and their physical and chemical properties, the condition of the container and packaging, the degree of preparation of goods for sale and other factors.
All operations of the trade and technological process are interconnected, have a clear logic of their implementation and a direct impact on the effectiveness of the commercial work of a retail enterprise.
In trade practice, three main technological process schemes have emerged (Figure 3).
Rice. 3. Options for the technological process in stores depending on the degree of preparation of goods for sale
The first scheme includes unloading goods from vehicles, accepting them in terms of quantity and quality, and selling them. This is the most progressive scheme. It is possible when delivering goods that are fully prepared for sale and arrive in containers and pallets.
The second scheme of the trade and technological process involves sending the goods after acceptance for storage, and then to the sales floor. In this case, a special room for storing goods is required.
The third scheme is the most complex and involves the preliminary preparation of goods for sale (packing, ironing, cleaning, etc.). This scheme requires facilities to prepare goods for sale.
Most stores operate all three schemes simultaneously.
For each retail trade enterprise, a technological scheme can be developed taking into account the specific conditions of its operation, including the content, relationship and sequence of all or individual trade and technological operations. When developing a technological scheme, the assortment of goods and the degree of their readiness for sale, the size of retail space, the presence and size of individual utility rooms, the level of technical equipment of the enterprise, methods of selling goods, the number of payment units, etc. are taken into account.
The focus of a market economy on more fully satisfying the social and diverse personal needs of the population, the orientation of production towards achieving the best final results, determine the need to increase the efficiency of trade - an industry whose economic and social importance is constantly increasing.
Consequently, retail trade is one of the most important areas of life support for the population. Therefore, the formation of the foundations of the financial stability of the state largely depends on the state of trade and its effective organization.
Trade in consumer goods covers the relationship between trading enterprises, on the one hand, and the population, on the other.
A special role in this process is assigned to retail trade - the final link that closes the chain of economic relations in the process of distribution of goods from manufacturers to consumers. In retail trade, material resources move from the sphere of circulation to the sphere of personal consumption, that is, they become the property of consumers. This occurs through buying and selling as consumers purchase goods in exchange for their cash income.
At the same time, retail trade refers to industries whose products are in the form of services, or activities that do not lead to the creation of an independent product or commodity. Its content lies in meeting needs, that is, service, which is part of the trade and technological process.
Trade services are a set of elements of trade activities of retail organizations selling goods and providing services to the public, aimed at satisfying consumer demand and making a profit.
This definition specifies the purpose of trade services - making a profit, and also makes its receipt dependent on the degree of satisfaction of consumer demand for goods and services; characterizes retail trade as the final link in the process of commodity circulation, where goods and services are provided to the population and thereby satisfy needs.
Trade services cover operations from studying the demand of the population to the retail sale of goods and customer service after their sale.
Thus, the content of trade services for retail organizations reflects a system of interrelated and interdependent elements, including: studying and forecasting the market situation; composition of the product offer; additional customer service; sales promotion; forms of customer service; conditions for purchasing goods; service culture. Elements of trade services (Appendix 1). Elements of trade services such as studying and forecasting population demand and the composition of product supply are closely interrelated.
The basis for the formation of a product supply of the volume of goods (products and services) intended for sale and offered to buyers on the market over a certain period at a certain price is the study and forecasting of the market situation in order to identify public demand as a form of manifestation of needs in the sphere of circulation. At the same time, demand objectively reflects the composition of the product supply.
In addition, the concept of demand is not associated with needs in general, but only with that part of the specific economic needs of society and its individual members that are provided with a monetary equivalent. Demand is specific solvent needs brought to the market that can be satisfied if there is a product supply.
IN market economy demand acts as a value equivalent of total socially necessary labor and, forming the most important component of the personal consumption fund, it is a form of use (consumption of national income, a product of its distribution). Since remuneration occurs in monetary form, demand in the market appears primarily in value form - a certain amount of money that can be used by the population to purchase goods and pay for services. These monetary amounts determine the purchasing power of the population, the total volume of demand at a given level and the ratio of retail prices for goods and services.
Consequently, in order to most fully satisfy the needs of the population for goods, on the one hand, and their successful implementation in retail trade, on the other, there is a need to study and forecast the demand of the population.
Work on studying and forecasting demand as an element of trade services involves the collection, processing and analysis of information necessary for making decisions to determine the optimal structure of the product range, that is, the balance between product supply and consumer demand.
In this regard, the process of forming an assortment includes the selection of groups, types and varieties of goods in accordance with consumer demand in order to more fully satisfy it
In addition, it should be taken into account that an economically sound product range ultimately has a positive impact on the indicators of trade and economic activity of enterprises. The breadth of the range of goods included in the list creates normal conditions for organizing goods supply, contributes to an increase in the average purchase price, and an increase in sales volume per square meter of sales area.
Thus, the study and forecasting of consumer demand, the formation of product offerings are inseparable and defining elements of trade services.
The purpose of trade services is to most fully satisfy the needs of members of society for goods and services while simultaneously ensuring the profitable operation of a retail trade enterprise. In market conditions, the struggle for consumers is intensifying. Therefore, sales workers must constantly strive to attract more and more new customers. In solving this problem, the leading role is given to such an element of trade services as sales promotion.
Sales promotion aimed at the consumer can be defined as a time-limited campaign with strictly defined objectives, which is based on offering the buyer some kind of “plus” or benefit. Sales promotion is implemented through a variety of incentive means (distribution of samples, coupons, price reductions, bonuses, prizes) designed to speed up or increase sales of certain products to consumers.
Incentives aim to immediately change consumer behavior. The product immediately acquires a halo of decisive advantage in his eyes, which turns a potential client into a buyer. Sales promotion activities are characterized by: attractiveness, information content, incentive to make a purchase, and short-term nature.
Sales promotion is most effective in the field of trade in goods intended for the general population, including adults and children, it is in this case that it reaches its maximum expression and gives wide scope to the ingenuity of specialists.
An integral element of trade service is its culture, which is directly related to the ethical culture of those who serve consumers. She assumes polite Attentive attitude store workers to customers.
Aesthetic culture in trade is a beautifully packaged, tastefully laid out product, the presence of expressive advertising, and the aesthetics of the appearance of sales floor employees. The seller is the main figure in the process of selling goods. His neat appearance, composure, neatness, and smartness attract buyers and create a special predisposition for them to make a purchase.
A rationally organized trade and technological process involves the introduction and expansion of progressive methods of selling goods - self-service; sale of goods based on samples; according to preliminary orders of buyers providing best conditions selection of goods, their acquisition, saving time for buyers; compliance of the trade and technological process with the scientific and technical level, the use of advanced technology, progressive labor processes; compliance with current trade regulations
In addition, equipping workplaces modern equipment, good lighting, absence of irritating noises, clean air, normal temperature, the presence of comfortable utility and utility rooms contribute to the rational organization of work, create a good mood among store employees, and therefore provide an opportunity for highly productive activities in servicing customers.
The considered elements of trade services are aimed at providing customers with the opportunity to purchase the necessary goods and services in the trading network with the least amount of time and the greatest convenience. However, this is not enough.
A high level of trade service can be achieved only if effective forms of sales of product offerings are used. In this case, two forms are possible - in-store and out-of-store. They are realized through fixed capital of retail trade (buildings, structures, equipment).
Non-store forms of trade services include the sale of goods through a network of small retail enterprises, mobile means of trade, retail parcel trading, vending machines, and the sale of goods at fairs and bazaars.
The use of one or another form of trade services depends on the number of residents in the locality, the availability and assortment profile of trade enterprises, production conditions, and the season.
The sale of goods through a network of small retail enterprises, which are located in settlements where there are no stores, or complementary store networks, takes great place in trade services to the rural population. The small retail network is represented by tents, stalls, kiosks and home stores.
The main factor determining the content and sequence of operations of the trading and technological process is the sales method.
The number and nature of operations, the layout of store premises, the need for space and trade and technological equipment depend on this. Therefore, it is very important how commercially accurately the choice of retail sales method(s) for a particular store is calculated.
Rationalization of the trade and technological process and its constant improvement are the main task.
Technology optimization involves the integration into a single process of knowledge, technical means, equipment and methods of selling goods and services from available resources.
1.2 The importance of rational organization of the trade and technological process in a store
A well-organized trade and technological process pursues the following important goals: ensuring the interconnected and clear functioning of all elements and parts of the trade and technological process; preserving the consumer properties of goods and bringing them to customers at the lowest total cost; high service culture.
The solution to these interrelated issues can be achieved by using a systematic approach to the study of the technology of trade processes, which involves the use of economic and mathematical modeling methods, the compilation of algorithms for specific processes, the selection of optimal solutions and the use of advanced foreign and domestic experience.
Increasing the efficiency of a retail trade enterprise is facilitated by the acceleration of trade and technological processes in stores, achieved by introducing automated process control systems based on modern software products, using high-performance equipment, increasing receipts from suppliers of goods fully prepared for sale, increasing the professional level of personnel and enterprise managers, and using technological kart.
A technological map is a form of technological documentation that includes operations for performing technological processes in a store, indicating the technical means used, the cost of time and labor. It is advisable to draw up such maps for large stores (supermarket, department store, supermarkets, etc.) with a wide range of goods.
Technological maps allow you to more rationally structure the store’s operating mode, comprehensively use mechanisms and equipment, introduce the most effective techniques and methods of work, and improve the service culture.
In the practice of stores, trade and technological processes are carried out in direct connection with commercial ones and are secondary in nature. Abstracting from this relationship, the entire technological process can be divided into main and auxiliary operations.
The main operations are the sale of goods and customer service. Auxiliary processes ensure the constant renewal of the main ones.
The trade and technological process of stores consists of operations that are divided into main and auxiliary. The main operations are the sale of goods and customer service.
The implementation of basic trade and technological operations is closely linked to the performance of a number of auxiliary operations (unloading goods from vehicles, unpacking and receiving goods, moving them to storage areas, storing and moving to places of preparation for sale, placing and stacking goods on the sales floor).
The operational content of the main and auxiliary components of the trade and technological process is presented in Figure 5.
All main and auxiliary operations are carried out in a certain sequence, are in functional interaction and are aimed at fulfilling the main task of the store - selling goods, as well as ensuring a high level of customer service.
The trade and technological process with goods before offering them to customers includes operations for processing commodity flows, starting with unloading goods in stores and ending with their complete preparation for sale. These operations have a significant impact on the level of customer service.
Contact between customers and store staff occurs at the second stage of the technological process. Therefore, it is very important to have highly professional employees on the sales floor who would help increase the turnover of goods and create the most favorable conditions for choosing goods and making purchases.
Additional customer service operations are aimed at providing them with convenience when purchasing and consuming goods, saving customers time and improving the consumer culture (use) of goods.
The structure, sequence and relationships of the main and maintenance of the main and auxiliary technological processes of stores of various types have their own specifics, determined by their product specialization, the sales methods used, as well as their size.
Depending on the subject of labor, the trade and technological process can be divided into three parts: the first includes operations with goods before they are offered to customers; the second – operations with goods and operations for direct customer service; third –
The quality of trade service is significantly influenced by operations with goods before they are offered to customers.
Vehicles delivering goods to the store must be received and unloaded without delay. Unloading should be carried out in compliance with the general rules for performing loading and unloading operations. Goods received at the store are delivered to the receiving area. Reception of goods is one of the important operations of the store’s trade and technological process and must be carried out by persons entrusted with material liability.
After acceptance, the goods are delivered to storage premises. Storing goods in stores is an integral part of the trade and technological process. The task of trade workers is to bring to customers all goods arriving in stores, without reducing their quality and with the least loss. The storage of goods must be organized in such a way that it is possible to accurately carry out trade and technological processes, effectively use the areas allocated for storing goods, the capacity of trade and technological equipment, and create the most favorable working conditions for store employees. The solution to these problems depends on a number of factors: the availability and condition of the material and technical base of retail trade, the clear organization of trade and technological processes in stores, store employees’ knowledge of the properties of stored goods and compliance with the required storage conditions.
Goods must arrive on the store's sales floor prepared for sale. Preliminary preparation of goods for sale consists of carrying out a number of operations aimed at bringing the goods to full readiness for sale to customers.
Operations for preparing goods for sale are divided into general and specific. General operations include those to which most goods are subjected, while specific operations include those that are characteristic only of individual goods.
The efficiency of stores and the quality of customer service largely depend on the rational placement and display of goods on the sales floor. The display of goods is very important for making a purchasing decision, as it allows the consumer not only to find the product he needs, but also to conduct his own consumer assessment. Proper display of goods in the most attractive way, creating an appropriate background for them, creating colorful displays significantly stimulates the sale of goods and increases profits.
The most important part of the trade and technological process is operations with goods and operations for direct customer service. This part reflects not only the economic relations of distribution and exchange, but also interpersonal psychological contacts between customers and store employees.
At every retail trade enterprise, trade services must be organized so that customers can purchase all the goods they need with the least amount of time and with the greatest convenience. The content of operations for trade servicing of customers depends on the range of goods and its compliance with the demand of the population, methods of sale and additional services provided to customers, as well as on the state of the material and technical base of the store.
Depending on the range of goods and the nature of consumer demand for individual goods, a distinction is made between the sale of goods on the basis of firmly established demand and on the basis of their choice by customers.
Based on the choice of goods, customers sell complex assortment goods, mainly non-food items. In this case, the sales process is more complex and the volume of sales operations increases. The main elements of the choice-based selling process are: meeting buyers; identifying demand; offer and display of goods, at the same time consultations about their properties, quality, rules of use; performing technical operations related to the release of goods. Psychological elements (persuasion, advice, justification, explanation, proof) are especially prevalent in the customer service process.
The following methods of selling goods are used in retail trade: self-service; through the service counter; according to samples; with open display; on pre-orders.
Selling goods on a self-service basis is one of the most convenient methods for selling goods for buyers. Self-service allows you to speed up operations for selling goods, increase the throughput of stores, and expand the volume of sales of goods. This method provides customers with free access to goods laid out on the sales floor, the ability to independently inspect and select them without the help of a seller; the functions of trade workers are reduced mainly to advising customers, displaying goods and monitoring their safety, and performing settlement transactions. The sales process here consists of the following main operations: meeting the buyer and providing him with the necessary information about the goods sold and services provided; receipt by the buyer of an inventory basket or cart for selecting goods; independent selection of goods by the buyer and their delivery to the payment center; calculating the cost of selected goods; payment for purchased goods; packaging of purchased goods and placing them in the buyer’s bag; returning the inventory basket or cart for selecting goods to the place where they are concentrated.
Basic operations when selling using the self-service method (Appendix 2).
Selling goods over the counter is different in that the main burden falls on the seller, whose qualifications determine the speed and quality of service to the public.
This method of selling includes the following operations: meeting the buyer and identifying his intentions; offer and display of goods; assistance in choosing products and consultation; offers of related and new products.
Selling goods based on samples involves laying out samples on the sales floor and introducing them to buyers independently (or with the help of the seller). After selecting the goods and paying for the purchase, the seller hands the buyer the goods corresponding to the samples. In this selling method, working inventory is placed separately from samples. It is convenient because in a relatively small area of the sales floor you can display samples of a fairly wide range of goods. Typically, this method is used when selling technically complex and large-sized goods, as well as those goods that require measuring and cutting before being released to the buyer.
When selling goods with an open display, buyers have the opportunity to independently familiarize themselves with and select the goods displayed at the seller’s workplace. The functions of the seller in this method of selling are limited to advising buyers, weighing, packaging and releasing the goods they have selected. Payment transactions can be carried out at cash registers installed in the sales area or at the seller’s workplace. Selling goods with an open display is more convenient compared to traditional methods, since many buyers have the opportunity to simultaneously familiarize themselves with openly displayed product samples and information about the assortment. The use of this method allows you to speed up operations for the sale of goods, increase store throughput and increase the productivity of sellers.
Trading on pre-orders is convenient for buyers, as it allows them to save time on purchasing goods. This sales method can be used by both specialty stores and the order departments of general stores. A list of goods sold according to orders must be posted in the store. The buyer either receives the goods in the store itself, or it is delivered to his home.
The expansion of additional services provided by stores, which belong to the third part of the trade and technological process, affects the improvement of the culture of customer service. Additional customer service involves providing customers with certain services related to the purchase of goods or cultural and everyday services. The list of such services depends on the specialization of the store, its location, sales area and other factors. All additional services provided to customers can be divided into four groups: services preceding the sale of goods and directly related to it; services related to the use of purchased goods by customers; services aimed at creating convenience for customers when visiting a store; auxiliary services.
The first group includes such services as: accepting pre-orders for goods, including those temporarily unavailable for sale; display of goods; consultations with sellers and specialists; packaging of goods; delivery of large goods to the address specified by the buyer.
The second group includes the following services: cutting fabric and hemming curtains purchased in a store; minor alterations to store-bought garments; performing engraving work; installation at the buyer’s home of technically complex goods purchased in the store; repair of technically complex goods.
The third group includes the following services: storage of customers' belongings; storage of baby strollers; organizing recreational areas for shoppers and children's leisure; providing information about the availability of goods for sale; taxi ordering.
The fourth group can include such auxiliary services as: currency exchange; telephone and postal services; photocopying; selling flowers and accepting pre-orders for making flowers; creation of pharmacy kiosks.
Services provided by stores can be paid or free. Free ones include those that are directly related to the sale of goods. Services that require additional costs are provided by stores for a fee according to approved price lists.
The main objectives of improving the trade and technological process of a store in modern conditions are: implementation modern forms organization of trade and methods of selling goods; mechanization and automation of the technological process and their management processes; use of the optimal technological process solution; introduction of best practices in retail trade enterprises.
1.3 Principles of organizing trade and technological processes in retail trade enterprises
The structure of the trade and technological process, the sequence of various operations depend on the degree of economic independence of retail trade enterprises, the sales method used, the type, size of the trade enterprise and other factors.
The entire trade and technological process in retail trade enterprises can be divided into 3 main parts: operations related to customer service; additional customer service operations.
Operations with goods before offering them to customers include: unloading vehicles; delivery of goods to the receiving area; delivery of goods to the storage area, preparation for sale or directly to the sales floor (taking into account the degree of readiness of the goods for sale); storage of goods; preparing goods for sale; placement and display of goods on commercial equipment.
Operations related to customer service include: meeting the buyer; offer of goods; selection of goods by buyers; payment for selected goods, provision of additional services to customers.
Additional customer service operations involve providing them with various services; accepting pre-orders, delivering goods to your home, providing reference information etc.
The trade and technological process in retail trade enterprises should be based on the following basic principles: organization of effective inventory; effective arrangement of points of sale in the hall and display of goods; effective presentation of promoted products; formation of sales floor space and its effective use; optimal arrangement of product groups; division of product groups.
The study determined the role of each of these areas of activity of retail trade enterprises in organizing effective customer service.
Organizing an effective inventory. On the shelves, first of all, it is necessary to present those goods that customers expect to find in a given store.
Brands and packaging that are most popular with customers should always be on shelves, therefore, purchases from suppliers should be made in proportion to sales.
In addition, products should occupy shelf space in accordance with sales levels. This is necessary in order to avoid the lack of best-selling products.
Effective location of sales points in the hall and display of goods. The main and additional points of sale must be located in accordance with the flow of customers in the sales area.
An additional point of sale gives the buyer another chance to see and choose the product. Therefore, it is located separately from the main one and the best-selling products are duplicated on it. Particularly effective are additional sales points located along the outer perimeter of the sales area (where 80% of customers pass), as well as near the cash registers.
Products should be laid out in such a way that finding the right product is as easy as possible. To do this, you need to create visible blocks on the shelves by brand, packaging and product group. It should be remembered that the bottom shelves of sections in non-self-service stores are not visible, and in supermarkets they account for only 5% of total sales. Therefore, when laying out goods, you should strive for vertical blocks.
Products with a shorter shelf life should be available to the buyer first.
Effective presentation of promoted products. After meeting the first two conditions for effective merchandising (stock and location), you can proceed to the final stage - product presentation.
It has been established that buyers are more willing to choose goods whose price is indicated and clearly visible, so the store must take care of the correct placement of price tags. In order not to mislead buyers, price tags should be located exactly under the product for which they show the price. Often, manufacturers themselves provide the store with branded price tags, and also take care of providing additional price tags.
It is important to ensure the correct placement of advertising materials. There are several general rules that almost all companies use when developing standards for the placement of their advertising materials: they must be located directly near the point of sale of the specified product or along the path to it; they must be clearly visible to the buyer; they must be up-to-date (materials for a specific advertising campaign are installed at the beginning of the campaign and withdrawn at its end).
The purpose of placing advertising materials is to remind the buyer that he can purchase this product in this store. When the same promotional material is near the point of sale for a long time, buyers stop paying attention to it, so manufacturers take care of constantly updating promotional materials.
An important point that a merchandiser must take care of is keeping the point of sale and the products themselves clean. Not only the level of sales of a given product in a particular store depends on this, but also the image of the trading enterprise.
This sequence of actions to promote goods at the point of sale (stock, location, presentation) seems logical.
Effective functioning of retail trade enterprises based on merchandising is possible only by combining the efforts of the manufacturer, distributor and retailer aimed at improving customer service.
A plan for implementing a retail strategy using merchandising methodology can only be implemented if it takes into account the interests of all three participants in the distribution of goods.
Formation of the trading floor space and its use. It is not enough for a sales representative and merchandiser to be able to sell their product and know the merchandising concept of their company. In order to achieve maximum effect, he must understand the needs of the buyer and retail owner, as well as the psychology of consumer behavior.
Concepts such as customer flow, general arrangement of goods, optimal placement of main and additional points of sale,
play an important role in the implementation of the merchandising strategy, determining its effectiveness.
When arranging goods on the sales floor, the following factors are taken into account: optimal use of the sales floor space; optimal arrangement of product groups; location of main and additional points of sale; ways to regulate the flow of customers.
There is a natural direction of customer movement in a store, which should be determined at the store design stage: the location of the entrance, retail equipment in the hall and cash registers. The flow of customers must be calculated in advance and selected with maximum benefit, providing the buyer with as many goods as possible.
80-90% of buyers bypass all points of sale located along the perimeter of the sales floor, and only 40-50% of buyers bypass the inner rows. The “hottest” places in this case are the beginning of the customer flow and the checkout area.
Convenience goods are located around the perimeter of the sales area, where most customers can easily find the goods they came for. Periodic goods are located in the center of the sales area, since there is no need to attract the attention of all visitors to them. Products of impulse demand are located in “hot zones” of the trading floor, where they come into view of most buyers, stimulating unplanned purchases.
The study established that there is a dependence of sales volume on the movement of customers, i.e. the percentage of buyers that account for each square varies significantly.
It is important to determine the first direction that the buyer chooses when entering the store, since the best place to locate the product is the one that first catches the eye of the buyer who has just entered the store.
There are four reasons why a product should be placed as early as possible in the customer's path: the customer's cart is still relatively empty, and the customer is not worried about damaging something by placing relatively heavy packaging on it, or making the cart too heavy. heavy and awkward to manage; Some products are purchased on impulse. Near the cash registers, the buyer spends time in line and is not occupied with anything. Therefore, the checkout area is attractive for those goods that are most often purchased under the influence of impulse.
Thus, when locating the main and additional points of sale of any product, it is necessary to think through the behavior of customers in the sales area and take into account the location of equipment and competing products in the area. Proper placement of goods on the sales floor will help maximize profits for the retailer.
Since everyday goods are in demand by the largest number of visitors, a large number of buyers accumulate around these points of sale.
In this regard, these product groups should be located along the outer perimeter of the sales floor to make shopping as convenient as possible. If customers experience inconvenience, they will tend to leave the sales area as quickly as possible.
This not only reduces the time a customer spends in a store (and therefore reduces the number of impulse purchases), but it can also lead the customer to consider visiting a different store next time.
The buyer's desire to buy something unplanned is strongest at the beginning of the buyer's movement around the store; if the product is located further along the buyer’s path than a competitor’s product, then there is a chance that the buyer will have time to buy his product before noticing yours; The important thing is that the buyer’s funds for purchases are limited.
The main criterion for allocating space on the sales floor between product groups is to increase income per unit of space on the sales floor.
Developing a strategy for the operation of retail trade enterprises based on merchandising is aimed at ensuring their competitiveness in the long term.
To ensure the competitiveness of a retail enterprise in the long term, it is necessary to develop and implement competitive strategies, i.e. methods of doing business that company management chooses to achieve its goals.
Goals, in turn, can be quantitative (for example, to achieve a certain volume of turnover) or conditionally qualitative (for example, to become the best store in terms of service level).
The competition for consumers in the retail market is getting tougher, so it is impossible to plan a store operating strategy without taking into account the external environment and the activities of competitors.
Pressure from suppliers, tenants and other third parties caused by the need to interact with them under certain conditions; the changing characteristics of consumers that need to be taken into account, caused by their growing needs, expectations and requirements.
Having a carefully planned competitive strategy is the basis for strengthening the competitive position of a retailer.
Competitive strategy is a set of tools and initiatives aimed at attracting customers, countering the marketing efforts of competitors and strengthening one's own position in the market.
Lowest prices (cost leadership) – maintaining prices lower than those of competitors by reducing operational costs (costs of administrative staff, sales personnel, commercial equipment, rent; special conditions for working with suppliers, etc.). This strategy is followed by almost all low-price supermarkets aimed at the general public.
Unique product and unique service – attracting customers by maximizing the difference between the goods and services offered by the store in different parameters.
An example would be a household appliance store that has switched to self-service, or a clothing store of a famous designer whose advertising campaign actively focuses on creating an incomparable customer image.
Thus, based on the above, we can highlight the following basic principles for organizing the store’s technological process: ensuring an integrated approach to its construction; creating maximum convenience for customers; achieving the most rational use of the store’s premises and commercial and technological equipment; creating favorable working and rest conditions for store employees that ensure high culture and productivity; ensuring the necessary economic efficiency of the store.
Chapter 2. Organization of the trade and technological process in store No. 94 “Products”
2.1 Organizational and economic characteristics of store No. 94 “Products”
The “Gastronom” store No. 94 was opened in the 70s of the twentieth century, but in 1998 it was renamed “Products” No. 94. It is located on the first floor of a five-story residential building.
The “Products” store is a legal entity, operating on the basis of the Charter, the Civil Code of the Russian Federation, the Federal Law of the Russian Federation “On Limited Liability Companies” No. 14-FZ of 02/08/1998.
To fulfill the statutory tasks, the “Products” store No. 94 can carry out: retail and wholesale trade; licensed sale in accordance with current legislation; provision of commercial intermediary services; other types of activities not prohibited by law.
The general organizational and economic characteristics of the store include: number of employees, area and composition of premises, retail trade turnover, financial indicators activities.
The structure and staffing of the store are approved by the heads of higher authorities within the limits established by them of the maximum number and wage fund of employees. The store employs 29 people. The average salary in a store in 2005 was 1,280 rubles. All store personnel are divided into three categories: managerial, main and auxiliary.
The composition of the store personnel is presented in Figure 7. The largest share of the total number of employees is occupied by the main store personnel, and the smallest share by auxiliary personnel.
Fig. 7 Composition of store personnel
The management staff consists of workers who provide management of trade, technological and labor processes. This includes management, engineering and technical workers and employees - director, section head, accountants, merchandiser, senior cashier.
The general management of the store is carried out by the store director, who also manages economic planning, recruits personnel, manages commercial activities, and ensures labor safety. Subordinate to him are services dealing with labor issues and wages, accounting and finance. He is responsible for the organization of trade and technological operations and economic services.
The accounting apparatus receives commodity and cash reports, checks and processes them, and takes into account funds.
Commodity experts perform basic functions in the field of commercial work and trade organization. They also organize the delivery of goods to the store.
Heads of commodity sections organize the work of their sections, monitor the maintenance of inventory at a certain level, draw up requests for the import of goods, and ensure the safety of inventory items.
The main (trade and operational) personnel are sellers, that is, workers engaged in serving customers on the sales floor. The responsibilities of sellers include preparing and cleaning the workplace, preparing goods for sale, serving customers, and taking into account unsatisfied demand; and also prepare the workplace for performing settlement transactions, perform settlement transactions with customers, and transfer proceeds.
Support staff provide service to essential staff and also maintain the store in proper sanitary and hygienic condition.
The totality of the store’s premises in their respective relationships constitutes its technological layout. According to their functional purpose, premises are divided into the following groups: retail premises, for receiving, storing and preparing goods for sale, auxiliary, administrative and household, technical.
Retail premises occupy the most important place in the totality of store premises. These include a sales floor, a room for receiving and issuing orders, and a room for providing additional services to customers. All these rooms carry the main functional load in the store. The area, shape and proportion of retail premises largely determine the level of customer service, influence the structure of the trade and technological process in the store, and the economic indicators of its work.
A sales area is a part of a retail space where goods are sold. It is the main room of the store. Here, buyers select goods offered for sale, pay for them, and receive additional services.
The layout of the sales area corresponds to its functions and is developed taking into account the following requirements:
ensuring the rational organization of the trade process, the movement of consumer and commodity flows;
creating conditions for the mechanization of labor-intensive customer service processes;
convenient placement of entrances, exits, departments, and retail equipment for customers;
ensuring rational placement and maximum visibility of laid out goods;
creating conditions for cost-effectiveness and ease of sanitary and technical maintenance.
In the store, trade is carried out through a personal customer service counter. A place is allocated here for organizing work places for service personnel. Its size is equal to the product of the length of the front of the counter and the depth of the workplace. The depth of the seller’s workplace includes the width of the counter and commercial equipment for displaying and placing the working stock of goods, as well as the width of the passage between them, which must be at least 0.9 m.
A specially equipped part of the trading floor area, within which more than one cash register equipment is concentrated, is called a cash register unit. The area of the cash register includes the area occupied by cash registers, aisles between them, and tables for packaging goods.
The most important of these requirements are: free movement of consumer flow; ensuring the shortest routes for the movement of goods from areas of storage and preparation of goods for sale to places of their display and placement; creating conditions for good visibility and convenience for customer orientation.
The level of customer service, the creation of optimal working conditions for sales workers and ensuring high economic performance of the store largely depend on how efficiently it is equipped with retail equipment.
The key to successful store fittings is to find the optimal balance between reliable, proven, traditional equipment and cutting-edge design equipment that can quickly go out of style and become hopelessly outdated. Store fixtures are seen as an integral component of a firm's visual identity program. The design of the equipment corresponds to the concept of the retail enterprise, the offered assortment, and the aesthetic ideas of potential buyers.
The "Products" store carries out retail trade in the following groups of goods, in accordance with the assortment list: cereals, pasta, flour, groceries, confectionery, tea, salt (iodized salt), sugar, animal butter, vegetable oil, animal fat, margarine , cheeses, dairy products, eggs, fish, canned fish, canned vegetables, meat, meat products, vegetables (processed vegetables), fruits, juices, mineral water, carbonated drinks, liquor, wine, beer, tobacco products, matches, baked goods, personal care products.
The most important economic indicator of a store is retail turnover. To compare the results of the “Products” store, an analysis of retail trade turnover by product groups for 2005 – 2007 was carried out. (table 2).
table 2
Retail trade turnover by product groups of the “Products” store No. 94 for 2005-2007.
| Name of product group | 2005 | 2006 | 2007 | Deviation (+;-) | Growth rate,% | ||
| Meat and poultry | 881,6 | 950,34 | 1880 | 998,4 | 929,66 | 213,25 | 197,82 |
| Sausages | 2250 | 3140 | 2900 | 650 | -240 | 128,89 | 92,36 |
| Animal oil | 508 | 534,5 | 850 | 342 | 315,5 | 167,32 | 108,51 |
| Vegetable oil | 200 | 315,7 | 500 | 300 | 184,3 | 260 | 158,38 |
| Sugar | 230 | 942,5 | 1250 | 1720 | 307,5 | 543,48 | 132,63 |
| Bread and bakery products | 6900 | 7084 | 7690 | 790 | 606 | 111,45 | 95,85 |
| Groats | 270 | 399,5 | 380 | 110 | -19,5 | 140,74 | 95,12 |
| Vodka and liquor products | 2900 | 3800 | 3960 | 1060 | 160 | 136,55 | 104,21 |
| Total | 14139,60 | 17166,54 | 19410 | 5970,40 | 2243,46 | 137,27 | 113,07 |
The turnover of retail trade in the product groups “Cereals” is assessed negatively, which underfulfilled the plan by 20.8%, “Vodka and liquor products” - by 23.8%, “Sausage products” - by 14.7%, but due to low The specific weight of these product groups did not have a significant impact on the failure to fulfill the plan. Bread and bakery products underfulfilled the plan by only 3.9%, which amounted to 310 tr in total, but since they have the highest share, they had a significant impact on the failure to fulfill the plan, and accordingly can lead to a loss of profit necessary for the social and economic development of the store. Compared to 2005 and 2007, sales for the store as a whole have increased, which positively evaluates the store’s activities and indicates greater satisfaction of the population with the goods. At the same time, sales per person increased, which also indicates better satisfaction of the population with the goods.
Distribution costs play a direct role in generating enterprise profits. (Table 3)
Table 3
Distribution costs of the “Products” store No. 94 for 2005-2007.
In 2007, compared to 2005, there was an increase in the amount of distribution costs by 885.4 thousand rubles. (Table 6). The increase in the amount of distribution costs is associated with an increase in retail trade turnover by 7345.7 tr. The level of distribution costs in 2005 was 23.26%. This figure should have decreased. And it decreased by 2.7%. This means that for 100 rubles of trade turnover the enterprise began to spend 20 rubles 56 kopecks, which indicates a more economical use of trade costs compared to 2005.
The financial resources of the store are the results of the functioning of finances, acting as cash income and receipts of funds. Existence and development of financial resources in conditions market relations is determined by the circulation of commodity-money relations in the form of two phases: the purchase of goods and their sale in retail trade. The first phase is associated with the movement of goods, and the second – with the movement of funds.
The store contributes to such a circulation of funds: by selling goods and services, it reimburses the purchase price of goods, distribution costs from the amount of cash proceeds and receives income.
In the future, when using income, the store forms cash funds to pay for current expenses, finance capital investments, makes mandatory contributions to extra-budgetary funds and payments to the budget in the form of taxes and financial sanctions.
Thus, all store activities are carried out using real cash flow. The store's financial resources are intended to fulfill financial obligations, meet expenses and provide economic incentives for staff. They act as material carriers of the store’s financial relations.
According to economic purpose, financial resources are distinguished that provide the following areas of activity of the enterprise: main economic activity, reproduction of fixed assets, material incentives for personnel, social development of the enterprise
The role and importance of financial resources are determined by the need of the organization modern systems financial management and financial policy development. Their main goal is to build an effective financial management system aimed at achieving optimal levels of costs and profits, as well as increasing the profitability of resources.
The sources of formation of the store’s financial resources in organizational and economic terms are: own and equivalent funds; funds mobilized in the financial market; receipt of funds in the order of redistribution.
2.2 Characteristics of the store’s trade and technological process
The trade and technological process in a store is a complex of interconnected trade and technological operations and is the final stage of the entire trade and technological process of product distribution.
The trading and technological process in the “Products” store can be divided into three main parts:
operations with goods before offering them to customers;
direct customer service operations;
additional customer service operations.
When organizing the trade and technological process in the “Products” store, the administration adheres to the principles (Appendix 4).
The first operation of the trade and technological process in a store is unloading goods from vehicles
Technology for unloading goods from road transport determined by: the physical properties of goods (pieces, bulk, lightweight, heavy, in transport containers). Unloading of cars in the store is carried out manually by a team of loaders using small-scale mechanization (hand truck). When unloading vehicles, the general rules for performing loading and unloading operations are observed; workers pay attention to the markings “Caution”, “Do not tip”, “Do not throw”, which is of great importance for the safety of goods.
Goods received at the store are delivered to the receiving area. Reception of goods is one of the important operations of the store’s trade and technological process and must be carried out by persons who are financially responsible. It provides control over the safety of inventory and prevents low-quality goods from entering the store. All goods arriving at the “Products” store No. 94 are accepted according to quantity and quality. The main elements of the goods acceptance process are presented in Figure 9.
Acceptance of goods by quantity and quality in the store is carried out in accordance with the rules established in the instructions “On the procedure for accepting production and technical products and consumer goods by quantity” and “On the procedure for accepting production and technical products and consumer goods by quality” , Civil Code of the Russian Federation. The standards established by these instructions are applied in all cases, unless the standards, technical specifications or other mandatory rules provide for a different procedure for accepting goods. Goods arriving at the store are accepted by merchandisers and employees who are charged with financial responsibility. Persons involved in the acceptance of goods must know these documents well and be able to use them.
Acceptance of goods by quantity consists of reconciling the weight, number of places, units of goods actually received with the indicators of invoices, waybills and other accompanying documents. It is carried out in the same units of measurement that are indicated in the accompanying documents. In their absence, acceptance is carried out by drawing up a report on the actual availability of the goods and a note is made about the absence of the document, and the goods are accepted for safekeeping.
Acceptance of goods received in closed, undamaged containers is usually carried out in two stages. At the first stage, the goods are accepted in advance at the place of receipt from the supplier or from transport authorities. The final acceptance of goods by quantity is carried out in the store, checking the number of units of goods in each container and the net weight.
Acceptance of goods by quantity includes checking the condition of the container, packaging, integrity of seals and compliance of the container weight with the labeling. The container weight is checked simultaneously with the net weight of the goods.
It is not allowed to determine the net weight by subtracting the tare weight from the gross weight according to the data specified in the accompanying and transport documents, without checking their actual weight.
Discrepancies discovered during the acceptance of goods in quantity are reflected in the corresponding act, which is drawn up on the day the acceptance is completed. The act is drawn up in the prescribed form in four copies. The act is signed by all persons involved in the acceptance.
No later than the next day after drawing up the act, it is approved by the head or deputy head of the recipient enterprise.
In cases where, as a result of acceptance, facts of abuse or theft of goods are revealed, the head of the recipient enterprise is obliged to immediately notify the authorities of the Ministry of Internal Affairs or the prosecutor's office and send them the relevant documents.
Acceptance of goods by quality in the store is carried out simultaneously with acceptance by quantity: for one-city delivery - no later than 10 days after the goods arrive at the store, for out-of-town delivery - no later than 20 days.
During the acceptance process, store employees identify the quality and completeness of goods, as well as the compliance of containers, packaging and labeling of goods with established requirements.
The warehouse creates such conditions for the correct and timely acceptance of goods in terms of quality, which would ensure the safety of goods and prevent their damage. They promptly check the testing and measuring equipment that determines the quality of goods and monitor their serviceability.
If, upon acceptance, poor-quality or incomplete goods are discovered, the acceptance is suspended and a unilateral act is drawn up, which is submitted to the board of the cooperative organization to form a commission and organize the final acceptance of goods based on quality. At the same time, the necessary conditions are created for the preservation of received goods.
After acceptance, the goods are delivered to storage areas. Storing goods in a store is an integral part of the trade and technological process. The task of store workers is to bring to customers all goods received in the store, without reducing their quality with the least loss.
The process of storing goods in a store involves their correct placement and stacking, creating an optimal regime, monitoring and routine care of goods. The safety of the quantity and quality of goods during their storage is ensured by financially responsible persons.
In the “Products” store No. 94, the storage of goods is organized in special warehouses, the goods are placed taking into account their physical and chemical properties, the rules of product proximity and sanitary and hygienic requirements are observed, and they are grouped based on a uniform storage regime. At the same time, goods that are identical to each other in terms of storage conditions are placed according to assortment criteria, for example: flour-cereals, sugar - confectionery products. This creates convenience when selecting goods for sale.
Goods received from the supplier in packaging equipment and subject to storage for a short time are placed in the same container equipment.
Products that perceive extraneous odors must be isolated from products with pungent odors. Hygroscopic goods cannot be stored together with goods that release moisture.
During storage, optimal storage conditions are observed food products(Table 4)
Each group of goods in the warehouse is assigned a permanent storage location. For proper storage in the store, various methods of stacking goods are used. The store uses stacking for goods such as flour, sugar, and cereals; rack – for goods packed in cardboard boxes and bundles.
Table 4
Optimal storage modes for certain types of food products
Refrigerated chambers or cabinets are used to store gastronomic goods, while smoked meats and sausages are stored in a suspended state.
Dietary eggs are stored at a temperature from 0 to 20 °C - 7 days, table eggs - at a temperature not higher than 20 °C - 25 days, at a temperature from 0 to -2 °C - no more than 120 days.
Ice cream is stored at a temperature no higher than – 12 °C.
Mayonnaise is stored in darkened rooms at temperatures from 3 to 18°C and relative air humidity of no more than 75% in accordance with the established shelf life for each type of product.
Chilled fish is stored in the container in which it was received from the supplier. Its storage temperature is -2 °C. Shelf life – 48 hours. Frozen fish is stored in boxes stacked with slats laid between them in accordance with the requirements of regulatory and technical documentation.
Storage of bulk products is carried out in a dry, clean, well-ventilated room, not infested with barn pests, at a relative air humidity of no more than 75%. Unpackaged products are stored in bags in stacks on pallets, at a distance of 50 cm from the walls, with a gap between stacks of at least 75%.
Table salt is stored separately from other products. Iodized salt has a guaranteed shelf life of 6 months from the date of production, after which it is sold as regular food salt.
Meat and meat products are stored in refrigerators and cabinets at a temperature of 6 °C, placed on shelves or hung on hooks.
The temperature and relative humidity in the rooms are monitored using thermometers and psychrometers and adjusted if necessary. When the air humidity is high, the rooms are ventilated, heated, or desiccant agents are used; when the air humidity is low, the air in the rooms is humidified (water is sprayed, etc.).
When placing goods into storage, the duration of their storage, the order of receipt and delivery to the sales floor are taken into account. First of all, previously imported goods are delivered to the sales floor.
Closer to the doors, on the lower shelves of the racks, short-term storage goods, as well as bulky and heavy goods, are placed. In the depths of the premises, goods are stored, the sale of which is carried out relatively slowly.
Each group of goods is assigned permanent storage locations. Goods are stored packaged or unpacked using stacking and racking methods. Laying methods depend on the properties of the goods, the type of container, etc.
Unpacked goods are placed on the shelves. Place them in stacks, rows, with the markings facing out. To make it easier to count goods, they are placed in rounded quantities (tens, etc.).
Goods packed in bags, barrels, boxes, as well as bulky and large items are stored in stacks. When stacking, stackers or pallets are used.
Goods placed on racks and in stacks must be at a distance of at least 1 m from heating devices and at least 50 cm from lighting sources and electrical wiring. Stowing goods ensures normal air circulation. Products are not exposed to direct sunlight.
In the premises for storing goods, sanitary conditions are strictly observed. The goods stored in the store are periodically inspected, rearranged, and cleaned of dust. Deratization and disinsection are carried out regularly.
Materially responsible persons are responsible for the correct storage of goods in the store.
Before being delivered to the sales floor, goods are fully prepared for sale. Preparing goods for sale consists of unpacking, sorting, packing, packing, labeling, etc. The number of preparatory operations in the store depends on the degree of preparation of goods for sale at the time of arrival at the store, the complexity of the assortment and other factors.
A significant part of food products comes in bulk form, and they are packaged directly in the store. They mainly package bulk groceries, confectionery, vegetables, and fruits.
In the store, goods are packaged using “CAS” 6-M electronic scales in a special room with an area of 6 m2. The packaging area is located in close proximity to the goods storage area and near the sales floor. The packer's workplace is equipped with appropriate equipment and packaging materials.
Before delivery to the sales floor, goods are labeled and placed in baskets, boxes, and carts.
Goods are delivered to the sales floor at a time when there is a minimum number of buyers in it, so as not to interfere with the sales process. Carts or container equipment are used to move goods.
The efficiency of a store and the quality of customer service largely depend on the rational placement of goods on the sales floor. It allows you to properly plan customer flows, reduce the time for selecting goods, increase the throughput of the store, and reduce the labor costs of store personnel when replenishing inventory on the sales floor. Therefore, the placement of goods on the sales floor of a store is carried out taking into account the following basic requirements: providing customers with the opportunity to navigate the placement of complexes, micro-complexes and product groups and make a purchase in the shortest possible time; creating comfortable conditions while customers are in the store; providing customers with the necessary information and a wide range of services; optimal use of store space; ensuring the safety of material assets; organizing rational commodity flows and settlement transactions with customers.
When placing goods on the sales floor, the rules of product proximity are observed. Each product group is assigned a permanent placement area. Goods are placed closer to the area where preparatory operations are performed. Products that require buyers to familiarize themselves with them for a long time are located in the back of the sales floor so that there is no interference with the movement of customer flows. In compliance with this principle, goods that are in frequent demand are also placed.
When placing goods on the sales floor, they are sought to be selected according to the principle of integrated consumption, interchangeability, or by purpose. This allows customers to make complex purchases and reduces the time they spend in the store.
If placing homogeneous goods in one place creates inconvenience during selection and delays the customer flow, then they are placed in several places on the sales floor.
Products with high turnover are located closer to replenishment sources.
An important role in improving the organization of the process of selling goods is played by the correct choice of the sequence of placing goods on the sales floor. Each product group gets its own specific place, which allows regular customers of the store to easily navigate the sales floor.
When assigning permanent placement areas to product groups, the following requirements are taken into account: the area of product groups prepared for sale directly in the store is adjacent to the premises in which the preparation of these goods is carried out; for product groups that require long-term familiarization of buyers with them, a zone is allocated in the depths of the sales floor, where there are no main customer flows; large and heavy goods are placed in the area near the cash register; goods that require frequent replenishment are placed near storage rooms; laid out goods provide free passage and access to them for buyers.
Expensive goods and small packages are placed near the cashier’s workplace on special slides, in mobile carts or containers.
When distributing goods on the sales floor, it is also important that conditions are created for a good view of it, both by customers and store employees.
To place goods on the sales floor of a store, various types of commercial furniture, packaging equipment, and commercial refrigeration equipment are used. It is very important to rationally arrange goods on commercial equipment, that is, to effectively use the display area and capacity of commercial equipment.
The store uses the following types of commercial and technological equipment (Table 5).
Table 5
Trade and technological equipment used in the “Products” store No. 94
The sales area is restocked with goods daily until the store opens. The stock of goods in the store is divided into three parts: exhibition, working and reserve.
Exhibition stock of goods is intended for display to customers. It is placed in display cases, on special stands, on the top shelves of wall-mounted equipment.
The working stock of goods is used for direct sale. It is placed on the shelves of wall display cases.
The reserve stock of goods is intended to replenish working and replace exhibition stocks of goods. It is usually stored in the store’s back rooms and partially in the sales area.
When laying out goods on commercial equipment, the following basic principles are taken into account: homogeneous goods are laid out vertically, thereby ensuring their better visibility; use the simplest methods of displaying goods (direct laying, bulk, etc.); decorative display of goods is used only for advertising purposes; shelves and other elements for displaying goods are not overfilled with goods; The display of goods on the sales floor is very rich.
In the sales area of the “Products” store No. 94, a combined display system is used. When placing goods on the sales floor and laying them out on retail equipment, they take into account the methods of their sale, the configuration of the sales floor, etc. The characteristics of individual products and their packaging are of great importance.
When displaying packaged goods, individual samples are left unpackaged or in transparent packaging so that the buyer can examine them.
Products are laid out with labels for customers with a clearly marked price. Price tags are attached to goods or placed together with samples of goods on wall shelves and display cases.
Gastronomic products are laid out in refrigerated display cases in various ways: sausages and smoked meats - in several rows, while the top loaf or other product is cut and placed with the cut side facing the buyer; packaged sausages and smoked meats, packed in polymer film, are laid out by type and grade.
Packaged cheeses, animal butter, margarine and fats are laid out in stacks or in several rows according to packaging weight, type, price.
Packets of milk and other dairy products, cottage cheese are displayed in rows on refrigerated counters.
Frozen fish is laid out in low-temperature counters and display cases, chilled fish - in refrigerated display counters.
Confectionery products are placed by type: chocolate candies, various caramels, chocolate bars, figured; marshmallows, marshmallows, marmalade, cookies, gingerbread, jam, cakes.
When selling confectionery products, these products are placed at workplaces in counter display cases and wall cabinets.
In the counter display cases are chocolates, various caramels, cookies, marshmallows, marmalade, etc. laid out in vases. Caramel without wrapping is displayed in glass caskets, barrels, and vases with lids. Boxes with confectionery products are displayed in the foreground in an inclined position. Next to the closed box they place the same open one.
Chocolate bars are laid out in the form of stars, screws, etc. Perishable products (cakes, pastries) are placed in refrigerated cabinets and refrigerated display cases.
In wall cabinets with open glazed compartments, wrapped confectionery products are placed, which are both exhibition and working stock; reserve stocks of goods are stored in the bottom drawers. Products in packs, boxes and chocolate bars are laid out in stacks on the shelves of wall cabinets.
Bread is placed on the shelves of wall cabinets and island cabinets according to the type of flour: separately rye, rye-wheat and wheat. The bread is laid out in rows so that it does not deform: pan bread - on the side or bottom crust; hearth - on the edge with the bottom crust sloping towards the side wall of the shelf. Cooled tin bread is placed in three or four rows, uncooled bread in one or two, hearth bread in one or two rows. Bakery products(loaves, rolls, saiki, challah) are placed on the shelves of wall cabinets and island slides on the bottom crust in one or two rows.
The display of groceries: sugar, salt, flour, cereals, pasta is carried out on the shelves of wall display cases by name, grade and plumb line. Products such as sugar, certain types of cereals, and pasta require frequent replenishment, so they are placed near the entrances to utility rooms and laid out in rows and stacks - with labels facing customers.
When placing goods, the rules of commodity proximity are observed. For example, tea and coffee easily perceive foreign odors; spices and spices emit odors, so they are isolated from other products.
When selling sugar, flour, cereals and legumes, pasta and other goods, sellers display samples of goods in counter and wall display cases. These products, in factory packaging, are placed in rows and columns on the shelves of wall cabinets.
The working stock of goods is placed in the compartments located in the lower part of the wall cabinets, packaged goods are placed on the middle shelves.
Selling goods is the final stage of the trade and technological process in a store. The operations performed at this stage are the most responsible, since they are associated with direct customer service. The nature and structure of operations for the sale of goods depend primarily on the range of goods sold and the methods of their sale. In retail trade, the following methods of selling goods are used: self-service; through the service counter; according to samples; with open display; on pre-orders. This store uses the counter service method. It involves performing the operations presented in Figure 3.
A customer who comes to the store is greeted with a friendly attitude from the sales staff. At the same time, a favorable impression is left by the neat appearance of the store employees, order and cleanliness in the sales area.
A lot of time is spent on technological operations related to cutting, weighing, and packaging. The quality of their implementation, and therefore the level of customer service, is significantly influenced by the qualifications of the sales staff, as well as the organization and maintenance of the seller’s workplace. In this regard, these operations are performed by fairly experienced trade workers, whose workplace is equipped with the necessary trade and technological equipment for this. For example, when slicing sausages, a slicer is used.
The delivery of purchases to customers completes the customer service process and is carried out at the sellers’ workplace after payment of cash for the purchased goods.
The cashier-controller gives customers a receipt printed by the point-of-sale terminal. The following details are reflected on the check issued to customers: name of the organization; taxpayer organization identification number; serial number of the point of sale terminal; serial number of the check; date and time of purchase; purchase price.
Checks are cleared simultaneously with the delivery of goods by tearing them in the designated place.
An important direction in improving trade culture and saving time for the population is the expansion of trade services. They have a positive effect on meeting the demand of the population, help increase the store’s retail turnover, the load per unit of retail space, improve the culture of trade, and save the buyer’s time.
According to the degree of importance, additional trading services provided in the “Products” store No. 94 are classified into main and auxiliary.
Basic services are directly related to the purchase of goods. These include: organization of service areas for disabled people, veterans of the Great Patriotic War and labor; buyer information corners; consultations on issues related to the purchase of goods, assisting customers in making a purchase.
Ancillary services are aimed at providing cultural and everyday services to customers, for example: a cafeteria is organized at the store; For the convenience of customers, an ATM is installed in the store; There is a parking lot and others near the store.
The trading services provided to customers may be paid or free.
Free services include: organizing buyer conferences, exhibitions and sales of new products, outreach sales to agricultural work sites, and various in-store consultations. The costs of providing these types of services are borne by the trading enterprise.
Some trading services require a fee. They are provided to customers according to duly approved price lists.
Paid services are related to the organization of trade on pre-orders (assembly and sale of gift sets according to customer orders).
When organizing additional trading services, take into account that the types of services used depend on the specific operating conditions of the “Products” store, its location, size, and structure of the range of goods sold.
One of the important services provided in the store is the organization of service areas for disabled people, veterans of the Great Patriotic War and labor. The indicated zones are provided with all the necessary information, for which notices “Here, services are provided for disabled people, veterans of the Great Patriotic War and Labor” and service rules are placed in a visible place.
The rational construction of the trade and technological process in the “Products” store No. 94 ensures the economic efficiency of the trading enterprise, creates maximum convenience for customers and comfortable conditions for work and rest for store employees.
2.3 The relationship between the operating mode and working conditions in the store and the trade and technological process
One of the main directions for increasing the efficiency of a store is the rational organization of work for sellers, cashiers and other employees.
A high level of labor organization makes it possible to increase productivity, improve the use of retail space and equipment, reduce the population’s time spent on purchasing goods, improve the culture of service to the population and create favorable working conditions for employees of the “Products” store.
The main measures to improve the organization of work in the store are being developed in the following areas:
improvement of working conditions.
When choosing forms of division and cooperation of labor, they take into account the retail space, the relationship and sequence of operations of the technological process, techniques and methods for performing certain types of work, the number of store employees and their level of qualifications.
The store uses a functional, technological and qualification division of labor.
Depending on the nature of the functions performed, all store personnel are divided into functional groups: administrative and managerial workers (director, section manager, merchandiser, chief accountant, accountant, senior cashier), main workers (sellers of categories I, II, III) and support workers ( loaders, cleaners, electrician, janitor, plumber).
When developing and improving forms of division of labor, a rational ratio in the number of functional groups and subgroups of workers was established.
With the division of labor on a technological basis, workers are specialized to carry out the trade and technological process: sellers of individual customer service areas, cashier-controller.
Qualification division of labor exists within each of the functional groups and involves the distribution of workers in accordance with their qualifications, for example, sellers of categories I, II, III.
A rational staffing structure makes it possible to determine the range of responsibilities of each employee and establish the volume of work that ensures uniform workload during the working day.
The correct ratio of the number of workers of various qualifications is important in the operation of the store.
One of the ways to rationally use workers’ working time is to combine professions, positions and functions, expand service areas and increase the volume of work performed.
Combining professions, positions and functions makes it possible to improve the qualifications of workers, ensure their interchangeability in the trade and technological process, work more fully during a work shift, reduce unregulated breaks, and improve the culture of customer service.
The division of labor in a store provides for the interrelation and coordination of the actions of workers in the trading process, that is, the cooperation of labor.
Rational labor cooperation ensures the continuity of the trade and technological process, reducing the time spent by buyers on the formation and acquisition of purchases.
The most efficient use of working time based on ensuring the greatest consistency in the actions of workers performing various processes and operations of the trade and technological process.
One of the important areas of labor organization in a store is the development of measures to improve the working conditions of workers, which largely determine their performance and fatigue.
Among the various factors that influence the working conditions of sales workers and the quality of customer service, they include ambient temperature, humidity, noise, and light levels.
Working conditions largely depend on ventilation and heating. The air temperature in the premises of the "Products" store during the warm period does not exceed 27 0 C, and in the cold period it is maintained within 18 - 22 0 C. To maintain the optimal temperature, two air conditioners are installed in the store. The relative humidity in the store does not exceed 75%.
Special requirements are placed on store lighting; it is uniform, sufficiently intense, but not dazzling. The workplaces of cashiers are illuminated twice as intensely as the rest of the sales area. In the working areas of the store, care is taken to ensure that the dust concentration does not exceed permissible standards. To reduce it, exhaust ventilation is used.
Vacuum cleaners are used to remove dust settled on equipment and walls. Noise has an adverse effect on the human body. It leads to overwork of workers, the development of various diseases, and has a negative impact on customers. In this regard, the permissible noise level for the sales area of the “Products” store No. 94 is 50-60 dB.
In the store, when organizing workplaces, the requirements of technical aesthetics and interior design are observed, all sellers work in uniforms, sanitary and hygienic working conditions are strictly observed, which helps to improve the working conditions of store employees and improve the culture of customer service.
The quality of customer service, the number of employees, the wage fund and the efficiency of using working time to a certain extent depend on the operating hours of the store, the work and rest of employees.
Taking these factors into account, the administration of the “Products” store No. 94 established its operating hours from 8 a.m. to 8 p.m.
In the period from May 1 to August 31, due to the onset of the spring-summer season, the store's opening hours increase by one hour and amount to 13 hours, from 8 to 21 hours.
The store's operating hours can be one-shift, one-and-a-half shifts or two-shifts.
On holidays, store opening hours may be increased by 1-2 hours in agreement with trade union organizations. Trading hours in most cases are set to be most convenient for customers.
The lunch break does not coincide with the break at enterprises and institutions located in the store’s area of operation.
When the enterprise closes for a lunch break or at the end of the working day, the cash registers stop working in strict accordance with the established operating hours of the enterprise, however, all customers with cash register receipts must be served. Customers are notified 15 minutes before service ends.
A sign is installed on the front door of the store indicating its legal address, the start and end of work, the lunch break and the availability of days off.
Chapter 3. Evaluating the effectiveness and ways to improve the store’s trade and technological process
3.1 Assessing the effectiveness of the store’s trade and technological process
For the successful operation of the “Products” store No. 94, it is necessary to conduct an in-depth analysis of its commercial activities depending on the constantly changing market environment. This will make the enterprise profitable and competitive, ensure its development, and anticipate the future.
By conducting a systematic and in-depth analysis of business activities, you can:
quickly, efficiently and professionally assess the effectiveness of commercial work of both the enterprise as a whole and its structural divisions;
accurately and timely find and take into account factors influencing the profit received for specific types of goods sold and services provided;
determine the costs of trading activities (distribution costs) and trends in their changes, which is necessary to determine the selling price and calculate profitability;
find optimal ways to solve commercial problems of a trading enterprise and obtain sufficient profit in the short and long term.
Labor productivity and the culture of trade services largely depend on the level of professional skills and qualifications of employees engaged in direct customer service. Increased qualifications create conditions for performing work of greater volume and complexity with less labor input.
When assessing the degree of professional training of store employees, a skill level coefficient is used, which has a value from 0 to 1.
In the store, this coefficient has the following meaning:
K = (7 hours + 3 hours + 4 hours) / 20 = 0.7
Consequently, in the “Products” store the coefficient of the level of qualification of sales workers is 0.7, which is less than one, which an effectively operating trading enterprise should strive for.
To comprehensively assess the efficiency of a store, a system of indicators is needed. The most important indicator of the efficiency of a trading enterprise is profit, which reflects the results of all trading activities of the enterprise - the volume of products sold, its composition and assortment structure, labor productivity, cost level, the presence of unproductive expenses and losses.
The replenishment of funds, material incentives for employees, and payment of taxes depend on the amount of profit received. The presence of profit indicates that the expenses of a trading enterprise are fully covered by income from the sale of goods and the provision of services. The profit of a trading enterprise is calculated as the difference between all its income and expenses. In trade, a distinction is made between profit from the sale of goods (operating profit) and net, or balance sheet, profit.
Operating profit is the difference between trade markups (margins) and distribution costs.
Balance sheet profit is calculated taking into account the so-called other planned and unplanned income and expenses. Planned expenses include taxes paid to the federal and local budgets; unplanned expenses - fines, penalties and penalties paid for violation of contractual obligations, losses from writing off bad debts and other losses that reduce operating profit. Unplanned income includes fines, penalties and penalties received from various organizations, surplus inventory items identified during inventory, write-off of accounts payable after the expiration of the statute of limitations.
Table 6
Key performance indicators of the trade and technological process
| Indicators | years | deviation | growth rate.% | ||||
| 2005 | 2006 | 2007 | |||||
| Profit | 3518 | 2740 | 2235 | -1283 | -505 | 63,53 | 81,57 |
| Retail trade turnover, thousand rubles, | 14139,60 | 17166,54 | 19410 | 5270,4 | 2243,46 | 137,3 | 113,07 |
| Return on sales,% | 24,88 | 15,96 | 11,51 | -13,37 | -4,45 | 46,26 | 72,12 |
| Distribution costs, thousand rubles, | 37669 | 39528 | 42528 | 4859 | 3000 | 0,01 | 107,6 |
| Cost return,% | 9,34 | 6,93 | 5,26 | -4,08 | -1,67 | 56,32 | 75,90 |
| Salary fund | 16978 | 21916 | 23802 | 6824 | 1886 | 140,19 | 108,61 |
| Payroll return | 0,21 | 0,13 | 0,09 | -0,12 | -0,04 | 42,86 | 6923 |
To characterize the economic efficiency of a trading enterprise, as well as for the purpose of conducting comparative analysis, it is necessary to know not only the absolute amount of profit, but also its level.
At all levels of trade management, the return on sales indicator is most often used when assessing business efficiency and analyzing it.
The store's return on sales is:
R p = 1075.9 thousand rubles / 30496.5 thousand rubles. x 100%= 3.52%
We can conclude that the share of profit for every 100 rubles of turnover is 3.52 rubles.
However, return on sales is not the only indicator of the profitability of trading activities, since it shows only the share of net trading income in the amount of retail trade turnover. This indicator does not reflect the degree of efficiency of all advance costs (one-time and current) associated with commercial activities. Thus, with the same amount of profit and turnover, different commercial organizations may have different investments in fixed and working capital.
Due to this special meaning To assess the effectiveness of commercial work, a comparison of profits with the costs incurred (distribution costs) is acquired.
In the “Products” store in 2007 this figure is:
R and = 1075.9 thousand rubles/6269.8 thousand rubles. . x 100%= 17.16%
This indicator allows us to judge the effectiveness of commercial activities, since it shows what the share of profit is for every 100 rubles of trading expenses. Consequently, in the “Products” Store, 100 rubles of expenses account for 17.16 rubles of profit.
In the “Products” Store this profitability indicator is:
R phot = 1075.9 thousand rubles / 2627.7 thousand rubles. = 0.41
The ratio of store profit to average headcount is:
R h = 1075.9 thousand rubles/85.7 thousand rubles. = 12.55
Thus, in 2007, each store employee received 12.55 thousand rubles. arrived.
One of the qualitative indicators of the effectiveness of commercial work is distribution costs (costs of carrying out commercial activities).
Distribution costs are the costs expressed in monetary terms for carrying out trading activities. These costs may be associated with the continuation of the production process in the sphere of circulation, that is, with the performance of additional functions by trade (costs of transportation, storage, packaging, packaging of goods). These types of expenses are called additional costs.
Costs associated with the implementation of processes of purchase and sale of goods (purchase, sale of goods and processes that directly contribute to the execution of acts of purchase and sale of goods) are called net distribution costs.
Classification of distribution costs makes it possible to improve accounting, deepen analysis, and make control over their condition more effective.
When analyzing commercial activities, it is important to identify the share of net and additional distribution costs.
In the “Products” store, the amount of additional costs in 2007 amounted to 1212.58 thousand rubles, and net distribution costs – 5057.22 thousand rubles. Since the total amount of costs in the store in the reporting year is 6269.8 thousand rubles, the share of additional distribution costs is: 19.34%, and the share of net costs: 80.66%.
The level of distribution costs is calculated as a percentage of the amount of distribution costs to turnover. The level of distribution costs to a certain extent reflects the economics of commercial activity and is used when comparing the work of trading organizations of the same type and in approximately the same conditions.
In the “Products” store, the level of distribution costs in 2007 was:
Ur i/o = 6269.8 thousand rubles / 30496.5 thousand rubles. x 100%= 20.56%
This indicator indicates that per 100 rubles of store sales volume there are 20.56 rubles of expenses.
Another important condition for the efficiency of a store’s commercial activities is the speed of circulation of goods, expressed in the turnover rate.
Inventory turnover is the rate of circulation of goods or the time during which goods are in the store from the moment the supplier's invoice is paid until the moment they are sold.
Acceleration of turnover is the main criterion for assessing the work of a store, as it means a reduction in the time spent by goods in circulation, which means a faster turnover of funds and less need for them to carry out trading processes.
Also, turnover reflects the average turnover time of inventory for a certain period (year, quarter) or expresses the number of turns of average inventory for a specified period.
In the first case, turnover in days to turnover is calculated by dividing the average inventory of goods by the average daily turnover for a certain period.
In the “Products” store, the turnover in 2007 was:
O =/906.39 thousand rubles/84.71 thousand rubles. = 10.7 days
Inventory turnover in days indicates that the average inventory in a store is sold within 11 days.
Inventory turnover, expressed by the number of turns of average inventory over a period of time (usually a year).
In the “Products” store, the turnover in the number of revolutions in 2007 was:
K = 30496.5/906.39 = 33.65 vol.
K = 360 days/10.7 days = 33.65 vol.
Consequently, the store's inventory was updated 34 times in 2007. The turnover of goods characterizes the quality of management of commercial processes, the state of affairs with the commodity mass and inventory. Accelerating the time of circulation of goods is of great economic importance, both for an individual trading organization and for all trade as a whole.
An auxiliary indicator of the speed of circulation of goods is such an indicator as retail turnover per 1 m 2 of retail and total area of the store, which has an organic connection with the speed of circulation of goods and the efficiency of use of fixed assets of a trading organization.
In the “Products” store these coefficients are calculated as follows:
To t.z. = 30496.5 thousand rubles / 192 m 2 = 158.84 thousand rubles.
To ob. = 30496.5 thousand rubles/500 m 2 = 60.99 thousand rubles.
In the “Products” store, sales volume per 1 m 2 of sales area in the reporting year amounted to 158.84 thousand rubles, and the total area - 60.99 thousand rubles.
However, each of the indicators of commercial activity efficiency discussed above, taken separately, does not sufficiently fully take into account and characterize the effectiveness of the trading organization as a whole.
The final result of the activity of a trading enterprise is the cost of goods and services sold. Therefore, the effectiveness of the commercial activities of a trading enterprise can be expressed by a general indicator, calculated as the ratio of the cost of goods and services sold to the costs of their sale.
In the “Products” Store this figure in 2007 was:
Efficiency = 30496.5/6269.8 = 4.86 thousand rubles.
Thus, for 4.86 thousand rubles of sold products there are 1 thousand rubles of costs.
3.2 Ways to improve the trade and technical process of a store
Rational construction of the trade and technological process, clear and consistent execution of operations, and their constant improvement are the basis and main task of the “Products” store.
In order to ensure a more rational implementation of the trade and technological process in a store, a well-thought-out system for managing all its operations is necessary. This will make it possible to effectively use store premises, trade and technological equipment, labor and ultimately create conditions for providing high quality customer service.
The organization of the trade and technological process of a store should be based on commodity flows. The flow of goods at a retail trade enterprise refers to the movement of goods from the moment of receipt to the delivery of the sold goods to the buyer. The commodity flow includes a system of interconnected sequential operations with goods.
In the future, in order to improve the organization of store operations, it is necessary to reduce the level of distribution costs and increase turnover. To do this, it is necessary to take into account the solvency of the population, timely import goods in a wide range, find sources of supply of high-quality goods at low prices, with the lowest costs, and establish a reasonable amount of trade markup when determining the retail price.
It is also necessary to pay more attention to the assortment policy (expand, update the assortment, take a differentiated approach when forming it, for which it is necessary to divide all goods into groups into socially significant, essential and others), improve the culture of service and the image of the enterprise, expand the list of services (packaging goods, customer consultation, home delivery of goods and others), introduce and expand marketing services, train qualified personnel to work in the enterprise.
To reduce the level of distribution costs, you need to know the factors influencing costs and monitor their application:
use effectively vehicles, paying attention to the distance when concluding commercial transactions, the completeness of vehicle loading, the use of roundabout delivery, trailers; it is necessary to use the transport of organizations with lower tariffs, to ensure that the transport is not used for other purposes or for personal purposes;
monitor the wage fund: payments must be justified and contribute to increasing labor productivity;
in order to maintain costs within the normal range, or preferably below it, high-quality goods must be purchased, storage conditions and sales deadlines must be observed;
the container must correspond to the product, be carefully stored, opened, shipped in a timely manner, and correspond to the type of container indicated in the invoice;
monitor the consumption of electricity, water, gas, heat, and hire third parties for repair work at lower tariffs.
The store must create conditions that ensure uninterrupted trade with minimal volumes of inventory, as well as to prevent product losses during storage, intra-store movement and sale of goods. This is achieved through day-to-day inventory management. It should be aimed at preventing deviations of inventory from the required sizes determined for the store (inventory should be within normal limits).
Solving the problem of inventory management involves improving the entire management system and, above all, commercial work: from studying demand and trade conditions to managing service processes in a retail chain and determining their economic efficiency. Store employees need to monitor the compliance of actual inventories of goods with the established required sizes and take measures to resolve them.
One of the main directions for increasing the efficiency of a store is the rational organization of work for sellers, cashiers and other employees.
The main measures to improve the organization of work in a store should be developed in the following areas:
improving forms of division and cooperation of labor;
normalization of the number of employees and staff structure;
improving the organization and maintenance of labor areas;
improvement of working conditions.
Managing customer flows occupies a central place in the overall system for improving the trade and technological process in the “Products” store. The comfortable conditions created for customers and the throughput in the store largely depend on it. It provides for an even distribution of customers on the sales floor of the store and the creation of conditions for their free movement, selection and payment for goods. It is necessary to analyze the intensity of customer flows by hours and days of store operation, the placement of store personnel taking into account their intensity, and ensure the placement of goods on the sales floor taking into account the uniform distribution of customer flows. In this case, a significant role is played by the cash register units of the "Products" store, which must have sufficient throughput, which is ensured by a rational choice of the type of point-of-sale terminals, the correct determination of the need for them, and the qualifications of cashiers.
In order to speed up the process of goods distribution, reduce the time it takes to provide services and improve the quality of service to the population, the task of mechanization and labor automation is brought to the fore. The use of technology makes it possible to bring food products to the consumer in a shorter time, while maintaining nutritional properties and taste qualities. Increasing the level of mechanization leads to facilitating the work of trade workers, reducing distribution costs, increasing trade turnover, reducing commodity losses, reducing vehicle downtime, improving the quality of customer service and reducing their time spent on purchasing goods.
In the context of a constant increase in the production of goods, growing customer requirements for the range and quality of products, the issue of forming an assortment of goods is important as one of the areas for improving the trade and technological process of the store. The basis for managing the assortment of goods is the assortment strategy of the trading system and assortment lists of goods.
The purpose of managing the assortment of goods in a store is to comply with the product and industry specialization of the store, ensuring the most complete assortment within the groups of goods provided for in the list.
The formation of the product assortment in the “Products” store is carried out by establishing the total volume of retail trade turnover, the group assortment, and determining the intra-group assortment. To regulate and control the assortment of goods in the “Products” store, the following methods should be used:
development of technological maps for placing an assortment of goods on the sales floor;
determination of the actual number of items of goods sold by the store and comparison with the assortment list;
analysis of the reasons for the deviation of the actual assortment from the planned one;
development and adoption of decisions aimed at improving the range of products.
To improve the efficiency of the “Products” store, it is necessary to take into account unsatisfied demand during the day. For example, by maintaining special books where customer requests for goods that are not on sale are recorded. In order to study this indicator, it is possible to conduct questionnaires with customers, or conversations conducted by the seller in the process of servicing customers.
One of the areas for improving the trade and technological process of a store is to expand the scope of additional services provided by the trade enterprise to the population. For example: storage of customers' belongings and baby strollers, photocopying, telephone and postal services.
Instead of the traditional method of selling goods over the counter used in the store, which reduces the level of service to the population and increases the time spent purchasing goods, self-service should be introduced, which occupies a major place among modern sales methods.
Thus, the main task of improving the trade and technological process of a store is to make the enterprise as comfortable as possible for customers, bringing a fairly high profit, with the least labor costs of sales workers.
Conclusion
Retail trade is one of the most important spheres of life support for the population, which fulfills both social and economic tasks.
The activities of retail organizations in trade services include a number of trade and technological operations that are closely dependent on each other, the implementation of each of which contributes to the achievement of a common goal - meeting the population's demand for goods and services while simultaneously ensuring profitable operation.
A rational trade and technological process in a store is ensured by the precise implementation of management and economic functions, which in relation to it act as ensuring this process.
The rational mode of operation of the store meets the following requirements:
the characteristics of the locality, the working hours of workers and employees of enterprises, institutions, organizations, the contingent of the population served, and the seasonality of trade are taken into account;
corresponds to the traffic intensity of the customer flow;
helps improve the quality of trade services.
The nature and content of each operation, the labor and time costs for their implementation depend on the sales method, the type of retail equipment, the type of store, the size of its retail space, the range of goods sold, the composition of utility rooms, the means of mechanization used, and the organization of labor.
The trade and technological process of the “Products” store consists of operations that are divided into:
operations with goods before offering them to customers;
operations related to customer service;
additional customer service operations.
When organizing the trade and technological process of the “Products” store, all the basic norms and rules are taken into account to ensure its effective operation.
Acceptance of goods is carried out in accordance with the instructions “On the procedure for accepting products for industrial and technical purposes and consumer goods in terms of quantity and quality”, the Civil Code of the Russian Federation and the supply agreement.
Product storage is organized in special warehouses, taking into account optimal storage conditions and compliance with the rules of commodity proximity.
All goods are prepared for sale before being delivered to the sales floor. Compliance with this requirement helps to speed up the release of goods, increase staff productivity and improve store efficiency.
Goods prepared for sale are moved to the store's sales area, where they are laid out on commercial and technological equipment, using a combined system for displaying goods.
The final stage of the trade and technological process in the “Products” store is the sale of goods, which is carried out using the traditional method of sales over the counter.
Over the past three years, the “Products” store has seen positive development trends, as evidenced by sales volume and profit. There were no significant changes in the structure of retail trade turnover. The share of product groups that occupy the largest share in the entire turnover continues to gradually increase.
The quality of customer service largely depends on the operating mode of the retail trade enterprise. The Groceries store's opening hours are from 8 a.m. to 8 p.m. In the period from May 1 to August 31, it increases by 1 hour.
In the store, when organizing workplaces, the requirements of technical aesthetics and interior design are observed, sanitary and hygienic working conditions are strictly observed, which helps to improve the working conditions of store employees and improve the culture of customer service.
In modern conditions, a trading enterprise is focused not only on structural and organizational development, but also on increasing the efficiency of commercial activities. In order for a store to operate successfully, it is necessary to conduct an in-depth analysis of its economic indicators.
The retail trade turnover of the store was underfulfilled by 5.7%, which amounted to 1828.5 thousand rubles in total. In the retail trade turnover, the main share is occupied by animal butter, which exceeded the plan by 21.4%, which amounted to 150 thousand rubles in total. Vegetable oil and sugar also played a significant role in fulfilling the plan, which exceeded the plan by 4.2%. However, this was not enough for the store as a whole to cope with the implementation of the plan, since they have a very low share.
When assessing the effectiveness of the organization of work at the Products Store, both positive and negative aspects can be identified. Positive ones include profit and the ratio of profit to various indicators (retail trade turnover, distribution costs, wage fund, average headcount) - profitability, turnover in days and number of turnovers.
The activities of the Products Store are negatively characterized by an increase in the level of distribution costs, sales volume per 1 m 2 of the total area of the store, and the coefficient of the level of qualifications of sales personnel.
Since in modern conditions trading enterprises are focused not only on structural and organizational development, but also on increasing the efficiency of commercial activities, in order to increase the efficiency of a store, it is necessary to improve its trading and technological process. Particular attention should be paid to those indicators for which there is a negative development trend.
In order to ensure a more rational implementation of the trade and technological process, it is necessary to constantly improve it. The main directions for improving the trade and technological process of the “Products” store No. 94 are:
savings in distribution costs of the “Products” store No. 94;
day-to-day inventory management;
mechanization and automation of manual labor;
improving the store’s assortment policy;
keeping records of unsatisfied customer demand;
carrying out sales promotion activities;
expansion of the scope of additional services;
introduction of modern methods of selling goods.
To increase the efficiency of the store and attract more customers, it is necessary to stimulate the sale of goods, the purpose of which is:
an increase in the number of customers (including regular ones), as well as the number of goods they purchase;
acceleration of turnover;
elimination of excess inventory;
increase in retail trade turnover.
In a properly organized store, the buyer should be as comfortable as possible, and the store should bring maximum profit. For commercial success, a modern store must be sufficiently respectable and at the same time democratic. Of course, the store should be warm and light, but the most important thing is that in one sales area the buyer should find everything that he might need. The more comfortable customers feel in the store, the longer their stay in the sales area will be.
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The essence and significance of the trade and technological process in retail organizations. A brief description of the "Children's clothing" section of the Omega Trade House, the direction of improving the trade and technological process in the trade enterprise under study.
course work, added 03/31/2015
Features and characteristics of the trade and technological process in retail trade. Acceptance of goods according to quality. Operations for selling goods using the self-service method. Organization of the trade and technological process in the Teremok store.
course work, added 12/17/2013
Characteristics of trade and financial activities of Trade House "Vityaz". Analysis of the organization of the trade and technological process: delivery and acceptance of goods, storage and preparation for sale. Recommendations for improving the trade and technological process.
course work, added 01/28/2010
course work, added 10/07/2010
Formation of assortment and management of inventory of the "TC Products" store. Reception, storage and preparation for sale of goods. Placing goods on the sales floor. Providing services to customers. Ways to improve the trade and technological process.
thesis, added 10/01/2012
Assessing the performance of wholesale trade enterprises. Analysis of the trade and technological process using the example of Poliservis LLC, proposals for its improvement. The need to form consumer opinions about products, stimulate sales.
course work, added 03/24/2015
Studying the specifics and directions for achieving a rational organization of the trade and technological process in a store. Organization and technology of goods acceptance in terms of quantity and quality in retail trade. Analysis of the methodology for calculating annual cargo turnover.
test, added 02/25/2010
Operational (trade and technological) processes in a store are a set of trade and technological processes, sequentially interconnected, the purpose of which is to bring goods in a wide range and proper quality to consumers with the least amount of labor and time. The trading process ensures a change in the form of value. The objects of labor here are not only goods, but also buyers. It includes not only communication to the consumer, but also the study of a population survey, the formation of an assortment, and advertising of the product. The structure of the store's trading independence, form of sale, type and type of store. The technological process ensures the processing of commodity flows. Starting from the receipt of goods in the store and ending with their complete preparation for sale. It includes such operations as acceptance of goods by quantity and quality, storage, packing, packing, movement, display on commercial equipment. Carried out without the participation of buyers.
The trade and technological process in a store is a complex of interconnected trade (commercial) and technological operations and is the final stage of the entire trade and technological process. Structure of the trade and technological process in retail enterprises, the sequence of various operations depends on the degree of economic activity of the trading enterprise, the method used for selling goods, the type, size of the store and other factors.
Commercial operations play a major role in the trade and technological process. Their timeliness and quality of execution affect the breadth and depth of the range of goods offered, the continuity of trade in general and the quality of customer service. Such operations include studying customer demand, compiling an optimal assortment, organizing advertising and information. The most important part of the store’s trade and technological process is direct customer service, as it is associated with interpersonal and psychological contacts and reflects complex economic relations of distribution and exchange. However, the quality of service is determined not only by the process itself, but also by the entire complex of work preceding it in production, transport and trading enterprises.
Preparatory work to serve customers in the store itself is of fundamental importance. If the necessary preparation of goods for release to customers has been carried out, the assortment is well stocked and correctly placed on the sales floor, the process is directly facilitated. For consumer goods, labor operations can generally be minimized; the role of preparatory operations with goods for self-service stores especially increases. Here, trading services consist mainly of the proper preparation of goods and their skillful offering to customers through various media. In modern retail trade, the role of final operations and related services that are aimed at saving customers time is increasing.
In general, the trade and technological process in a store should be built on the basis of basic principles: ensuring an integrated approach to its construction. Creating maximum convenience for customers, achieving the most rational use of the premises and trade and technological equipment of the store, creating favorable working and rest conditions for store employees, ensuring high culture and productivity, ensuring the necessary economic efficiency of the store. Compliance with the noted principles in organizing the trade and technological process in conditions of fierce competition in the trade business increases the competitiveness of the enterprise and ensures its profitable operation.
Requirements for the operating procedures of stores and other retail trade enterprises, regardless of their organizational and legal form, are determined by the current model rules for the operation of a retail trade enterprise. They provide for the responsibility of enterprise managers for the quality of goods and services sold, and also contain requirements aimed at protecting the rights and interests of customers and improving the quality of trade services to the public.
The operating rules of a retail trade enterprise are regulated by:
- - general provisions;
- - acceptance, storage and preparation of goods for sale;
- - sale of goods;
- - features of the sale of goods at self-service enterprises (in departments, sections);
- - the procedure for settlements with customers;
- - rights and obligations of the buyer;
- - content of information for buyers;
- - sanitary requirements for the maintenance of the enterprise and its employees;
- - procedure for monitoring the operation of the enterprise.
Specified Sample Rules and Basic requirements serve as the basis for the relevant rules developed and approved by regional authorities taking into account local conditions.
The sales method is understood as a set of techniques and methods by which retail trade enterprises carry out the process of selling goods. Each sales method is characterized by certain techniques for performing operations related to service, selection of goods, and settlements with customers.
A retail trade service is the result of the interaction between the seller and the buyer, as well as the seller’s own activities to satisfy the buyer’s needs when buying and selling goods.
Improving the culture of customer service is largely due to the expansion of the range of additional services provided to them. All additional services provided to customers in stores can be divided into three groups:
- - assisting the buyer in making a purchase and using it.
- - information and consulting services;
- - creating convenience for customers.
Definition of the technological process.
Concept technological process
Basic requirements for technological process
Types of technological process.
Process requirements
Types of technological processes.
- Structure of the technological process.
Typification of technological processes.
General rules of the technological process
Typification of technological processes.
Pattern of technological process development.
Automation of the natural development of social production
Definition of the technological process.
- This a set of physical-chemical or physical-mechanical transformations of substances, changes in the values of parameters of bodies and material environments, purposefully carried out on technological equipment or in a device (system of interconnected devices, unit, machine, etc.). Such items are divided into explosive, fire hazardous, and increased fire hazard.
Technological process - a sequence of technological operations necessary to perform a certain type of work. The technological process consists of work operations, which in turn consist of work movements (techniques).
Technological process, abbr. technical process - a sequence of technological operations necessary to perform a certain type works. The technological process consists of technological (working) operations, which, in turn, consist of working movements (techniques). Depending on the application in production process To solve the same problem, different techniques and equipment distinguish between types of technical processes.
Concept of technological process
- the totality of all actions of people and production tools necessary at a given enterprise for the manufacture or repair of manufactured products trade items. Item of trade is any item or set of items of production to be manufactured at enterprise. A part is a product made from a material that is homogeneous by name and brand, without the use of assembly operations. Production is classified into three categories:
Typestechnological process.
Types of production - classification category of production, distinguished on the basis of the breadth of range, regularity, stability and volume of monetary emission of trade items. Type of production is the most important characteristic on which the volume of production preparation for issue of securities item of trade. There are three types of production: mass, serial, single.
Mass production is a type of production, or, more simply, production characterized by large volume emissions trade items that are continuously manufactured or repaired over a long period of time, during which one work operation is performed at most workplaces. In mass production, the most productive, expensive equipment (automatic machines, semi-automatic machines) is selected for each operation and equipped with complex, high-performance devices and devices, as a result of which, with a large volume of monetary emission of trade items, the lowest initial cost of production is achieved.
Serial production is a production characterized by repeating production. political parties trade items. Dimensions political parties/the number of workpieces simultaneously fed to the workplace/ can be large or small. They determine the serial production.
There are large-scale, medium-scale and small-scale production. The larger political party, the less frequently the turnover workplaces, the closer production approaches to the mass type of production and the cheaper the manufactured products can be. In instrument making, large-scale production is considered to be production with a volume of securities issues of at least 5 thousand pieces per year.
Medium-scale production in the range of 1-5 thousand units per year. Small-scale production - up to 1 thousand pieces per year. These figures are very arbitrary. More precisely, the serialization category is established for a particular production /plant, workshop, site/, using the coefficient of assignment of operations - Kzo - according to GOST 3.1108-74. Kzo is the ratio of the number of all various technological operations performed or to be performed within a month to the number work places: Kzo = O/R.
With Kzo = I - mass production, with Kzo = 1 - 10 - large-scale production, with Kzo = 10 - 20 - medium-scale production, with Kzo = 20 - 40 - small-scale production.
Kzo - characterizes the frequency of changes in technological operations on average per shift, the average time to complete one operation, productivity work. It is used to calculate: the number of workers, the growth of labor efficiency, labor intensity, production structure, the duration of the transition period, employment of service personnel, calendar and planning standards. Single production is called production characterized by a small volume of emission of identical trade items, repeated production of trade items, which, as a rule, is not provided for. There is no cyclical production characteristic of mass production. The lack of repeatability of manufacturing leads to the search for the most simplified ways to manufacture products. Most often, experimental, repair shops, etc. work this way. The workers here are usually highly qualified. Equipment and accessories are universal.
The cost of production is high. From what has been discussed above, it is clear that the type of production significantly influences the technological processes of manufacturing parts and assembling trade items. With different serial quantities, different blanks are selected for the production of the same part, different equipment and tooling are used, and the structure of the technological process changes. At the same time, the nature of the production process also changes. Type of production is a classification category of production, distinguished on the basis of the method used for manufacturing an item of trade and the availability of technological preparation for production. For example: foundry, welding, machining, assembly and adjustment, etc.
Production parts - this concept includes main and auxiliary production. Primary production is the production of commercial products, which produces an item for delivery, i.e. production of blanks, finished parts and their assembly. Auxiliary production is the production of means necessary to ensure the functioning of the main production. The latter includes: production and repair of technological equipment, production or supply of compressed air, thermal and electrical energy, etc. A technological process is a part of the production process that contains targeted actions to change and/or/ determine the state of the subject of labor. A change in state means a change in shape, size, physical properties, etc. Objects of labor include preparations and items of trade.
Requirements for the technological process.
Basic requirements for the technological process:
A technological process is developed for the manufacture or repair of a trade item or for improving an existing technological process in accordance with the achievements of science and technology.
The technological process is developed for trade items, the design of which has been tested for manufacturability.
The technological process must be progressive and provide increased labor efficiency and the quality of trade items, reducing labor and material costs for its implementation.
The technological process is developed on the basis of an existing standard or group technological process, and in their absence, on the basis of the use of previously adopted progressive solutions contained in existing single technological processes for the manufacture of similar trade items.
The technological process must comply with safety requirements, industrial sanitation and environmental protection.
Types of technological processes.
A single technological process is developed for the manufacture or repair of a trade item of one name, regardless of the type of production. A standard technological process is developed for the manufacture of a group of trade items with common design and technological features. A group technological process is being developed for the manufacture of a group of trade items with different design features, but common technological features. Typification of technological processes as a direction was first scientifically substantiated by LPI professor A.P. Sokolovsky. When classifying parts, A.P. Sokolovsky proposed dividing them into classes, subclasses and types. Type is a representative of a complex of parts / so-called standard sizes, which differ from each other only by dimensional characteristics / for which a general technological process can be developed, called a standard one. The method of working according to standard technological processes has become widespread mainly in large-scale production. The method of working on group technological processes / group processing method / is scientifically substantiated by Professor of the Department of Instrument Engineering Technology of ITMO S.P. Mitrofanov. The use of group technological processes makes it possible to achieve the same productivity in small-scale production as in mass production.
Technological documentation is a set of technological documents necessary and sufficient to carry out a technological process /operation/. The level of detail in the description of technological processes can be:
“1 Route description is an abbreviated description of all technological operations in the route map in the sequence of their execution without indicating transitions and technological modes.
“2 Operational description is a complete description of all technological operations in the sequence of execution, indicating transitions and technological modes.
“3 Route-operational description is an abbreviated description of technological operations in the route map in the sequence of their execution with a full description of individual operations in other technological documents. The level of detail in the description depends on the complexity of the work performed, the type of production and specific production conditions.
Process structure.
Technological processes for the manufacture of trade items, parts and blanks during their development and in production conditions can be divided into the following structural components:
A technological operation is a completed part of a technological process performed at one workplace. The time standard for an operation is determined and the operation is thus a unit for planning the volume of work and jobs in the workshop.
Installation is a part of a technological operation performed with constant fastening of the workpieces being processed or the assembly unit being assembled.
Technological transition is a completed part of a technological operation, performed by the same means of technological equipment under constant technological conditions and installation.
Auxiliary transition - a completed part of a technological operation, consisting of human and/or/ equipment actions that are not accompanied by a change in the properties of objects of labor, but are necessary to complete a technological transition (example - installing a workpiece, changing tools, etc.). Auxiliary transitions are not recorded in the process map. When several surfaces are processed simultaneously with several tools, the transition is called combined. It is not uncommon to encounter operations consisting of just one technological transition.
Working stroke - the completed part of a technological transition, consisting of a single movement of the tool relative to the workpiece and is accompanied by a change in the shape, size, surface quality and properties of the workpiece.
Position - a fixed position occupied by a permanently fixed workpiece or assembled assembly unit together with a device relative to a tool or a stationary piece of equipment.
Reception - a complete set of human actions when performing a certain part of an operation, used when performing a transition or part of it and united by one purpose. For example - turn on the machine, switch feeds, etc. The reception is part of the auxiliary transition.
General rules of the technological process.
The development of mechanical engineering technology at certain stages was characterized until the recent past by deep individualization of both the structural forms of machine parts and their manufacturing methods, which forced the solution of a number of very complex technological problems in the production process.
Until the beginning of the 19th century. The production of a significant number of machine-building plants was individual and small-scale in nature. Only in individual, mainly military, factories did serial and, in some cases, mass production in a joint sense take place. The technical and organizational feature of a plant of this type, which distinguishes them from small-scale plants, and even more so from individual production, was and is a sharp distinction in time between the processes of production preparation and production processes. In factories of individual and small-scale production, these processes, on the contrary, are either not clearly demarcated in time, or even coincide, i.e. preparation is carried out during the production process.
The essence of the technical company for the production of large-scale production and mass production plants should be based on such a system for transferring all design and technological parameters inherent in the verified design of the standard machine, which ensures, at a given scale of production, the repeatability and identity of these parameters in all machines of the manufactured series. This principle of technical companies production is characteristic and decisive for enterprises with large-scale production, and the degree (completeness) of its compliance distinguishes enterprises of this type from individual and small-scale production based on private technological solutions.
The desire to communicate private technological solutions received its initial expression in the emergence of the idea of typing technological processes.
The main direction of typification of technological processes was based on the classification of the designs of machine parts, different in design shapes and sizes, and pursued the task of eliminating the individuality of technological developments for each case of mechanical processing of workpieces.
This direction was intended to significantly simplify the technical system companies individual and small-scale production and ultimately should, to a certain extent, ensure the creation of additional favorable preconditions for the use of large-scale production methods. However, the search for generalized solutions in the development of technological processes for manufacturing parts of various designs and their classification led to quite convenient practical solutions, in particular, because classes, groups and subgroups in the qualification system were often created not only according to unifying design and technological characteristics, but also according to terminological ones. As a result of such a transition, one or another class of parts often turned out to consist of technologically isolated machine parts. This can also be explained by the fact that the technological prerequisites for the design of machine parts, which necessitate changes in the structural forms of parts in relation to the ceremonial sequence of basic technological operations, were not previously and insufficiently worked out.
It is quite natural that, based on the qualification of existing designs of machine parts, which in some cases developed back in those days when no requirements other than compliance with the intended purpose were imposed on the parts, it was difficult to satisfactorily solve the problem of typing technological processes. The peculiar “heredity” of pre-existing individualized design and manufacturing methods found its expression in the design forms of machine parts, which excluded the possibility of their classification according to the basic coinciding technological principles. Because of this, it is absolutely necessary to establish new additional connections between the manufacturability of parts as a set of technological prerequisites for their design and the typification of technological processes. This could only be done on the basis of a preliminary comparison and analysis of various designs of machine parts. Such an analysis should ultimately ensure the necessary and sufficient technological similarity of all compared parts blanks by giving these parts additional design features or eliminating existing ones, of course, without changing the functions performed by the parts in the machine.
The technical prerequisites for the design of blanks for machine parts in relation to the generalization of particular solutions - typification of technological processes - should be based on the creation of the same dominant features in different blanks by transferring them from one blank to another. Because of this, generalization of particular technological solutions can only be carried out on the basis of continuity of design and technological features.
This gives rise to the idea of the technological design of parts blanks for the same or different purposes, the structural shapes and dimensions of which are limited by certain limits of geometric similarity and such a combination of main surfaces that make it possible to process them with the same sequence of basic operations with the same accuracy and cleanliness.
The development of a technological series should be based either on an appropriate approach to the design of all the parts that form this series, or on a preliminary selection from among existing parts of one or more that have the largest possible number of basic design features that can be transferred to others different from them, designs of machine parts without disturbing the features of the device and the quality of operation of these parts in the assembled machine.
All technological processes designed for such parts can be used to process all other parts of the same series, i.e. can be typed. Hence it is clear that the typification of technological processes is one of the main factors ensuring the further development of mechanical engineering technology.
Typification of technological processes.
Typification of technological processes can be carried out in three directions:
Typification of technological processes in relation to existing designs of machine parts;
Typification of technological processes in relation to modified designs of machine parts;
Typification of technological processes in relation to specially designed designs of machine parts.
It is clear, therefore, that manufacturability as a set of technological prerequisites for the design of machine parts should be considered not in relation to the economy and ease of processing of only one individual part, as is usually the case, but from the point of view of continuity, i.e. creating a number of common design and technological features in various designs of workpieces or machine parts in order to include them in the same series.
The constructive justification for the typification of technological processes of machine parts as one of the most important factors of technological continuity should predetermine the introduction of normalized parts and assemblies of devices, normalized and flexible adjustments. This will significantly change the organizational and technical profile of small-scale production plants and help establish new economic boundaries for the applicability of large-scale production methods in the conditions of individual and small-scale money emission .
If the transition from particular design solutions to generalized ones finds its expression in the construction of design series on the basis of design continuity, then the construction of technological series, in turn, determines the transition from particular technological solutions to generalized ones, which find their practical expression in technological continuity. It follows that the typification of technological processes should be associated with the qualification of machine parts according to successive design and technological characteristics. Only the presence of successive characteristics determines the specific content of the typification of technological processes. This point of view is based on the fundamental essence of the idea of typification, which should be considered as one of the most important factors of technological continuity.
The technological process forms the basis of any production process and is its most important part associated with the processing of raw materials and their transformation into finished products. The technological process includes a number of stages (“stage” is Greek for “step”).
The final speed of the process depends on the speed of each stage. In turn, the stages are divided into operations. An operation is a completed part of a technological process, performed at one workplace and characterized by the constancy of the subject of labor, tools and the nature of the impact on the subject of labor. Almost any specific technological process can be considered as part of a more complex process and a set of less complex technological processes. In accordance with this, a technological operation can serve as an elementary technological process. Elementary technological process This is the simplest process, further simplification of which leads to the loss of characteristic features of the technological process. Therefore, the most visual structure of a technological process can be represented by the example of a simple operation that has one working stroke and a set of auxiliary strokes and transitions that ensure its progress. Development of technological processes, as well as their most important technical and economic indicators and construction technical systems occurs in accordance with certain patterns that will be considered in this work, despite the scarcity of the information field caused by the insufficient degree of knowledge of this issue.
Within the framework of a simple technological process, there is a clear relationship between the heuristic development of this process and the growth of its level of technology. On the one hand, progressive changes or replacement of the working course of a technological process cause an increase in the level of technology; on the other hand, an increase in the level of technology is possible only with the development of the technological process along a heuristic path. If a system of technological processes consists of several simple processes, then such a dependence will no longer exist due to the fact that an increase in the level of technology of systems occurs not only as a result of changes in working moves, but also as a result of changes in the proportions of technological processes that make up the system. Therefore, in order to determine the boundary between the heuristic and rationalistic paths of development and identify the features of evolutionary and revolutionary development, the proportions of the system components are optimized and an economic analysis is carried out.
The potential level of the system is denoted by Y. An increase in the value of Y is considered a sign of the heuristic development of technological process systems and shows not only the growth of the real production system, but also the emerging opportunities for growth labor efficiency and optimization of the structure of the system components with the help of: investments aimed at their rationalistic development.
A necessary and sufficient condition for the heuristic development of a technological system is an increase in the level of technology of at least one of the components of the technological processes included in the system.
Increasing the technology level of a technological process system as a result of increasing the technology level of its components is a complex process. The potential level of the system changes in proportion to the increase in the level of technology of the technological process and its share in overall production. The increase in the real level of technology of a system also depends on the degree of rationalistic development of its components and tends to slow down in the case when the heuristic development is not sufficiently supported by the rationalistic development of the components. The most effective will be the increase in the level of technology in technological processes, which, firstly, are characterized by the largest share in the total productivity of the system and, secondly, are well developed in rationalistic terms, but have a relatively low level of technology. Systems of technological processes are heterogeneous in their perception of evolutionary and revolutionary paths of development. Therefore, it is possible, based on the identified patterns, to determine the conditions for the development of system components.
In the case where minor rationalization of the technological process at the level of individual enterprises is meant, we can limit ourselves to maximizing the efficiency of direct expenses. When it comes to global changes in the production technology of any product (or group of products), the issues of proportional and optimal development of all components of the technology system become of greatest importance.
The heuristic development of a technological system (complex, industry, sub-industry) can be carried out through the appropriately organized rationalistic development of its elements. However, the level of technology, due to the growth of technological equipment, can grow no more than to the weighted average level of technology of the elements of the technological system. It is obvious that the very possibility of increasing the level of technology of a system due to technological equipment arises only as a consequence of an increase in the level of technology of the elements of the system.
Technical and economic indicators of technological processes
The level of technology of any production has a decisive influence on its economic performance, therefore the choice of the optimal technological process option should be based on the most important indicators of its efficiency; productivity, original cost and quality of manufactured products. Productivity is an indicator characterizing the number of products manufactured per unit of time.
Initial cost- a set of material and labor costs enterprises in monetary terms necessary for the manufacture and sale of products. This initial cost is called total cost. enterprises directly related to the production of products are called factory costs. Relationship between various types expenses that make up the initial cost represent the structure of the initial cost.
Everything necessary for the manufacture of products is divided into four main groups:
1) expenses associated with the purchase of raw materials, semi-finished products, auxiliary materials, fuel, water, electricity;
2) wage costs for the entire number of employees;
3) expenses associated with depreciation.
4) other cash costs (shop and general plant expenses for the maintenance and repair of buildings, equipment, safety precautions, payment for rent of premises, payment interest to the bank, etc.)
When calculating the initial cost of a unit of production, consumption standards for raw materials, supplies, fuel and energy are used in natural units, and then recalculated in monetary terms. The ratio of costs for various price items without markup depends on the type of technological process. For example, in metallurgy, when producing metals, the main costs are energy costs (for example, in the production of aluminum, these costs account for 50% of the original cost). In most chemical processes, especially in the production of organic synthesis products, polymers, etc., the most important item of initial cost is the cost of (about 70%)
Share wages in the initial cost of production, the higher the degree of mechanization and automation of labor and its productivity, the lower.
It is approximately 3 - 4% of the price without extra charge and depends on cost equipment, its productivity, firm operation of the enterprise (lack of downtime). There are main costs (for basic materials, process fuel, energy, purchased semi-finished products, salary main workers) and expenses associated with production process maintenance and management. Analysis of the initial cost structure is necessary to identify production reserves and intensify technological processes. The main ways to reduce the initial cost while maintaining high quality products are: economical use of raw materials, materials, fuel, energy; use of high-performance equipment; increasing the level of technology.
In accordance with the methodology for assessing the quality of industrial products, seven groups of quality indicators have been established. Purpose indicators that characterize beneficial effect from the use of products for their intended purpose and determine the scope of their application;
1 Reliability indicators - reliability, storability, maintainability, durability (resource, service life);
2 Manufacturability indicators characterize the effectiveness of design and technological solutions that ensure high labor efficiency in the manufacture and repair of products (assembly coefficient, material consumption coefficient, specific indicators of labor intensity);
3 Standardization and unification indicators show the degree of use of standardized trade items and the level of unification of the components of trade items;
4 Ergonomic indicators take into account a complex of hygienic, anthropological, physiological, and psychological properties of a person, manifested in production and household processes;
5 Aesthetic indicators characterize such properties of products as originality, expressiveness, compliance with style, environment, etc.;
6 Patent and legal indicators characterizing the degree of patentability of an item of trade in the country and abroad, as well as its patent purity;
7Economic indicators reflecting the costs of development, production and operation of trade items, as well as the economic efficiency of operation. Economic indicators play a special role: they are used to evaluate the quality, reliability, and maintainability of products.
Structure of technical systems
Social production is characterized by a set of technologies used by industries. Industry, in turn, can be considered as a set of homogeneous technologies with different intensities of their application. Similar to industry form closely related blocks (complexes) in the national economy; technologies are combined into more or less large systems. Such systems are connected from the inside by flows of means of production, which for some technologies are products (waste) of production, and for others they serve as resources.
A system is a collection formed from a finite set of elements between which certain relationships exist. An element can simultaneously be a system of smaller elements. The system can be divided into subsystems of varying complexity.
Classification of technological systems: four hierarchical levels of technological systems: technological process, production unit, industry; three levels of automation: mechanized systems, automated and automatic; three levels of specialization: special technological system, i.e. a system designed for the manufacture or repair of a trade item of one name and standard size; specialized, i.e. intended for the manufacture or repair of a group of trade items; a universal system that ensures the production of trade items with various design and technological features.
As technological connections develop and change, the organizational structure of the system for managing them also changes. For example, the original workshop is modified into a manufactory with sequential technological processes. With the further development of production, the role of the original workshop is already played by sections (parallel connection) with homogeneous equipment. From this we can draw the following conclusions:
Organizational management structures are a reflection of the structures of technological systems;
Technological connections are primary relative to organizational ones;
Technological processes and their systems are built according to their own laws, and production management is designed to ensure their functioning and development.
Consequently, knowing the objective laws of development of technological systems, it is possible to create an optimal control system for them.
So, the listed levels of management (vertical connections) are formed on the basis of alternating sequential and parallel connections of technological structures and reflect their dialectical unity and contradiction. As the management level is formed in accordance with one or another type of technological connections, connections of another type are weakened and broken. The structure of the management system is formed by technological connections that are strongest at a given level. The management system must change along with changes in technological connections, and management itself must make fullest use of the internal laws of scientific and technical development of technological systems. Underestimation of the relationship between technological and organizational structures entails significant disruptions in production activities.
Pattern of technological process development
Within the framework of a simple technological process, there is a clear relationship between the heuristic development of this process and the growth of its level of technology. On the one hand, progressive changes or replacement of the working course of a technological process cause an increase in the level of technology; on the other hand, an increase in the level of technology is possible only with the development of the technological process along a heuristic path.
If a system of technological processes consists of several simple processes, then such a dependence will no longer exist due to the fact that an increase in the level of technology of systems occurs not only as a result of changes in working moves, but also as a result of changes in the proportions of technological processes that make up the system. Therefore, in order to determine the boundary between the heuristic and rationalistic paths of development and identify the features of evolutionary and revolutionary development, the proportions of the system components are optimized and an economic analysis is carried out.
Any system of technological processes can be quantitatively assessed by the maximum of its productivity at constant levels of component technology. An increase in the level of technology that provides increased productivity is the result of some rationalization of the system's technological processes. In this case, there is no qualitative change in the workflow of the technological process; the technology levels of the system components are unchanged. Due to objective reasons of a technological nature or reasons related to limited financial, raw material, and labor resources, individual components of the system may not correspond to the degree of rationalistic development that ensures optimal system performance. Further development of the technological system by optimizing proportions becomes possible only through the implementation of the potential capabilities of this technological process, as a result of which the maximum (potential) level of technology in this system will be achieved under constant conditions of its components. This level of technology is the upper limit. Its achievement will mean that a subsequent increase in the level of technology of this system can only be obtained as a result of radical restructuring of its working moves, i.e. in heuristic development.
The potential level of the system is denoted by Y. An increase in the value of Y is considered a sign of the heuristic development of technological process systems and shows not only an increase in the real production system, but also opening up opportunities for increasing labor efficiency and optimizing the structure of the system components with the help of: investments aimed at their rationalistic development.
A necessary and sufficient condition for the heuristic development of a technological system is an increase in the level of technology of at least one of the components of the technological processes included in the system. Increasing the technology level of a technological process system as a result of increasing the technology level of its components is a complex process. The potential level of the system changes in proportion to the increase in the level of technology of the technological process and its share in overall production. The increase in the real level of technology of a system also depends on the degree of rationalistic development of its components and tends to slow down in the case when the heuristic development is not sufficiently supported by the rationalistic development of the components. The most effective will be to increase the level of technology in technological processes, which, firstly, are characterized by the largest share in the total productivity of the system and, secondly, are well developed in rationalistic terms, but have a relatively low level of technology. Systems of technological processes are heterogeneous in their perception of evolutionary and revolutionary paths of development. Therefore, it is possible, based on the identified patterns, to determine the conditions for the development of system components. In the case where minor rationalization of the technological process at the level of individual enterprises is meant, we can limit ourselves to maximizing the efficiency of direct costs. When it comes to global changes in the production technology of any product (or group of products), the issues of proportional and optimal development of all components of the technology system become of greatest importance.
Heuristic development of a technological system (complex, industry, sub-industry) can be carried out due to the appropriately organic and rationalistic development of its elements. However, the level of technology, due to the growth of technological equipment, can grow no more than to the weighted average level of technology of the elements of the technological system. It is obvious that the very possibility of increasing the level of technology of a system due to technological equipment arises only as a consequence of an increase in the level of technology of the elements of the system.
In modern economics, much attention is paid to the study of technological changes. Many works have been published devoted to the study of various innovative processes, shifts in the sectoral structure of the economy, changes in certain economic proportions occurring under the influence of, etc. At the same time, despite the relatively good study of many particular problems, individual phenomena and processes related to scientific and technical progress, a number of deep interrelations and dependencies that determine the structure of technical and economic development remain unexplored, without understanding which individual developments of particular problems do not add up to a holistic idea of scientific and technical progress. The lack of knowledge of the general laws of scientific and technological progress is manifested, in particular, in the persistent gap between the macro and micro levels of economic analysis. On the one hand, in studies of individual innovation processes, the macroeconomic aspect is usually limited to an analysis of the impact of a particular innovation on macroeconomic indicators or to the study of general innovation activity in the economy (frequency of occurrence innovation and inventions, the speed of their practical development and dissemination and other average values).
On the other hand, the study of structural changes focuses, as a rule, on considering changes in sectoral and intersectoral proportions, in the relationships between the first and second divisions of social production, parts of national income allocated to consumption and accumulation, and other macroeconomic parameters. As for the relationship between certain structural changes and the spread of the corresponding innovations, then at best such a relationship is only stated, and in many works it is not mentioned at all. Without a clear understanding of the mechanism for integrating individual innovations into integral areas of scientific and technological progress, structural changes in the economy not only cannot be properly described, but also explained with the necessary completeness to manage technical and economic development.
Types of technological processes.
Closed technological process.
This is a process in which the state of each element constantly changes under the influence of sequentially closed feedback connections. Live process
Open-loop technological process
This is a process in which the feedback sequence is broken. Dead process
From the above diagrams the following definitions can be formulated:
- A closed-loop (living) technological process (technological system) is a process, each element of which contributes to the existence of the elements associated with it. This process operates in the mode of “replenishment” of generated resources or their redistribution and can exist for quite a long time.
- A technological process (technological system) not closed by feedback (dead) is a process in which at least one element or group of its elements acts independently, without connection with other elements included in this process (system). Such a process (system) operates in the “self-exhaustion” mode and sequentially ceases to exist after the resource is exhausted by each element included in the technological process (technological system).
Feedback is characterized by:
The force of interaction of elements;
The amount of deformation of elements;
Distance (duration) of action.
Feedback is a regulator of the duration, that is, the range of action (speed) of the technological process.
Indeed, if feedback “instantaneously” transferred information between elements of a technological process, then the reaction to action and reaction would be instantaneous.
In this case, the speed would tend to infinity, and according to the well-known formula:
F = mv2/2, the force of interaction between the elements would also tend to infinity.
This would lead to the destruction of both the elements that make up the technological process and to the impossibility of the existence of the technological process itself. For example, our hand, when instantly executing the command “raise,” would weigh no less than a “black hole.”
It should be noted that the given model of the technological process is inherent in at least the entire known world.
Unlike humans, the surrounding “inanimate” nature, instead of the brain, pen, paper or electronic media, “records” all the necessary information on its physical properties and the properties of the environment. Interacting with each other, these wave properties produce “intelligent” processing of the “registered” information.
In the form of resulting wave properties, the environment continues its “intelligent” existence, thereby confirming Gaia’s hypothesis about the intelligence of the world around us, that is, everything living and inanimate.
ANDprocess innovations
What are process innovations?
To survive in the hostile world of competition, a firm must fulfill two requirements:
- adapt and change the products and services it offers in accordance with consumer demand;
— adapt and change the way these products and services are produced.
These concepts are called "product innovation" and "process innovation" respectively. process innovation is an upgrade in a company's ability to produce something.
There are many ways to speed up production, improve its quality, reduce without markup, expand, etc. This requires, for example, a change in the equipment used to produce the product or service, or a change in the firm or the structure of the production process.
process innovations begin with collection information about the market, consumer demand, competitors' capabilities, legal requirements in this area, etc. It is also necessary about new developments used in other enterprises, for example, about some new technology or the use of new production methods for the company. Based on the processing and use of such information, the competence of the company in the production of products or services increases.
Types of Process Innovations
Technological process innovations include wide circle activities - from small incremental changes to radical transformations that radically change the way a particular product or service is produced. Radical changes naturally occur quite rarely, due to the higher costs and risks associated with them. The management of the organization is obliged to deal not only with occasional major innovations, but also with the entire portfolio of changes, covering their entire possible spectrum.
There are different types of process innovations:
— Substitute innovations and radical changes. Nature itself competition implies that companies always strive to achieve some kind of advanced position by offering either a service that no one else is able to offer, or by doing it better than others - faster, cheaper, of higher quality, etc. Typically, the innovation process occurs continuously, with variable speed and frequency. This, for example, should include modification of equipment in order to increase productivity or increase its power. However, sometimes a radical change occurs - an outdated way is replaced by a new and better one. An example of this is the transition from hand-assembling cars to the mass production system pioneered by Henry Ford, or from that used in late XIX centuries of the process of obtaining alkali by separate political parties using the Leblanc method, to the continuous Solvay process.
— The struggle for competitive advantage, determined by the organization's ability to do something different from others. Firms must explore not only process innovations that apply existing technological knowledge (competence-enhancing innovations) but also innovations that offer the potential to radically change the rules of the game.
— Another important concept is the idea of process innovations for manufacturing individual elements or components of broader systems or overall process architecture. For example, a robot, which represents a completely new way of manipulating parts, can also serve as part of larger system changes in the entire flexible production cell of an enterprise, which also includes machine tools, computer-controlled transport, automated control of mechanisms, etc., subordinated to the overall production schedule. Innovative configuration changes at the system level are significantly more important than at the component level, but involve greater risk and higher investment. On the contrary, the introduction of banking equipment for automatic money counting improves the level of service, but does not have a decisive impact and is accompanied by a small risk compared to completely changing the banknote packaging system.
Why are process innovations needed?
product innovations manifest themselves in the form of appearances on market new products, but also process innovations play an equally important strategic role. The ability to do something that no one else can do, or better than everyone else, is a clear source of competitive advantage. Japan's superiority in a number of industries industry- production cars and motorcycles, shipbuilding, consumer electronics - due primarily to the superiority of Japanese production, as a result of consistently implemented technological process innovations. Likewise, the strength of American service demonstrates its commitment to innovation, i.e. on the constant search for opportunities to improve the services provided.
The strategic importance of technological process innovation can also be considered at the level separate company. world-class organizations are based and focused on technological competence in a specific area; for example, the organization "ZM" - on its coatings, "NEK" - on the areas of application of computer technology and communication systems, "Cannon" - on electronic optics, and "IT" and "Sony" - on miniaturization. This approach is not only suitable for large companies. One of the strengths of small niche companies also lies in their ability to focus on certain areas of technological competence and yet differentiate themselves from others. Thus, the success of the Sheffield company Richardsons was due to its concentration on knife production technology and on the products themselves. Similarly, J&J Cash, a small company based in Coventry, has established a strong position in the narrow weave sector through the systematic use of information technology in fabric production and design.
The same pattern holds true in the service industry. The ability to offer faster, cheaper or better service has long been seen as a source of competitiveness. Thus, Citi Bank, which was the first to offer an advance type of service, has achieved a stable position in market as the technological leader of this innovation process. The Benneton organization has become one of the most successful retailers in the world, largely due to its production network driven by sophisticated, modern information technology, which it has developed over the course of ten years. Karolinska Hospital in Stockholm has achieved an enviable record in patient care by adapting process innovations originally developed in industry.
Why manage process innovation
There is no doubt that a properly managed innovation process can significantly increase strategic competitive advantage. However, if it is carried out on a wide front or occasionally, it may not fulfill its main purpose - maintaining the competitiveness of the organization. The introduction or use of improvements developed by others does not guarantee the acquisition of technological competence or the achievement of company objectives. Competitiveness is achieved only through innovation that is focused and aimed at achieving clearly defined strategic goals.
In England, 1,200 firms were surveyed that had used costly and complex innovations to improve their technology, in particular advanced manufacturing technologies (AMT), on which £2 billion was spent in 1989, or about 20% of all investment in manufacturing. However, the results were disappointing: only 70% of the planned winnings were received. According to experts, the main reason for the failure was the lack of a strategic framework.
A number of companies that used robots as a tribute to fashion failed due to lack of preparation for this type of activity - lack of qualified workers, inability to organize work in accordance with new technology to take advantage of emerging opportunities. Many organizations that have installed flexible manufacturing systems have focused on their short-term use and have failed to adequately plan for their integration into future manufacturing systems. As a result, companies were left with expensive islands of automated production that were unable to realize the potential benefits of integration with other systems.
The failure to take a broad view of technology and to focus exclusively on the most important issues has been cited as a reason why strategic planning fails. structural components. Thus, PPTs are radical in nature; their successful implementation requires a certain adaptation and adjustment in organizational terms - the qualifications of workers, systems for performing work, the structure and coordination of connections in companies, etc. Thus, there is a need to carefully consider the issues related to the structure and development of the company, in parallel with the development of the technology component. In many cases, this gap in strategic thinking has been blamed for failures in the use of PPT.
Among the reasons for failures or possible problems are also underestimation of the importance of fundamental technological changes, lack of understanding of their strategic essence - for example, the introduction of innovations without support and commitment from the top management of the organization or without appropriate preparatory organizational measures. Thus, Western companies have shown great interest in such innovations as “total quality management,” which involves a significant change in the corresponding philosophy and value system, accompanied by far-reaching changes in the structure and functioning of the organization. The observed failure of such programs (of which there is a high rate) is often due to the fact that these innovations are treated as routine production activities, rather than as an important strategic realignment of the company's production activities.
Such problems, while troublesome and costly for relatively large firms, can be a matter of life and death for smaller enterprises. If the wrong decision is made and without a clear strategic framework, such organizations risk draining production resources previously allocated to other projects and jeopardizing their future. Effective process innovation, which is much more than the purchase of new equipment, requires the systematic assessment, study and development of technological skills and abilities with a view to subsequently using them to expand the business.
It must be recognized that the implementation of technological process innovations must end in failure from time to time, which allows one to gain experience and make new improvements. Testing new ideas requires experiments, which are not always successful. An analogy is scrambled eggs: the extra broken egg becomes part of the whole. The main thing in implementing innovations is to make sure that experiments are set up and carried out correctly, which allows you to minimize the risk of failure, and in case of failure, to learn the necessary lessons in order to avoid falling into the same trap again in the future.
There are certain guidelines and recommendations to increase your chances of success. These recommended success factors reflect a company's behavioral patterns—for example, its understanding of customer needs, its effectiveness in pursuing technological opportunities, its leadership of new projects, and so on.
Specific organizational behaviors, called “routines,” in relation to process innovations have been studied for a long time. These activities develop over time into formal structures and processes that serve as cement, cementing the specific methods that a given company uses in its innovation activities. The development of coordinated “routines” is one of the factors that contribute to the successful management of innovations and increased competitiveness.
Routine actions leading to success are developed by the organization through trial and error and reflect the specifics of the activities of this particular company. Simply copying these methods is of no use. Each company must find its own way—in other words, develop its own “routines.”
Studying the successes and failures in the development and implementation of innovations can help identify areas for which the organization should develop these methods.
The effectiveness of process innovations can be increased by learning from others' experiences, which allows us to understand the nature and dynamics of the process and identify the stages of its implementation that require sequential routine actions. Then you need to gain your own experience by trying new approaches to specific routines. So-called “best practices,” proven by successful firms, contain routine activities that currently represent the cutting edge of knowledge and practical experience regarding the ability to develop and implement process innovations.
What is process innovation management?
In practice, the process of innovation (product or technology) consists of several stages. The first stage is control signals coming from the external environment about the market, the behavior of competitors, and new requirements. legislation etc. Based on them, the purpose of innovation is determined: a list of what is necessary for the company to adapt to the impact external forces, took up their challenge and developed new ways to do it faster, cheaper, etc. production of products or services. At the same time, these can also be signals about technological developments - the emergence of new opportunities, comprehended on the basis of scientific research, the behavior of competitors, the appearance of new equipment on the market, etc. By accepting these signals, the company has a chance to improve its business, and by ignoring them - risks facing serious problems.
However, simply understanding the external environment is not enough, since the organization cannot respond to the full range of expected changes. She needs a focused strategy: why, when and where to allocate precious resources to change the status quo. At this strategic stage, information is required not only about the external environment, but also about the general directions of the organization's activities - about the goals of the corporate strategy and the company's specific plans. It is also necessary to clearly understand all the strengths of the organization (on which it relies) and weaknesses (which it must improve). The company's primary concern is to continue to develop clearly defined and focused technological competence in the processes it uses to produce its specific products.
The research stage involves searching for ways to improve selected technological processes and attempts to fundamentally solve problems. The search should be broad: it is necessary to consider the possibilities of both gradual and radical innovations, changing the organizational structure and replacing equipment, studying the capabilities of the organization itself and external sources. The result of this stage is the choice of a solution or set of solutions.
The implementation stage is about managing changes carried out simultaneously in several directions. In addition to the effect of the innovation itself, it is necessary that it be accepted and assimilated by the environment into which it is introduced. This is similar to the body's absorption of a transplanted organ. The more radical the change, the more important the change management process is. Experience shows that for the success of this stage, the participation of users (consumers) is necessary, and the sooner they get involved in the work, the better. In fact, this stage occurs in parallel with the process of product innovation, which requires close attention to consumer demand and involvement consumers into the development process throughout its entirety in order to avoid a situation where a new product is thrown out to the unprepared and unaware of it. Thus, the innovation process includes an important element of internal marketing.
The final stage is the stage of study, consolidation of the benefits from the gradual introduction of innovations, and experience in using the product. This stage is also the starting point for the next cycle of innovation.
The implementation of real innovations in technological processes does not always proceed so perfectly smoothly. In reality, it is accompanied by stops, new starts, dead ends, jumps and other deviations. However, a conditional division into the listed stages allows us to study the influence of various factors in more detail for each case and try to find ways to improve the management of the innovation process.
Successful models of process innovation
In recent years, interest in technological process innovations has increased as a source and means of firm renewal. Instead of striving to maintain a stable position, companies are looking for ways to continuously improve production and adapt these changes to an increasingly uncertain external environment. The following are considered the key ways to improve the efficiency of managing innovations in technological processes:
— A clearly defined structure of the organization's strategy. Improvements made in random directions may not be effective, regardless of the nature of the changes (gradual or radical). Mechanisms for linking changes to the overall direction of the business are critical to success. It is these mechanisms that ensure the long-term use of planned changes.
— The need to analyze and revise the fundamentals of the technology used. To improve business efficiency, it is useful to use the path of gradual improvements, which, even when introducing radical innovations, does not change the fundamental process, but only improves it. For example, replacing typewriters with computer terminals on every desk only increases the speed of typing, although a fundamental overhaul of the firm's information flow may create an entirely new, more efficient configuration that will cause significant changes in the company's overall business strategy. This requires a complete core technology organization and a detailed plan for effectively implementing this reassessment. This approach to business reengineering is now generating a lot of interest and represents a powerful source of competitive advantage.
— An approach based on a radical rethinking of basic technological processes is essentially the need to accept the prospect of introducing continuous changes and their adaptation. This continuous improvement approach challenges the benefits of innovation approaches in that it involves many more people in the company continually finding and solving problems as they arise. Mobilization for the continuous introduction of improvements and their implementation is a powerful, although difficult to maintain, source of process innovation.
— Recognize the need for process innovation outside the organization. Many enterprises are trying to develop efficient systems and organizational networks, the success of which requires interaction between firms. In this situation, process innovation becomes a common challenge that requires collaborative efforts, such as creating faster and more responsive systems throughout the supply chain.
— The need to create organizations engaged in studying the experience of developing and implementing innovations in technological processes. It has been shown that the effectiveness of innovations increases significantly with the active study and development of the company's capabilities. innovation is seen as an ongoing experiment, even when the experiment fails. A study of the experience of world-class firms showed that the secret of their success to some extent lies in their model of continuous innovation and self-learning, i.e. in the development of a “perpetual motion machine of an enterprise.”
Typification of technological processes
Typification of technological processes is one of the ways to increase the level of technology, reduce volume and reduce deadlines preparation of production.
In the absence of typification, the manufacture of each part or assembly of any assembly represents a new task. technological processes for individual and non-repeating batches of parts are developed using universal methods, with extensive use of markings in the absence, as a rule, of any special equipment. Naturally, this leads to significant time costs both for the manufacture of each individual part and for the development of the technological process.
However, the ideas for typifying technological processes put forward by prof. Sokolovsky, allow one to find and extend general technological solutions to certain sets of parts. The essence of typing technological processes is that, on the basis of a preliminary study and analysis of particular features inherent in the processing of individual parts, a generalization is made of the best achievements of practical experience, and these generalizations are given the character of technological patterns, which are then extended to the corresponding classification groups.
Thus, the implementation of typing implies the need to classify technological processes, which is usually based on the design and technological characteristics of the parts being processed.
When considering the design of any machine, it is quite easy to see that all parts can be divided into the following three groups.
1. Parts common to all or many machines: flanges, keys, bushings, nuts, bolts and other parts of this type are usually normalized.
2. Parts that differ from each other in design parameters and dimensions, but have common technological tasks: shafts, gears, etc. This type of part can be called general purpose parts.
3. Special parts unique to this type of equipment: hot cutting shear beds, mill drums, filling cones, etc.
Systematization of structural elements and technological processes creates the source materials for compiling a classification. This work should cover the widest possible range of parts found in production related to various machines. In accordance with the accepted classification scheme, all parts are divided into types, classes, groups and types. A type is understood as a set of parts that are similar in shape and size ratio. The classifier provides several sets, for example five: B - shafts, axles; D - disks, flanges, gears, pulleys, washers; C - cylinders, bushings, rings; K - body parts, plates, brackets, levers and P - various parts.
Parts of each type are divided into classes, which are a set of parts that are similar in their configuration, purpose and processing methods. For example, in the form D there are classes of covers, gears, pulleys, blocks; in the form C - classes of cylinder liners, bearing bushings, etc. Each class is designated by a letter indicating what type it belongs to, and two numbers from 01 to 99 in the order of class registration.
Classes are divided into groups of parts that are even closer in structural form and have the same processing sequence. For example, within a class there are groups of blind, through covers, etc. The group in the classifier is designated by two numbers from 01 to 99 in the order of its registration.
The group, in turn, is divided into types of parts that differ only in individual structural elements and have the same technological processing process. For example, within a group of through covers there may be the following types: covers with a smooth hole, covers with sealing grooves, etc. The type number is indicated by two digits from 01 to 99. For example, a flat through cover with three grooves will be designated D-01, 03 , 09, where D is the “disc” type, 01 is the “cover” class, 03 is the “through covers” group, 09 is the “flat with sealing grooves” type.
Based on the classification of general-purpose parts, technological instructions are created, indicating the purpose of operations, technological bases, executive dimensions, interoperational allowances, machines, devices, etc.
Simultaneously with the preparation of technological instructions, “blind” technological maps are developed. “Blind” cards for general-purpose parts do not contain a working sketch of the part, so processing is carried out according to the drawing of the part with the numbers of the processed surfaces printed on it. In the cards, technologists fill out only the title part and enter into the text instructions about the specific dimensions of the parts being processed. The practice of using such maps in factories shows that the time spent by technology bureau workers on preparing documentation is reduced by 3-5 times compared to conventional technology development. For example, at the Uralmashplant, “blind” maps have been developed for the following groups of parts: gear rims, cold and hot rolling rolls, shafts, couplings, roller table stands, etc. A total of 34 groups are covered, including 260 types of parts. For simple parts, instead of “blind” cards, the technology is recorded in the appropriate form of a stamp affixed to the back of the part drawing.
Until now, we have considered the typification of technological processes as applied to parts. But typification can also be carried out through the development of guidelines for individual operations, since in details belonging to different classes there are often operations that are identical in their tasks. For example, the operation of cutting teeth belongs to a class of gears and a class of shafts. In both cases, the cutting methods are very similar. The chiselling of keyways applies to all kinds of parts: flywheels, blocks, gears, levers and others, although in all cases the nature of the operations remains the same.
In individual mechanical engineering, the development of standard technological processes for individual operations, as well as for entire parts, cannot be brought to specific details. It takes the form of technological instructions establishing: classification of methods for installing fasteners and aligning parts; the tool used in processing and methods for its installation and alignment; purpose of machines; procedure for performing control, etc.
The classification of methods for installing and fastening parts determines the order of application of a particular method depending on the design of the parts, their size and processing accuracy. This allows you to improve the quality of processing and reduce the range of equipment used.
At large heavy engineering plants, part of the range of machines is fixed in the securities issue program for several years, reaching an annual series of 10-15 pieces. Among similar ones, there are machines of different sizes, but with the same kinematic scheme, the same for machines of all sizes. Therefore, some parts and assemblies of such machines have similar and sometimes unified designs, differing from each other only in their dimensions. This circumstance contributes to the creation of standard technological processes for such machines.
It should be noted that the development of standard technology for machines cannot be considered an independent direction of typification, since the end result of the work is the creation of technological processes for parts.
The development of work on the typification of technological processes already makes it possible at a number of factories to cover up to 74-75% of all types of parts with standard technology.
Thus, constructive normalization and typification of technological processes, group launching create repeatability of parts on machine tools and open up wide opportunities for the use of mass production methods in heavy engineering technology.
Process design
For a systematic analysis of technological processes in mechanical engineering, it is necessary to establish: a nomenclature of elements; composition of elements of each type; a set of properties of these elements.
processes, including technological ones, are a class of technical systems, the distinctive feature of which is their significant dependence on time. We can propose the following hierarchical classification of technological process elements: processing plan, processing stage, operation, transition, progress. The processing plan consists of stages, stages from operations, operations from transitions, which are formed from working and auxiliary moves. Before starting to form a plan, it is necessary to select the type of workpiece and its properties, of which the most important for designing a TP are the quality of dimensional accuracy, allowances and allowances.
The processing stage is a sequence of operations belonging to the same technological method and ensuring the same processing quality. The full set of stages that make up the processing plan depends on specific conditions, but the following basic set can be distinguished: thermal 1 (improvement, aging); database processing; draft; semi-finish; thermal 2 (hardening or improvement); finishing; thermal 3 (nitriding or aging); finishing; coatings; finishing (obtaining roughness up to Ra=0.02).
The type of operations and transitions is defined in the corresponding classifiers, and the composition of the main properties is defined in the ESTD standards.
TP design at the levels of forming a sequence of stages, operations and transitions consists of two phases: structural and parametric synthesis. Structural synthesis must establish the sequence of elements at the appropriate level. The task of parametric synthesis is to form the properties of elements included in the technological process. The main operations of parametric synthesis are the selection of technological equipment (machines, fixtures, tools) and standardization, including the calculation of processing modes.
The source of information and the degree of invariance of structural synthesis knowledge are determined by the hierarchical level of the problem being solved: designing a part manufacturing route (a set of stages and operations) or designing an operating technology (a set of CFC processing transitions). In the first case, knowledge significantly depends on the organizational and technical structure of the enterprise and its traditions. This knowledge is individual for each enterprise. In the second case, knowledge is drawn from reference books, teaching aids and regulatory materials. Knowledge at this level is relatively invariant and can be used at various enterprises with minimal changes.
Automation is a natural process of development of social production
Automation of production at an enterprise is an independent complex problem. Its solution is being pushed by the fear-inspiring world economy, which, like a boa constrictor, is squeezing enterprises, forcing them to take appropriate measures. Automation creates opportunities to improve conditions and increase labor efficiency, increase product quality, reduce the need for labor and systematically increase profits, which allows you to change the development trend, preserve old and conquer new markets and thus escape from the embrace of the boa constrictor.
Without a doubt, automation is not a new trend; in the broad sense of the word, the emergence of automation dates back to the industrial revolution. Then machines significantly increased the efficiency of workers. The development of automation is characterized by a number of major achievements. One of the first was the introduction of interchangeability in production, the next was Henry Ford's assembly lines. Industrial robots and personal computers have made a real revolution in production automation.
Of course, automation is not the only way to win the competition. Great opportunities lie in the stimulating role of wages. Another weapon in this struggle is the participation of workers in managing production and improving product quality. It is appropriate to recall here the Japanese “quality circles”, which have spread throughout the world and now address not only issues of quality, but also reduction cost manufactured products, safety precautions and other areas. However, automation is the dominant means of achieving success in the context of globalization of international economic relations.
There are disadvantages and pitfalls that stand in the way of automation that need to be taken into account. Those starting automation should, first of all, understand that it is impossible to deal with automation problems without preliminary preparation items of trade, technology and the enterprise in general. Careful study of the design of the item of trade, assessment of the stability of the technology and reliability of the equipment park available in the production allows one to derive the greatest benefit from the use of industrial robots in the production. Pre-design, analysis and improvement of the product and process can be so effective that it ultimately eliminates the need for robots or other automated equipment
Automation levels
The level and methods of automation depend on the composition of workplaces, their equipment with technical means and the serial production of products. Conventionally, all jobs can be divided into three groups.
The first group includes workplaces where work is performed manually, and workers employed with machines and mechanisms perform only functions for servicing machines and mechanisms. This group unites workers who do not carry out technological processes, but are constantly busy only with loading and unloading objects of labor of machines and mechanisms.
This includes the professions of battery workers, riggers, other professions of workers who perform work manually more than 50% of the time, as well as workers who perform work using simple tools, adjusters, mechanics and repairmen.
The second group includes workplaces where work is performed in a mechanized manner using machines, machine tools and mechanisms. Workers performing work in a mechanized manner include those working with the help of machines and mechanisms, apparatus and mechanized tools driven by steam, electric, pneumatic, hydraulic, etc. drives, as well as monitoring the operation of machines and mechanisms.
In this case, workers perform work on equipment (including hardware processes with manual control of the processing cycle) using actuators. With the direct participation (including control of the actuator) of the worker, all transitions (operations) affecting the object of labor are carried out. In addition, this includes operations for moving the actuator to the object of labor or vice versa, moving the object of labor to the mechanism with the application of physical force (for example, manually bringing the actuator to the object being processed, processing with manual feed, etc.); control of the actuator of the equipment without direct application of physical effort to change the shape or size of the object of labor being processed (for example, processing parts with a tool with self-propelled feed of the support to the object of labor);
At this level mechanization Equipment, trade items or instruments are also configured using electronic and radio measuring instruments, installations, and stands. As a rule, these are workers engaged in loading (unloading) manually or using simple mechanisms (tweezers, suction cups, etc.) of equipment and machines. They carry out further technological processing of trade items (welding, fitting, assembly, sealing, etching, measuring, etc.) The technological operation in this case is carried out when a worker of any profession influences the corresponding control mechanisms of machines, machine tools or equipment.
At this level mechanization workers in such professions as machine operators of all profiles, drivers, machinists, machine operators and operators of all specialties engaged in loading equipment manually, galvanizers, testers, measurers, storekeepers in complex mechanized warehouses, laboratory assistants working on equipment, controllers at test operations, electricians equipment maintenance and others.
The third group includes workplaces where technological operations are performed automatically. Automation aims to eliminate consistently various functions, performed by workers from the first and second groups. There are five levels of automation.
The first level of automation is characterized by the fact that the processing cycle of a trade item is automated. In automatic mode, the sequence and nature of the movements of the working tool are controlled to obtain the specified shape, size and quality characteristics of the workpiece. Automation at this level is most fully realized in computer numerical control (CNC) machines. This ensures the ability to optimally perform control functions for a wide range of parts. Labor efficiency increases significantly compared to manually controlled machines, and product quality significantly improves.
In this case, workers perform work on equipment, including hardware processes with an automatic processing cycle, on which, without direct human participation, transitions and operations involving direct impact on objects of labor are automatically and semi-automatically carried out. A worker can carry out the following actions: installing and removing objects of labor or filling loading devices with objects of labor and necessary materials; start-up and installation of equipment; active monitoring of equipment operation; processing; tool change, adjustment and adjustment of equipment; waste disposal within the workplace.
The second level of automation involves the automation of placing and removing parts from the machine, that is, loading the equipment. This level of automation allows a worker to service several technological units of equipment, thus moving to multi-machine service. Industrial robots are widely used as loading devices. They are distinguished by great versatility and quick changeover.
The second level of automation, as a rule, is ensured by the creation of robotic technological complexes (RTC). In them, the robot can serve either one or a group of machines or equipment.
Third level of automation. At this level, previously performed manually by a worker is automated. control for the condition of the tool and its timely replacement ( control the actual condition of each tool and its wear); the quality of processed trade items (size, surface cleanliness, and where possible the quality of the trade item after thermal, diffusion, chemical and other processes); monitoring the condition of machines and equipment, removing chips and other production waste, as well as adjusting technological processes (adaptive control).
Automation of the above operations frees the worker from constant communication with the equipment being serviced and opens up the possibility of expanding the service area of the equipment by one person. Equipment of this group requires long-term operation in an automatic cycle with periodic monitoring of its operation and loading, accuracy control and adjustment. However, working in this mode requires a large supply of components and parts to operate over several shifts.
With this level of automation, workers perform work on automatic lines, machines, automated units, installations and devices. This category also includes workers engaged in management, control, and periodic adjustment of automatic lines, machines, units, and complexes.
As a rule, the first level of automation includes the professions of machine gunners, machine operators of all professions on automatic machines and machine tools with program control, adjusters of automatic lines, operators of various professions engaged in servicing automatic and semi-automatic lines, machines, installations, machine tools with program control and the like.
The third level of automation is implemented by creating adaptive robotic technological complexes (RTC), flexible production modules that include, for example, a machining center, PR, control, diagnostic and adjustment devices, and other auxiliary mechanisms controlled from one controller or others managers devices
Fourth level of automation. In this case, automatic reconfiguration of the equipment is carried out. When manually changing equipment, it takes a significant part of the working time. The more often changeovers are required due to production conditions, the greater the time loss and the smaller the service area for one worker. It is natural to strive to use such tools, equipment and devices, methods for setting processing modes and production cycles, loading devices and control systems that are capable of automatically resetting equipment.
Equipment with automatic changeover is economically beneficial when processing any batches of parts and is advisable when producing assembly sets of parts necessary to ensure the rhythmic operation of assembly shops. It allows you to significantly reduce the volume of work in progress and reduce the production cycle of manufacturing trade items to a minimum.
Technical difficulties standing in the way of automation, the creation of highly reliable equipment, monitoring and control equipment, as well as the still high cost of all automation equipment, still hinder the widespread use, both in mechanical engineering and in other industries, of this highest level of automation.
The fifth level of automation is flexible manufacturing systems (FPS). In accordance with GOST 26228-90, a GPS is understood as a computer-controlled set of technological equipment consisting of various combinations of flexible production modules and (or) flexible production cells, an automated system for technological preparation of production and a functioning support system, which has the property of automated readjustment when the program changes production of trade items, the varieties of which are limited by the technological capabilities of the equipment.
The GPS includes flexible manufacturing modules (FPM), flexible manufacturing cells (FMC) and a system for supporting the functioning of a flexible manufacturing system and a flexible manufacturing cell. In general, it provides comprehensive automation of all parts of the production process, including processing and control processes, production preparation, development of design and technological documentation, as well as production planning.
Flexible production systems can be both automated enterprises and automatic plants, as well as their structural components: automated workshops, automated and robotic areas, flexible automated lines and robotic complexes.
GPSs ensure the automatic production of parts by various political parties, with a level of initial production cost and productivity close to that achieved in modern mass production in the manufacture of parts of the same name.
The coefficient of the level of labor automation is determined by the volume of expenses of automated labor in the total labor intensity of the enterprise. The level should be distinguished from the degree of automation or mechanization of labor, which is defined as the ratio of the number of workers engaged in automated or mechanized labor, respectively, to the total number of industrial production personnel (IPP). The degree of employment of workers in manual labor is determined by the ratio of the number of workers engaged in manual labor to the total number of industrial workers.
production automation company
Determining the level of production automation and developing measures to increase it at the enterprise should be preceded by work on certification, certification and rationalization of jobs. It should be carried out taking into account the relevant recommendations and regulatory national regulatory documents and the experience of leading enterprises on this issue. Places where workers are engaged in not only manual, physically difficult, and low-skilled labor, but also in visually intense, unattractive and monotonous work are subject to certification and registration.
The purpose of certification is to prepare the necessary information for the development of a comprehensive program for mechanization and automation of manual labor. It consists of studying manual labor employment by profession, finding ways and possibilities for reducing it, calculating cost indicators and the expected socio-economic effect of activities, as well as determining the need for equipment, components for these purposes, conducting research and development design work.
In preparation for this work, the enterprise is developing guidelines and instructions for conducting certification, the necessary forms of certification acts, manual labor accounting cards are prepared, certification commissions are formed, and other organizational and explanatory work is carried out. All preparatory measures are reflected in the order of the director of the enterprise to conduct certification of workplaces.
During the certification process, a comprehensive assessment of each workplace is carried out for its compliance with regulatory requirements and best practices in such areas as technical and economic; organizational and economic level; working conditions and safety precautions in the workplace. Based on the results of a comprehensive assessment, workplaces are identified where the specified parameters can be achieved after equipping them with advanced equipment and corresponding rationalization and modernization of the workplace itself. Extra (unloaded) and ineffective jobs are identified.
Based on the data obtained, a technical and economic analysis of the characteristics of the workplace is carried out and a decision is made on certification and continued operation of the workplace or its reduction. In the first case, if necessary, measures are taken for additional loading, assigning to this workplace the operations performed at the liquidated workplaces, or it continues to be operated without making changes.
For uncertified jobs subject to reduction, a decision is made to transfer operations to other jobs. In this case, measures are being developed for the sale of equipment, retraining and employment of released workers. Based on the areas to be rationalized, directions, opportunities and deadlines rationalization, measures are being planned to equip with robots and other progressive equipment or tools in order to eliminate heavy, physical and manual labor, and increase its organizational and technical level.
The main tool in the work on certification of manual, physically difficult and low-skilled labor is its accounting card, developed at a number of enterprises. An accounting card is the primary carrier of information about the number of workers engaged in manual labor in certain operations, in certain production departments. At the same time, this is a working document that allows you to plan measures to reduce manual labor and its subsequent mechanization and automation, as well as monitor the progress of their implementation.
The cards are drawn up in accordance with the instructions for filling them out for all technological operations in which, at the time of filling out the cards, the work is performed manually, for which the division commission studies the work performed in all technological operations and establishes the degree of mechanization and automation. Accounting cards are also filled out for those operations that generally qualify as mechanized, but include a number of technological operations and transitions performed manually. The manual labor registration card must also be filled out for professions and manual labor operations in which it is not currently possible to reduce it.
The accounting cards reflect the name of the operation and the profession of the person engaged in manual labor, the content of manual work, the equipment used in the operation, measures to reduce manual labor and the expected economic effect from their implementation. It is valid, as a rule, for a five-year period and is adapted for processing the data reflected in it on a computer. In case of transfer of an item of trade to another department or discontinuation of production, the responsible executive informs the supervisory authority about the changes in order to timely remove the cards from registration or transfer them to another division.
Working commissions in workshops, based on an analysis of manual labor accounting cards, are developing measures to eliminate or reduce it. Activities are coordinated with the factory departments of the chief technologist, production preparation, chief mechanic and chief technologist, automation and mechanization of production. Activities are included in plans for technical re-equipment and scientific and technical development of this workshop.
The factory service responsible for production automation, based on the data obtained, develops a targeted comprehensive program to reduce the use of manual labor (CPRT) for the upcoming period and submits it to the technical council of the enterprise, where it is approved. TsKRPT is an annex of the enterprise's technical re-equipment plan. Duplicate events are counted once.
Activities of the CCRT are mandatory for all departments. In exceptional cases, upon agreement, it may be possible to replace one activity with another that is of equal importance and leads to a reduction in manual labor. The program is sent to the unit that monitors the implementation and accounting of CCPRT activities.
The implementation of labor automation measures ends with the execution of an act of the established form, agreed upon with the relevant departments of the enterprise. The unit that monitors this work draws up a manual labor accounting card based on the implementation results and makes appropriate notes in the scientific and technical development plan of the enterprise. When carrying out activities and eliminating completely manual labor according to this accounting card or transfer of the technical process to third parties the accounting card is archived or destroyed in accordance with the current document flow regulations.
The technical council or the board of directors of the enterprise at least once every six months reviews the results of work to reduce manual labor.
Accounting for the actual availability of workers by profession and level of mechanization and automation is carried out, as a rule, by the labor and wages department of a scientific company on the basis of quarterly labor reports and personnel records data in the context of workshops, production facilities, factories and associations of enterprises as a whole. Based on accounting data and the actual presence of manual technological operations and works, a thematic list of technological operations performed manually and proposed measures for further automation and mechanization of production is developed.
Stimulating work on production automation
Currently, the pace of development is accelerating in all spheres of human activity, but the most amazing changes are observed in the sphere of material production. An increase in the level of development of society is accompanied by a complication of all types of social relations, a change in the lifestyle of each member of society, and the individualization of his life style. This leads to the need to continuously expand the range of goods and services offered to the population, while life cycle traded goods is steadily declining. The principle of “made and sold” is a thing of history; today the main principle of the day is to produce only those goods and services that are needed, produce only when needed, and produce as much as needed. This could not but affect the appearance of the modern enterprise. It must adapt to the conditions of issue of goods by small political parties, and in a large assortment and with frequent changes over a wide range. Enterprises increasingly find themselves in conditions of multi-product, small-scale production. Intense competition forces the enterprise to quickly and at minimal cost restructure itself to produce new products in accordance with market demands.
To withstand such harsh conditions and ensure stable development national economy, it is necessary to carry out a radical reorganization of manufacturing enterprises capable of producing cheap and high-quality goods and guaranteed to receive high arrived regardless of external conditions. The technological essence of such a reorganization lies in a high degree of automation of production and the creation of flexible production systems.
The introduction of production automation turns out to be a reliable means, leading not only to the adaptation of enterprises to new socio-economic conditions, but also to a significant number of purely technological advantages, which ultimately provide a significant increase in the surplus value of products. In addition, automation helps to perform many technological operations that were previously inaccessible to humans. Thus, the introduction of automation contributes to the overall technological progress of society. However, the high cost of automation equipment with very short terms of their moral depreciation keep many managers and entrepreneurs indecisive. This especially applies to small and medium-sized enterprises, which are now becoming more and more numerous, since they do not have large financial opportunities for risk.
Given the paramount importance of automation for the economy countries in general, its socio-economic significance is undoubtedly in country National economic programs and measures should be developed aimed at facilitating the process of introducing automation into production. These measures may represent a system of additional compensation for the costs of purchasing and implementing equipment, a system for providing robots and other automatic equipment in rentau, financial and credit systems stimulating automation. Created with the participation and financial support of the state and regional authorities, these systems provide certain preferential conditions to both manufacturers of automation equipment and enterprises wishing to automate production.
The experience in creating and using in Japan industrial robots and flexible automated systems. This work began here back in the 80s. A number of systems have been developed to encourage enterprises to develop and implement production automation. Of these, the following should be noted: 1. A system for additional compensation of costs for the acquisition and implementation of advanced mechatronic production equipment (computer-controlled industrial robots with expanded functionality); 2. System for providing industrial robots in rentau; 3. A system for providing loans for the modernization of industrial equipment in small and medium-sized enterprises; 4. System for providing new equipment for temporary use; 5. A system of guarantees for companies selling in installments or providing loans for the purchase of advanced machine-building equipment and others.
Stimulating work on production automation is not limited to the national level. Progressive means of labor are successfully introduced in production where these issues are given daily attention, where a system of incentives for these works is thoughtfully created. Financial resources will be allocated for these purposes, plans for mechanization and automation of production are being developed, work is being carried out specifically by creating divisions, departments of mechanization and automation of production are being organized. These works are significantly stimulated by holding competitions on mechanization and automation of production, competitions for the best designer, technologist, for the best division of the enterprise for mechanization and automation of production. To encourage the winners, top places with the presentation of certificates and cash prizes.
Control of any technological process or object in the form of manual or automatic action is possible only if there is measurement information about individual parameters characterizing the process or state of the object. These parameters are very unique. These include electrical (current, voltage, resistance, power and others), mechanical (force, torque, speed) and technological (temperature, pressure, flow, level and others) parameters, as well as parameters characterizing the properties and composition of substances ( density, viscosity, electrical conductivity, optical characteristics, amount of substance, etc.). Parameter measurements are carried out using a wide variety of technical means that have standardized metrological properties. Technological measurements and measuring instruments are used in the control (manual or automatic) of many technological processes in various sectors of the national economy.
Measuring instruments play an important role in the construction of modern automatic control systems for individual technological parameters and processes (ACP) and especially automated process control systems (APCS), which require the presentation of a large amount of necessary measurement information in a form convenient for collection, further transformation, processing and its presentation, and in some cases for remote transmission to higher and lower levels of the hierarchical structure of management of various industries.
Measurements of parameters and physical quantities are based on various physical phenomena and patterns. Measuring circuits using modern achievements of microelectronic technology: microprocessor circuits, solid or semiconductor electrochemical elements and others.
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- (production): Operations that include acceptance of starting materials, their processing, packaging and receipt of finished API.