Statistical method for finding bottlenecks. Balanced Scorecard
The article discusses a method for analyzing and eliminating bottlenecks in technological, logistical and organizational business processes. To study technological, logistical and organizational business processes, the approach of multi-agent resource conversion processes is applied. More and more computational resources are required to model resource conversion processes. In this regard, it is relevant to identify and use new principles for constructing and analyzing multi-agent models of resource conversion processes. The method of analysis and elimination of bottlenecks of the multi-agent resource conversion process is based on the integration of the resource conversion process model, operational analysis of probabilistic networks, multi-agent approach and expert systems. The method of analyzing and eliminating bottlenecks of the multi-agent resource conversion process is programmatically implemented in automated system production of metallurgical products.
automated information system
technological operations
resource conversion process
bottleneck
multi-agent modeling
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Existing methods of analysis and simulation of technological, logistical and organizational business processes often encounter objects in which the number of elements exceeds hundreds. In this regard, to conduct a simulation experiment of such models, more and more computing resources and computer time are required. Technological, logistical and organizational business processes refer to resource transformation processes. The specificity of these types of processes is the existence in their composition of subprocesses (operations) for making and agreeing decisions, subprocesses or control elements, decision makers (DM). To formalize decision maker models and scenarios for making (management and coordination) decisions, this paper proposes to use the apparatus of multi-agent and expert systems. In this regard, the task of developing a new method for analyzing and eliminating bottlenecks in multi-agent resource conversion processes (MPPR) is an urgent task.
A method for analyzing and eliminating bottlenecks in a multi-agent resource conversion process
Let's consider two main elements of the MPPR process (operation and agent) used to analyze and eliminate bottlenecks in enterprise processes (technological, logistical, organizational business processes). The operational analysis of probabilistic networks is used as a theoretical basis of the method.
To evaluate the performance of the operation Op of the MPR process, consider the following parameters: the average queue of requests for the operation QOp_av, the average workload of the operation UOp_av, simple operation due to the lack of PMechOp facilities, simple operation due to the lack of input resources PResOp:
,
,
where TEND- observation time (duration of the process observation interval),
N- number of executions of the operation Op during the observation TEND,
TOP- the duration of the operation Op,
Tact- unit of time,
Count_Mech_unlock- the number of units of funds that are not blocked during the execution of current operations,
Count_Mech_use- the number of units of funds required to start the operation Op,
Count_Res- the current number of resource units,
Count_Res_In- the number of resource units needed to start the operation Op.
Similarly to the queue evaluation, the average state of resources (both input and output in relation to a certain operation or agent rule) is evaluated. To evaluate the use of the tool in the process operations, consider the average workload of the tool UMech_av:
,
where Count_Mech_Lock - the number of units of the tool locked during the execution of current operations,
Count_Mech - total number of Mech units.
We will analyze the statistics of the agent’s functioning based on the average queue of requests to the agent QAg_av and the average workload of the agent processing requests UAg_av:
,,
where
AgSolutIf - agent conditions "If",
AgSolutThen - conditions for the "To" agent.
Let's represent the rules for analyzing the parameters of the MPR process and eliminating bottlenecks (the rules for changing (folding / expanding)) in the form of decision search diagrams (Figure 1). The vertices of the graph have the following designations: 0 - zero value, M - small value, C - average value, B - high value of the corresponding object of the graph (queue, workload or idle time). The dotted lines of the graph transitions correspond to the solutions for the zero and small order queues for the operation, the solid lines correspond to the solutions in the remaining cases.
As a result of the experiment, the statistics of the execution of operations, the functioning of agents, the expenditure and formation of resources and requests, and the use of funds in the operations of the MRM process are formed. Based on the results of the analysis of experiments, bottlenecks are diagnosed, and a decision is made to collapse/expand the MPR process (eliminate bottlenecks). The criterion for stopping the analysis method and eliminating bottlenecks in the resource conversion process is to reduce the waiting time to acceptable values for all blocks.
Changing the MPR process is carried out by the following actions: either by deleting an operation, or by adding a parallel operation; addition/removal (increase/decrease in quantity) of funds used by the operation(s); increase / decrease in the amount of resources; adding or removing an agent rule, deleting an agent.
Fig.1. Diagrams for the search for solutions to the application of the rules of analysis and elimination of bottlenecks in the process of MPPR
The method is programmatically implemented in the automated system for the production of metallurgical products (AS VMP). The preliminary stage of the method is the creation and refinement (modification) of the enterprise process model in the module for creating process models (PMS). Figure 2 shows a flowchart of the method for analyzing and eliminating bottlenecks in the MPR process. Abbreviations used in the figure:
IM - model integration module;
KZ - query constructor module;
OPP - module for optimizing enterprise processes;
SMP - module for creating process models;
TBPI is a typical permanent business process of a metallurgical enterprise for changing production processes.
Rice. 2. General scheme of the method for analyzing and eliminating bottlenecks of the multi-agent resource conversion process
Consider the main steps of the method. The proposed method consists of the following stages (numbering of stages in accordance with the numbering of blocks in Figure 2).
1. If the enterprise process model was previously built in the SMP module, then go to the next stage. When building a simulation model of an enterprise process (in the SMP module), the following submodels are built:
1) generation of objects (units of production (PU) / projects / orders), such an object in the MPRM model can be represented as an instance of an application (transaction) with a set of attributes;
2) the processes of passing objects (technological, logistical and organizational business processes related to the processing of units of production on units and equipment, the transportation of the unused unit and the fulfillment of orders / stages of the project / production operations), in the MPPR model, the route for processing the application is formed by a chain of blocks consisting of converters (operations and agents);
3) supply of consumable resources (raw materials, materials and semi-finished products), in the MPPR model, the resource supply route is formed by a chain of blocks consisting of operations and agents;
4) the operation of means (machines, equipment, units, transport, personnel).
2. In order to update the model for the current processes of the enterprise in the OPP module, it is first necessary to update the values of the model variables by interacting with the KZ and IM modules.
4. Planning the experiment in accordance with the hypotheses put forward. Drawing up an experiment plan consists in choosing such input (controlled) parameters of the model, the values of which have the greatest impact on the values of the output (estimated) parameters of the model.
5. Simulation experiments are carried out in the OPP module. Experiments are carried out according to the plan of experiments until an optimal or efficient solution is found.
6. When diagnosing bottlenecks, the following parameters of the MPR process are analyzed:
1) the utilization rate of the operation, means, agent;
2) the average time of the application in the queue for the operation, agent;
3) downtime due to lack of funds and/or input resources. To assess the dynamics of the operation and the agent, the average queue of requests for the operation, the agent, as well as the average state of the resources are analyzed.
7. As a result of the experiment, the statistics of the execution of operations, the functioning of agents, the expenditure and formation of resources and applications, and the use of funds in the operations of the MRM process are formed. Based on the results of the analysis of the statistics of experiments, bottlenecks are diagnosed and a decision is made to change (fold/sweep) the MPR process. At this stage, the choice of the optimal solution is carried out.
The criterion for stopping the method can also be a decrease in the waiting time to acceptable values for all blocks of the model. This stage is aimed at solving the problem of parallelizing parallel processes in time for the production of units of products included in the order (orders) (in blocks of the simulation model, situations with parallel processing of applications may occur).
8. If at the previous stage it was found optimal solution, then go to the 12th stage, otherwise, to the 11th (see Figure 2).
9. If the optimal solution was not found at stage 9, then the experimental plan is adjusted and the transition to stage 5 is carried out.
10. If at stage 9 an optimal solution was found, then recommendations are made to change the process. This stage initiates the launch of TBPI to improve the enterprise process (technological, logistics, organizational business process) to eliminate bottlenecks.
The method was tested on the task of balancing business process resources.
Conclusion
The task of developing a method for analyzing and eliminating bottlenecks in the multi-agent resource conversion process is solved as a result of the integration of the operational analysis of probabilistic networks, the multi-agent approach, the model of the resource conversion process and the apparatus of expert systems. Rules for analyzing and eliminating bottlenecks (rules for changing) of the multi-agent resource conversion process based on decision search diagrams have been developed. The method is programmatically implemented in an automated system for the production of metallurgical products.
The work was carried out under contract No. 02.G25.31.0055 (draft 2012-218-03-167) with financial support from the Ministry of Education and Science of the Russian Federation.
Reviewers:
Porshnev S.V., Doctor of Technical Sciences, Professor, Head of the Department of Radioelectronics of Information Systems, Federal State Autonomous Educational Institution of Higher Professional Education "Ural federal university them. the first President of Russia B.N. Yeltsin, Yekaterinburg;
Dorosinsky L.G., Doctor of Technical Sciences, Professor, Head of the Department of Theoretical Foundations of Radio Engineering, Ural Federal University. the first President of Russia B.N. Yeltsin, Yekaterinburg.
Bibliographic link
Aksenov K.A. METHOD OF ANALYSIS AND REMOVAL OF BOTTLE PLACES OF THE MULTI-AGENT PROCESS OF RESOURCE CONVERSION // Modern Problems of Science and Education. - 2015. - No. 1-1 .;URL: http://science-education.ru/ru/article/view?id=18538 (date of access: 02/09/2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"
Under the planning of the optimal production program or assortment in a diversified enterprise should be understood as a production or assortment plan aimed at maximizing profits. When developing an optimal program, it is guided by priority, according to which, first of all, products are manufactured or goods are purchased that provide the maximum amount of cost coverage.
The planning of the optimal production program or assortment depends on the capacities available to the enterprise. Therefore, it is first necessary to check whether there is a bottleneck in the manufacturing process.
A bottleneck is understood as a lack of production capacity in the process chain, determined by some component: equipment machine time, production area, personnel, materials, transportation, etc.
Checking for bottlenecks is carried out by calculation. To do this, the maximum number of products planned for manufacture is multiplied by the value of the analyzed component. For example, if we are talking about the machine time of equipment, the number of parts planned for production is multiplied by the machine hours of the machine, unit or apparatus. The calculated value should not exceed the maximum allowable value in the operating instructions for the equipment. Storage capacities are calculated in the same way. finished products, consumption of heat and electricity. energy, staffing, etc.
If the obtained value exceeds the power available in a given period, they say that there is a bottleneck. In this situation, the development of an optimal production program based on the amount of coverage of unit costs is impossible. The amount of coverage of unit costs should be made dependent on the required load on the bottleneck. In this way, the relative amount of coverage is calculated ( db rel.), which shows the ratio of the difference between the price ( R) and variable costs per unit of production ( kv) to the required capacity bottleneck load:
On practice greater value is given to relative rather than absolute amounts of coverage of unit costs, tk. loading of bottlenecks is usually unequal. The production program or assortment should be drawn up in such a way that, with the fullest possible utilization of production capacities, the highest result of the enterprise's activity is achieved.
When planning an optimal production or assortment program, it is necessary to distinguish between three cases, which are presented below:
Example:
The company manufactures a range of products A, B, C and D. The accounting department has the following data for the reporting period:
a) Determine the optimal production program and the result of the enterprise for the reporting period based on
1) accounting for full costs
2) accounts of the amounts of coverage of costs
b) How will the production program and the result of the enterprise, established by the cost-coverage account, change if the production capacity is limited to 35,000 hours, and the production of a unit of each product would have the following need for machine time:
Decision:
a) 1. Accounting for full costs:
When using the full cost accounting system, the criterion for making managerial decisions is the profit or loss from the manufacture and sale of a unit of production: all profitable products are accepted into the production program, i.e. the price covers the variable and fixed costs per unit of output (= cost price).
According to the full cost accounting system, product A should no longer be manufactured, since it has a negative result from the sale of a unit of production. However, the fixed costs associated with this product, come further, since they do not decrease during short term. In order to calculate the profit or loss for the reporting period, it is necessary to take into account the share fixed costs coming from product A in the amount of (140 € - 80 €) × 4.000 pcs. = 240.000 €. Thus, the result of the company's activities for the reporting period is +/- 0 €.
2. Account of the amount of coverage of costs:
The decision on the choice of the optimal production program is made on the basis of the calculation of the amounts of cost coverage. Since there are no bottlenecks in this case, all products with positive unit cost coverage are accepted into the production program.
Product A remains in the production program because it has a positive cost coverage and contributes to its own fixed costs. From the total cost coverage for products A, B, C, and D, the fixed costs must be subtracted as a single unit.
The result of the company's activities in reporting period is:
620.000 € – 420.000 € = 200.000 €.
b) First you need to check if there is a bottleneck in the manufacturing process. The machine time of the equipment required to manufacture four products has the following values:
Since the company has only 35,000 hours at its disposal, there is a bottleneck to produce the maximum number of items required. If the managerial decision were made on the basis of the absolute amounts of cost coverage, the production program would be planned based on the hierarchy (ranking) of each product in terms of the amount of coverage of unit costs, i.e. in the following order: first two places (rank I) – products B and C (db = 100 €); third place (rank III) - product A (db = 50 €) and fourth place (rank IV) - product D (db = 40 €). Thus product D would fall prey to the bottleneck. a short time production of one product.
Acceptance criterion management decision in the case of a bottleneck is the relative amount of cost coverage. In this case, such a criterion is the amount of coverage of specific costs per one hour of machine time of the equipment.
Since product B exhibits the highest relative amount of unit cost coverage, this gives it the right to be manufactured in full, i.e. 2.000 items. This will require 10,000 hours of machine time. The product is then made with the second largest relative coverage amount (C), also up to the maximum realizable limit. Product D is released next, with the third highest rank. The remaining 11,500 hours are not enough to make 4,000 pieces of product A. Only:
The amount of cost recovery from the production of product A is 56,250 euros less if there is a bottleneck than if there is no bottleneck. This amount corresponds to a decrease production result. The result of the company's activity is:
563.750 € – 420.000 € = 143.750 €.
Attention! In the example considered, the relative cost coverage amounts were calculated by dividing the absolute coverage amounts by the bottleneck load in production capacity (machine time) normalized to the number of products, i.e. hours/piece If the indicator characterizing the bottleneck is expressed as, for example, performance, i.e. pieces / hour, then the absolute amount of coverage should not be divided, but multiplied by the value of this indicator, because it is already related to the production capacity consumed in the bottleneck.
Example:
When planning a production program industrial enterprise the following data must be taken into account:
Fixed costs in the reporting period reached the level of 100.000 €.
a) Determine the production program and the result of the enterprise for the next period using the cost-coverage account!
b) The available machine time of the equipment on which products A, B and C are made is 12,000 minutes. What conclusions can be drawn to determine the optimal production program and the result of the enterprise?
c) How will the production program and the result of the enterprise change if the price of product C increases to 230 euros, and the minimum required number of products is 1,000 units?
Decision:
a) The determining criterion is the absolute amount of cost coverage (db), because there are no bottlenecks:
Products B and A make the highest contributions to fixed costs. Item C should be excluded from the production program because it has a negative cost coverage.
Determination of the result of the enterprise:
b) Step 1: Checking for a bottleneck in the production process:
Product C should already be excluded from the production program, since it shows a negative absolute contribution to covering fixed costs. The machine time of the equipment required for the manufacture of products is:
Since the machine time is limited to 12,000 minutes, there is a bottleneck in the production of products A and B.
Step 2: Determining the relative amounts of cost coverage:
The machine time required to manufacture product A is 4,000 minutes, i.e. 6,000 minutes less than product B. At the same time, the relative cost coverage of product A is higher than that of product B. Product A is preferred.
3 step. Determining the optimal production program:
Since product A generates a higher relative cost recovery amount, it is allowed to be manufactured in a maximum quantity of 2,000 units. This requires 4,000 minutes of production capacity (equipment machine time).
Example of a business process description
A simple example of a "business process" is making a breakfast sandwich. When performing a process description, there are small subtleties that it is desirable to observe. Get acquainted with the description of the process of making a sandwich:
1. Prepare the components;
2. Cut off a piece of loaf with a knife;
3. Spread butter on a piece of loaf.
The description is built from individual operations. Each operation ends with a specific product ( see table. 3)
Table 3 - An example of a business process description
Process description requirements:
1. The description of the process should be complete and concise. It should not be too detailed, detailed. So, for example, it is not necessary to include in the description of the process actions like “take a knife in your hand”, “separate part of the butter with a knife”.
2. The description of the process must be consistent, without gaps important elements. The sequence of operations can be built and controlled using the question "why?"
For example: "Prepare components" why? To "Cut off a piece of loaf"
Why "Cut off a piece of loaf"? To "Spread butter on a piece of loaf."
3. The description of each operation of the process begins with a verb in the indefinite form "Cook ...", "Cut off ...", "Spread ...".
It is allowed to use the third form of the verb: prepares, cuts, spreads.
According to G.S. Altshuller: "Bottleneck" is workplace, operation (function, task), sometimes a specialist, where additional time, effort, finances are required, material resources. The peculiarity of a bottleneck is that it is felt as an inconvenience, but few people think about it - what is the reason why it exists? Having found such a place, one can formulate a problem, but it is more beneficial to formulate a contradiction as a sign of the presence of a future “strong and beautiful solution”.
When describing business processes, all business processes are divided into four groups, each of which has its own distinctive features.
Figure 25 - Business process groups
To the group major include the following business processes:
1) processes that add value to the product that the company produces;
2) processes that create a product that is of value to an external client;
3) processes, the direct purpose of which is to generate income;
4) processes for which the external client is willing to pay money.
A distinctive feature of the main processes is that they are directly involved in the implementation of the company's business areas. In most cases, the list of core business processes is a mirror image of the company's business line tree. In addition to this about the main business processes determine the company's revenues. It is they who determine the profile of the business, they are of strategic importance. In no case should they be outsourced, because the organization will lose its competitiveness. It is these processes that a competitive company must be able to perform better than others in its industry. As the company functions, the main business processes evolve or die depending on the market demand and the company's strategy.
Table 4 - Characteristics of the main business processes
Example of basic processes top level for a company that produces and sells clothes and shoes is shown in Fig. 3. The materials for the production of clothes and shoes are the same - leather, fabrics, etc. Therefore, the process of “purchasing materials” will be the same for clothes and shoes: after all, some quantity of materials, and then they are sorted into the production of clothing and footwear.
Figure 26 - An example of the main top-level processes for a clothing and footwear company
Supporting business processes. Unlike the main providing business processes have other goals and purposes. While core business processes bring in money by producing a product and satisfying customer needs, enabling processes support the organization's infrastructure. Clients are not ready to pay money for them, but these processes are necessary for the company to exist. The clients of supporting processes are usually departments and employees of the organization, who are called internal clients when describing the processes. Business processes such as administrative and economic support, security, legal support, etc. are considered as providing.
Supporting processes include:
processes whose clients are the main processes, structural units and employees of the organization;
processes that support an organization's infrastructure.
Enabling business processes can produce products that are suitable for sale on foreign market, but these products are not primary, they are secondary, or by-products. Supporting business processes are not of strategic importance. As the company continues to function, a decision may be made to make a by-product the main product. In this case, the supporting business process becomes the main one. There is also an opposite perspective - a company can outsource its supporting business process, if during external environment There are other organizations that can this business process cheaper, faster and more qualitative due to its specialization and the availability of greater competence and experience.
Table 5 - Characteristics of supporting business processes
Management processes are also providing. They are not needed for an external client, but they are needed for the management of the company, because it is these processes that allow you to manage the company, ensuring its survival, competitiveness and development.
The management group includes the following business processes:
1) processes that ensure the survival, competitiveness and development of the organization and regulate it current activities;
2) processes, the direct purpose of which is to manage the activities of the organization.
Distinctive features management processes is their typical structure. The difference between management processes is determined by the specifics of the management objects they manage. For example, the "Financial Management" business process manages the "money" object, the "Marketing Management" business process manages the "customer" object, the "Personnel Management" business process manages the "personnel" object, etc.
Table 7 - Characteristics of business management processes
Figure 27 - Typical structure of business management processes
Any management process fits this diagram. If we take the “Budgeting” process, then the “Planning” stage will be called “Budgeting Development”, the output of which will be financial and operating budgets. Further, the implementation of budgets is ensured, the achievements are taken into account, etc. If we consider the process “ Strategic management", then the first stage will be called" Strategic planning”, the output of which will be a strategic plan.
The last group of business processes that remains to be considered is business processes development.
Development business processes represent investment activities where efforts are made today and results are obtained after a certain period. What is a project? A project is a process that is implemented once, after which it ends its existence. He is being replaced new project, and this situation is repeated many times.
Table 8. Characteristics of business development processes
We will calculate the planned load of equipment and determine the "bottlenecks". We will build a production schedule and analyze the production program for its feasibility.
Identification of bottlenecks in the production program. Calculation and balance of equipment load when planning production.
Any production manager regularly asks himself the question “Will he be able to complete all planned orders on time. Is the production capacity of the enterprise sufficient for this? How intense is the work expected in this planning period?
This video will demonstrate the modules of the TCS system, allowing, firstly, calculate and analyze volume indicators of equipment loading in the time period of interest, and secondly, visualize calendar plan production in the form of a Gantt chart with simultaneous display of the load of the equipment of interest.
So, as initial data in the TCS system, production orders for finished goods- mounting cabinets in various configurations and quantities, and an order for the manufacture of unified components own production to maintain stock levels.
Each of these orders has an estimated release date. For commodity orders, this is usually the terms of the contract; for an internal order, this is approximately the middle of the month. Recall that we have a certain stock of unified components (reserve) in stock, from which orders will be completed in the first half of the month. And the positions of the internal order made by the middle of the month will be used to restore the warehouse reserve and complete the remaining orders of the period.
The next step is to calculate launch dates for commodity items and their components, as well as components manufactured by a separate order for a warehouse of unified parts. Select all production specifications planning period and run the macro " Launch/Release Date Calculation".
As a result, for all manufactured parts and assembly units we receive estimated dates for the start and end of production, calculated on the basis of the given deadlines and the applied technological processes.
Let's make these production specifications working, and we will get on the corresponding tab nomenclature production plan. It lists the items with the quantity to be produced and the timing.
So, the earliest release date for the batch is February 18, the latest release date is March 23, 2010.
On the tab "Technical process" provides more detailed information, namely the plan for operations. Those. a list of all the work that needs to be done to produce all the planned items. For each work, the complexity of its implementation is calculated, and also in accordance with technological process equipment, workshop, site, profession and category are displayed.
Also, the TCS system maintains information about the machine park of the enterprise, i.e. the actual quantity of each model of equipment and their availability in departments. For example, we have an Amada press and a FINN-POWER press in the first section of the seventh workshop, welding equipment in the second section, and tables for assembly and control in the third.
To assess the feasibility of this plan, we use the module "" of the TCS system. Let's set the start and end dates of the period in which the planned work is supposed to be carried out, namely February 18 and March 23, 2010. Let's do the calculation.
As a result of the calculation, a list of all models of equipment used to perform the work is displayed. It indicates which groups it belongs to and where it is located. For each model, the working time fund is calculated in hours for a given period. The calculation takes into account the amount of this equipment in the unit and the schedule of its scheduled repairs and maintenance. Also, it is calculated how many hours in total this equipment will be busy performing scheduled operations. The last column shows the planned load.
In practice, depending on the size of the enterprise and its structure, this list can be very large (many workshops, sections, models). Realistically, it can be difficult to work with such a volume of information. Therefore, for convenience, you can use various settings.
For example, to show the loading of only one unit of interest to us. Let's choose the first section of the twelfth workshop or the second section of the seventh workshop. You can show the download only of interest to us Equipment groups, for example, Control . The equipment of this group is present in different divisions of the enterprise.
To quickly identify potential bottlenecks in our production plan, it is enough to enter load threshold. Let's introduce 70%, assuming that the equipment, the load of which exceeds 70-80% in the planned period, constitutes the so-called risk group. Hide lines with less load. In our example, only the hydraulic coordinate turret press FINN-POWER will load more than 70%, i.e. for the plan for March, it is the very bottleneck.
Random outage this equipment can lead to disruptions in the execution, if not of the entire plan, then of many orders of the planning period. Which usually leads not only to financial penalties, but also to non-financial losses. For example, this negative event can also affect business reputation enterprises.
We will study what equipment should also pay special attention to. We enter a threshold value of 50% and simply color such lines in the selected color. Amada press brake has been added to FINN-POWER, its estimated load is 57%. All other workshops and equipment in them are not so heavily loaded and, most likely, will not require increased attention from the planner.
Thus, using the module "", we can draw the following conclusions:
Let's implement or not implement, in principle, our plan. The criterion for this assessment will be the excess of 100% load for any model. If somewhere the load is more than 100%, then no one will help modern methods production schedule optimization. In this case, it is necessary to increase the equipment operation fund, i.e. either increase the time period or hire additional staff, who will work on the second shift, or run a second copy of the equipment nearby.
The plan of our example does not have any position, in which the load value would exceed 100%. This means that, at least theoretically, it is possible to complete the given amount of work on time using the existing equipment. We will implement or not implement the plan in the realities of our production. This assessment also makes it possible to draw a conclusion about the feasibility of the presented plan, but not theoretically, like the first one, but closer to life and individual characteristics each production. For example, it is obvious that the equipment load of 99% will allow the plan to be fulfilled only under working conditions without failures, delays and downtime, when all systems are duplicated and robots work at the enterprise. In reality, failures and delays happen regularly for various reasons. Either the material was not delivered on time, or the machine was not adjusted, or the worker fell ill, or there was an accident in the power grid, etc. etc. Therefore, at each enterprise, even for different workshops and sections of this enterprise or different kind works, this criterion has a different meaning. For example, for one section, a load of 80% is considered critical, and for another - 60%.
Those. for each type of work or area, a comparison can be made with the corresponding individual threshold value, which experienced planners usually know from practice. Does the structure of the machine park existing at the enterprise correspond to the production program. Such a conclusion will be especially useful for enterprises with a stable production program, i.e. production plan which can be built in advance, and it is not subject to strong changes from month to month.
In our example, most equipment models are not loaded even by 40%, while the loading of the FINN-POWER press reaches a critical value. If such a state of affairs took place in serial production, then in order to increase the volume of production, we should first of all buy procurement equipment.
