“Иқтисодиёт ва инновацион технологиялар” илмий электрон журнали. № 3, май-июнь, 2018 йил
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00035)
MODERN METHODS OF PRODUCTION CAPACITY USAGE MANAGEMENT IN
TEXTILE ENTERPRISES
B.O.Tursunov,
PhD student, TSUE
E-mail:
Abstract:
The article discusses modern methods of managing usage of production
capacity at textile enterprises. The author revealed that using of modern tools for planning
the production process and design documentation is one of the key actions in increasing the
efficiency of the use of production capacity in textile enterprises.
Аннотация:
В данной статье обсуждены современные методы управления
использованием производственной мощностью на текстильных предприятиях.
Автором выявлено, что применение современных инструментов планирования
производственного процесса и оформления проектной документации является
одним из ключевых действий в повышении эффективности использования
производственной мощностью на текстильных предприятиях.
Аннотация:
Ушбу мақолада тўқимачилик корхоналарида ишлаб чиқариш
қувватларидан фойдаланишни бошқаришнинг замонавий усуллари ёритилган.
Муаллиф томонидан ишлаб чиқариш жараёнини режалалаштириш учун замонавий
инструментлардан фойдаланиш, ишлаб чиқариш қувватларидан фойдаланишни
бошқариш самарадорлигини оширишнинг энг муҳим омилларидан бири эканлиги
аниқланган.
Key words:
textile enterprises, production facilities, efficiency, resources, production
units, planning.
Introduction
Nowadays, textile and light industry occupies an important position in the economy of
the Republic of Uzbekistan and are at the center of industrial production. This sector
produces products for public consumption, which, in turn, ensures a large portion of the
market. Additionally, industry provides a large number of jobs for the country's population,
including the employment of women in the industry, which allows them to maintain a
demographic balance in industrial areas. One of the most important factors is the growth of
export potential. The growth of export potential is directly proportional to the economic
potential of the country and the growth of the living standards of the population.
Uzbekistan currently has a large and diversified textile and light industry network. Its
share accounts for 25 percent of industrial output and 13 percent of its production capital.
At the same time, 32% of the industrial workers of the republic are working there.
Uzbekistan has a rich raw material base (cotton, wool, karakul, silk) for the development and
provision of all sectors of the light industry, and also
adequate conditions for the rapid development of the economy (natural climatic, territorial
and labor resources). The light industry of the Republic is developing at high rates. If in 1991
7% of cotton produced in our country was processed, today it is above 35%. [16] At the
present time, by “Uztukimachisanoat” assosiation doing works for increasing labor
productivity, filling the domestic market with quality products, increasing export capacity
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and creating additional jobs. This, in turn, requires the efficient use of production capacities
and determines the relevance of the research topic.
Literature review
The main methodological views were formed in classical works of scientists of A. Smith
[1] (Scotland), J. Art. Mile, K. Menchera, D. Nort (USA) and A. Marshall. Also, questions of
business assets were discussed in scientific works of foreign scientific economists of E.
Adam, R. Vilda, S.Gupta, V.Starr [11] (India), S.Kumar, N.Suresh [12] (India),
Güneçıkan Ö.
[13] (Turkey), V. J. Stephenson and R. Chase [2]. In the field of a theoretical basis and feature
of management of production capacities of the enterprises of light industry scientists from
the CIS countries G. A. Alexandrov, P. G. Bunich, V. A. Vodyanov [3], N. L. Zaytsev [4], I. M.
Petrovich [5], R. A. Fatkhutdinov [6] and A. A. Balabins [7] conducted researches. In their
scientific works questions of management of production capacities of the industrial
enterprises are considered. Organizational and economic aspects of problems of the textile
enterprises are investigated in works of scientists V. N. Privalov [8], Yu.V. Zabaykin [9] and
N. B. Kaparov [10].
In Uzbekistan the leading local scientists
–
economists M.Sharifkhodzhayev,
S.S.Gulyamov, B.Yu.Khodiyev, Y.Abdullaev, Sh.Zaynutdinov, N.K.Yuldashev, B.Goyibnazarov
and O.Aripovs were engaged in theoretical questions of management of the industrial
enterprises and organizational features. But the review of studying of these literatures
indicates that modern methods of management of use of production capacity in textile
enterprises are not studied rather deeply. In above
–
stated researches and in scientific works
the didn’t pay attention to the problem of
increasing performance of production capacity
usage in textile enterprises.
Research Methodology
From our point of view, we should agree with a number of authors who consider it
necessary to divide organizations into closed and open systems in order to develop criteria
for assessing the effectiveness of management. The reasons for this division are differences
in the assessment of the factors influencing the effectiveness of management. Thus,
measurement of management effectiveness in closed-type organizations is based on
indicators characterizing the use of internal resources and internal processes occurring in
the enterprise. The main indicators characterizing the effectiveness in such systems are
those that provide measurement of changes, or the volume of output, works, services, or
profit per unit of costs. The application of these criteria as a whole does provide an
assessment of the adequacy of the level of "return" on invested capital. In this paper we
used scientific abstraction, scientific accuracy and econometric methods. To test the
proposed method statistical data has been taken conditionally and used data of the
enterprise “N”.
Analysis and results
To assess the effectiveness of management of the use of production capacity in
industrial enterprises can be both qualitatively and in quantitative terms, that is, comparing
the result with the cost of obtaining it. Evaluate the effectiveness of managing the use of
production capacity in industrial enterprises at the level of each enterprise separately, taking
into account the requirements set by the governing structures and owners of organizations
for the level of the above parameters. This is a kind of internal complex parameter of each
enterprise functioning separately, a set of characteristics of individual management entities,
“Иқтисодиёт ва инновацион технологиялар” илмий электрон журнали. № 3, май-июнь, 2018 йил
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their ability to deliver the goal appropriate to the scale of the organization and make efforts
to achieve it.
Fig.1. Schedule of comparative analysis of capacity utilization.
In Fig. 1, the vertical axis of ordinates is also the value of the production capacity M
(in the capacity values of the shop), and the value of the output volume V (in the norm-
hours) in the same structural subdivision. they have the same dimensions of the analyzed
quantities. If you postpone the current time on the abscissa, it is easy to conclude that with
the intensification of the material flow in the network of shops and production sites, which
occurs when solving the tasks of developing marketing and continuously increasing
production volumes, all workshops and production sites sooner or later pass from the
reserve zone production capacity (M> V) to the production capacity deficit zone (V>C).
The points of such transitions are dispersed in time. This fact allows us to develop a
set of organizational measures to prevent inconsistencies in the analyzed values by
developing and implementing various scale projects for the reconstruction of production
units in which (V
calculated
>C
project
).
Time-dispersed transition points from the reserve zone to the production capacity
deficit zone (t1, t2 ..... ti) can be refined in numerical form to determine the values of the
intervals of the reconstruction (t
min
,
t
max
):
=
”ђ
t
t
•
t
t
dt
М
dt
t
v
k
1
min
1
р
)
(
(1)
𝑉(𝑡
𝑚𝑎𝑥
) = 𝑆
𝑚𝑎𝑥
∙ 𝐹
(2),
here
tmin - the earliest period of reconstruction;
tmax - the latest period of reconstruction;
tok - estimated payback period of investments, determined in t1;
t1 - the period of the previous reconstruction, expansion or construction of the
workshop (site creation);
V
j
C
i
t
1
t
2
t
3
t
4
t
5 . . .
t
i
T
Cpr
i
V
j
“Иқтисодиёт ва инновацион технологиялар” илмий электрон журнали. № 3, май-июнь, 2018 йил
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V (t) - function of change of volumes of release of production in time;
K - the coefficient of change of the reduced costs from the moment t1;
Cpr - design production capacity (throughput);
Smax - the maximum possible number of pieces of equipment in the shop or on the
production site;
F is the annual effective (effective) fund of the unit's operating time per year.
The optimal reconstruction period is usually in the interval (t
min
,
,
t
max
).
There are two options for performing the calculation:
a) the first option is the calculation of the empirical dependence by the mean value
method on the calculator;
b) the second option is to check the correlation relationship and calculate the empirical
polynomial dependence on a computer using the POLINOM program.
On the first variant of calculations it is necessary to perform the following actions:
1. for the data in the table (note: the current date of the top row of the table is set by
the teacher), determine by the average method the equation of the experimental
production volume change curve by years - V (t) (in this case it is a polynomial of the first
degree);
2. To perform calculations, set the calculator on the monitor using the "start" button
(in case of calculations in the display class);
3. Calculate the deviation values ei of the experimental values from the regression line
for the system of equations:
{
𝑒
1
+ 𝑒
2
+ 𝑒
3
+ 𝑒
4
= 0
𝑒
5
+ 𝑒
6
+ 𝑒
7
+ 𝑒
8
= 0
(3)
4.
on the basis of this system of equations determine the unknown coefficients a
and b of the regression equation
𝑉(𝑡) = 𝑎𝑇 + 𝑏
(4)
5. To verify the results, construct an appropriate schedule for changing the output by
year.
6. Solve equations (1) and (2) for the following data
* - calculated values (without index reporting data for previous years);
Rc = 1 - coefficient of change of the reduced costs from the moment t1;
Cpr = 670,0 thousand n-h - design production capacity (throughput);
Smax = 180 - the maximum possible number of pieces of equipment in the shop;
Table-1.
Changing in production volumes in
“
N
”
enterprise
Years
2010
2011
2012
2013
2014
2015
2016
2017
V(t),
thousan
d hr-
hour
539,5
582,0
601,7
597,7
669,6
664,2*
721,1*
774,3*
Source: statistical data has been taken conditionally.
F = 4015 hours. for a two-shift operation mode - the annual effective (effective)
fund of the operating time of a unit of equipment per year.
Calculations of the regression line and the timing of reconstruction:
{ 539,5 = 𝑎 ∙ 4 + 𝑏,
774,3 = 𝑎 ∙ 11 + 𝑏
“Иқтисодиёт ва инновацион технологиялар” илмий электрон журнали. № 3, май-июнь, 2018 йил
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234,8 = 7𝑎
𝑎 = 33,54.
539,5 = 33,54 ∙ 4 + 𝑏
𝑏 = 405.
𝑉(𝑡) = 33,54 ∙ 𝑡 + 405
∫ 33,54 ∙ 𝑡 + 405𝑑𝑡 ∫ 670𝑑𝑡
4+5
4
4
4
Payback period 5 years
33,54 ∙ 𝑡
2
2
+ 405 ∙ 𝑡
2
= 670 ∙ 𝑡
33,54 ∙ 𝑡
𝑚𝑖𝑛
2
2
+ 405 ∙ 𝑡
𝑚𝑖𝑛
− (
33,54 ∙ 4
2
2
+ 405 ∙ 4) = 670 ∙ 9 − 670 ∙ 4
16,77 ∙ 𝑡
𝑚𝑖𝑛
2
+ 405 ∙ 𝑡
𝑚𝑖𝑛
− 5239,68 = 0
In solving this quadratic equation, the following roots are obtained:
𝑡
min 1
= −33,49
(has no physical meaning)
и
𝑡
min 2
= 9,32.
0,32 ∙ 365 = 117
Thus, the deadline for completion of work is April 27, 2019.
33,54 ∙ 𝑡 + 405,34 = 180 ∙ 4,015
𝑡 = 9,46
0,46 ∙ 365 ≈ 168
The maximum deadline for completion of works is June 7, 2019..
𝐾
𝑛
=
𝑠𝑒𝑐𝑜𝑛𝑑𝑎𝑟𝑦 𝑡𝑖𝑚𝑒
𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝑡𝑖𝑚𝑒
𝐾
𝑛 2−25
=
199
238
= 0,83
𝐾
𝑛 2−24
=
157
231
= 0,67
𝐾
𝑛 2−22
=
157
186
= 0,84
𝐾
𝑛 2−19
=
141
144
= 0,95
𝐾
𝑛 2−16
=
108
112
= 0,8
𝐾
𝑛 2−11
=
44
77
= 0,57
𝐾
𝑛 2−10
=
27
63
= 0,42
𝐾
𝑛 4−10
=
35
42
= 0,83
𝐾
𝑛 4−10
=
21
42
= 0,5
𝐾
𝑛 11−14
=
14
14
= 1
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𝐾
𝑛 13−17
=
14
35
= 0,4
𝐾
𝑛 16−20
=
14
35
= 0,4
𝐾
𝑛 19−23
=
14
35
= 0,4
𝐾
𝑛 24−26
=
7
7
= 1
𝐾
𝑛 11−28
=
30
175
= 0,17
𝐾
𝑛 11−29
=
56
210
= 0,26
After determining the empirical dependence, it is recommended to perform an analysis
of the capacity utilization through the ratio of the volume of production and the size of the
production capacity and determine the terms of reconstruction or technical re-equipment
according to formulas (1) and (2) for structural divisions of the enterprise that have large
imbalances in production capacity.
The next step is to create a graph-tree target program. Targeted programs differ from
other methods of organizational design of processes: definition of goals, optimization of
means of their achievement and used resources, evaluation of project effectiveness,
development of special tools for program management. All these works are carried out on
the basis of modeling and optimization of the organizational system.
The definition of program objectives usually starts from a general goal. Practice has
developed special ways of formulating goals: they must contain a description of the
expected result, beginning with the verb in the imperative mood and in an indefinite form.
In many cases, such formulations contain numerical characteristics of the timing and key
indicators of the expected results.
On the basis of the general goal, they often formulate the goals of the second, third
and subsequent levels. They are usually called tasks. Tasks are defined by the same rules as
the general goal, but in more detailed decomposition. If the complex of tasks of each
subsequent level in accordance with the rules of formal logic generalizes the complete
decomposition of the general goal (or tasks of the previous level), then it is possible to
construct a tree-graph of program goals.
The goals and objectives of the program can be distributed at the hierarchical levels of
the management system, in this case the enterprise, in order to ensure their visibility and
specific distribution of responsibility for the executors of the target program. For simple
programs, goals and objectives are sometimes formulated simply by enumerating them.
Each goal of the lower hierarchical level, which should be understandable to the
responsible executor, is associated with a specific set of tools and resources to achieve them.
This is, as a rule, a list of works performed. The ways of presenting it can be different - it can
be just a list of activities, distributed by specific performers, it can be a network fragment of
the structural mathematical model of the organization process, it can be a schedule, or
another timetable for the organization process in time.
Discussion of research results
Optimization of network graphs, both general and local, is designed to reduce the time
and money spent on the development of projects, which envisage organizational projects.
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The solution of this problem is first sought in the way of improving the structure of the work:
1. Increase their parallelization (for example, for the enlarged network schedule,
ensure the technological design of the products are carried out at the design stages and
stages of work, and the design of reconstruction works - at the stages of technological
preparation of production);
2. Differentiation of some labor-intensive works on series, lines, starting complexes
(for the above example, the design and manufacture of technological equipment is divided
into turn);
3. Elimination of some non-essential works (in the above example, replacing work (8-
10) - "Development of a robotic line layout" on a fictitious one allows to shorten the length
of the critical path by 7 days), etc.
The next steps of optimization, besides said, involve redistributing resources from non-
critical paths to the work of the critical path. For this, in particular, often redistribute the
performers between works of the same type of professional content.
Other important means of reducing the time and resources required to perform work
according to the network schedules are:
1. Unification of works - in this regard, in practice, widely use the ESKD standards
(unified system of design documentation), ESTD (unified system of technological
documentation), other unified systems of organization of processes (development of
organizational and administrative documentation, technological preparation of production,
production of new products for production );
2. Automation of processes - to solve this problem in the practice of organizational
design are widely used
CAD - CAD systems;
ASTPP - automated systems of technological preparation of production;
SAP - automated programming systems;
ASNI - automated systems of scientific research;
automated systems for examination of investment projects and other systems of
automation of organizational processes.
3. Development of technically justified time norms for the performance of works most
frequently used in organizational design (rationing of labor in scientific organizations and
engineering services of enterprises, rationing of the work of managers, specialists and
employees, rationing of labor of all categories of workers, including those engaged in
servicing production; microelement standards of time, the use of mathematical methods
and computer technology in the normalization of labor, the application of photographs of
the working day and the nometazha at the analysis of labor, the development of special
instruments for timekeeping observations);
4. Professional development of performers on the basis of targeted training of
specialists in the system of higher and secondary vocational education; wide application of
innovative methods of training specialists; retraining of staff; remote self-education in
computer networks; development of new technologies for use in organizational projects and
other methods aimed not only at reducing the time and money spent in organizational
design, but also ensuring the indispensable development of objects of organizational design
based on scientific and technological progress.
In the course of the work, various methods of mathematical modeling and optimization
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of design solutions were studied and applied on the basis of: determination of regression
dependencies, calculation of typical integrals on this basis, structural optimization of the
organizational solutions of the target program, preparation of initial data for simulation on
SPSS, and use of normative documentation for the design of the project. The knowledge and
practical skills obtained in the course of this course work can be used later in the
development of various schedules for the organization of production, for the design of
business plans, the design and design documentation for reorganization.
Conclusions and suggestions
The conducted studies showed that the problem organization of effective use of
production capacity is quite complex and covers a wide range of tasks. But It should be noted
that the main one is the identification, analysis and justification of the feasibility of creating
reserves for production capacity associated with the need to eliminate the causes of
disproportions in production. Along with, the problem of reservation production capacity is
one of the important directions ensuring sustainable development of enterprises taking into
account market requirements marketing-production and instability of economic relations.
In the conditions of uncertainty of the external environment, enterprises can there are
situations when it is required to attract additional reserves which causes temporary
disproportions in production facilities different production sites and divisions. At the
enterprise there may be contradictions and imbalances in activities, which will negatively
affect the efficiency of production, cause violations of the coordinated functioning of all
production links. Elimination of consequences of imbalance in production predetermines
the need to ensure an adequate level of proportionality in capacity through redistribution
of resources, creation and regulation of the use of various production varies in space and
time.
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