Production capacity is an estimated indicator of the maximum or optimal volume of production for a certain period (decade, month, quarter, year).

Optimal production volume are calculated to determine the moment at which the fact of supplying the market needs with products will be achieved, as well as the necessary supply of finished products in case of changes in the market situation or force majeure circumstances.

Calculation of maximum production volume necessary to analyze the product reserve when the enterprise is operating at the limit of its capabilities. In practice, to visualize production capacity, an annual production plan (production program) is drawn up.

Production capacity of the enterprise assessed in order to analyze the level of technical equipment of production, to identify intra-production reserves for increasing the efficiency of using production capacities.

If the production capacity of an enterprise is not fully utilized, this leads to an increase in the share of fixed costs, an increase in production costs, and a decrease in profitability. Therefore, in the process of analysis, it is necessary to establish what changes have occurred in the production capacity of the enterprise, how fully it is used and how this affects cost, profit, break-even and other indicators.

Calculation of enterprise production capacity

Production capacity is determined both for the entire enterprise as a whole and for individual workshops or production areas. To determine the maximum possible volume of product output, the leading production areas are taken as a basis, which are involved in the main technological operations for the manufacture of products and carry out the largest volume of work in terms of complexity and labor intensity.

Power calculation

In general productive capacity (PM) of the enterprise can be calculated using the following formula:

PM = EPI/Tr,

where EPI is the effective operating time fund of the enterprise;
Tr - labor intensity of manufacturing a unit of production.

Effective working time fund calculated based on the number of working days in a year, the number of working shifts in one working day, the duration of one working shift minus the planned loss of working time.

As a rule, enterprises keep statistics on lost working time (absenteeism due to illness, study leave, etc.), which can be reflected in the balance of working time necessary to analyze the use of working time by enterprise employees.

Let's calculate the production capacity of Alpha LLC, which produces chairs. If the company operates eight-hour work shifts only on weekdays, we will use the data from the production calendar for the corresponding year and find data on the number of working days in a year.

The effective operating fund of the enterprise will be:

EPI = (247 work days x 8 hours) – 14.2% = 1693 h.

Labor intensity of manufacturing a unit of production must be reflected in the internal regulatory documents of the enterprise. As a rule, for each type of product, a manufacturing enterprise creates standard labor intensity, measured in standard hours. In our case, let’s consider the standard for manufacturing one wooden chair at a manufacturing plant, equal to 34 standard hours.

Productive capacity Alpha LLC will be:

PM = 1693 hours / 34 standard hours = 50 units.

When calculating, the amount of equipment is taken into account. The more equipment an enterprise has, the more products of the same name can be produced. If an enterprise has one machine necessary to produce wooden chairs, then it will produce only 50 units per year, if two machines - 100 units. etc.

note

The amount of production capacity is dynamic and may change during the planned period due to the commissioning of new capacities, modernization and increase in equipment productivity, wear and tear, etc. Therefore, production capacity is calculated in relation to a certain period or a specific date.

Depending on the calculation time, input, output and average annual production capacity are distinguished.

1. Input production capacity (PM input) - the maximum possible volume of product output at the beginning of the reporting or planning period (for example, January 1). Conventionally, we will consider the indicator calculated above as the input production capacity of the enterprise.

2. Output production capacity (PM out) is calculated at the end of the reporting or planning period, taking into account the disposal or commissioning of new equipment or new production workshops (for example, December 31). Calculation formula:

PM out = PM in + PM in – PM select,

where PM pr is the increase in production capacity (for example, due to the commissioning of new equipment);
PM vyb - retired production capacity.

3. Average annual production capacity (PM avg/y) is calculated as the average of the enterprise’s capacity values ​​in individual periods:

PM av/g = PM in + (PM in x T fact1) / 12 – (PM selected? T fact2) / 12,

Where T fact1 - period (number of months) of commissioning production capacity;
T fact2 - period (number of months) of disposal of production capacity.

When calculating production capacity, all available equipment (except for backup) is taken into account, taking into account full load, the maximum possible operating time, as well as the most advanced methods of organizing and managing production. Equipment downtime caused by shortcomings in the use of labor, raw materials, fuel, electricity, etc. is not taken into account.

Comprehensive capacity assessment

For a comprehensive assessment of the use of production capacity, the dynamics of the indicators presented above, the reasons for their changes, and the implementation of the plan are studied. To analyze the use of production capacity, you can use the data in Table. 1.

According to the data in Table. 1 During the reporting period, the production capacity of the enterprise increased by 522 products due to the commissioning of new equipment, and the level of its use decreased. The production capacity reserve is 11.83% in the reporting year (in the previous year - 4%).

The production capacity reserve standard is considered to be 5 % (to eliminate malfunctions and normal functioning of the enterprise). In this case, it turns out that the created production potential is not used fully enough.

Production capacity forms the material basis of the production plan, therefore, justification of the production program by calculations of production capacity is the main element of production planning. For production planning, they also use the calculation of the production capacity of machine-tool equipment based on the effective time fund of each type of machine (Table 2).

In practice they also use analysis of the degree of utilization of production space, calculating the yield of finished products per 1 m 2 of production area, which to some extent complements the characteristics of the use of the enterprise’s production capacity (Table 3).

If the output rate per 1 m 2 of production area increases, this helps to increase the volume of production and reduce its cost. In the case under consideration (see Table 3), we observe a decrease in the indicator, which indicates insufficient use of production space.

note

Incomplete use of production capacity leads to a decrease in production volume and an increase in its cost, since more fixed costs are incurred per unit of production.

Equipment wear analysis

When analyzing the condition of equipment, special attention is paid to its physical and moral wear and tear (equipment may completely fail due to wear and tear).

Physical deterioration- this is a loss of consumer value or material wear and tear (change in consumer properties or technical and economic indicators). Physical wear is characterized by the gradual wear and tear of individual equipment elements under the influence of various factors: service life, load level, quality of repairs, corrosion, oxidation, etc.

Assessing the degree of physical wear and tear is necessary, since the consequences of wear and tear are manifested in a variety of aspects of the enterprise’s activities (in a decrease in the quality of products, a drop in equipment power and a decrease in its technical productivity, an increase in the costs of maintaining and operating equipment).

Obsolescence- this is functional wear. Equipment wears out due to the emergence of new means of labor, in comparison with which the social and economic efficiency of old equipment is reduced.

The essence of obsolescence is the reduction in the initial cost of equipment as a result of the emergence of more modern, productive and economical types.

The main factors determining the amount of obsolescence:

• frequency of creation of new types of equipment;
• duration of development period;
• the degree of improvement of the technical and economic characteristics of new equipment.

The ideal situation is when the period of physical wear and tear coincides with moral wear, but in real life this is extremely rare. Typically, obsolescence occurs much earlier than the life of the equipment.

To ensure a continuous production process, there are the following basic wear and tear compensation forms: repair, replacement and modernization. For each type of equipment, the technical services of the enterprise determine the optimal ratio of forms of wear compensation that meets the requirements of the organizational and technical development of the enterprise in modern conditions.

Depreciation

Equipment, being a durable item, wears out and transfers its value to products gradually through depreciation. In other words, this is the accumulation of funds for the restoration of equipment, which is carried out in parts due to wear and tear.

According to the Tax Code of the Russian Federation, depreciable property is property with a useful life of more than 12 months and an original cost of more than 100,000 rubles.

Depreciation deductions- this is a monetary expression of the degree of depreciation of fixed assets (FPE), which is included in production costs and forms a source of funds for the purchase of equipment to replace worn-out equipment or a method of returning capital advanced into equipment.

Depreciation groups and their corresponding useful lives are established in accordance with Decree of the Government of the Russian Federation dated January 1, 2002 No. 1 (as amended on July 7, 2016) “On the Classification of fixed assets included in depreciation groups.” In this case, the residual value of fixed assets is determined as the difference between the original cost and the amount of depreciation of fixed assets.

Let's calculate depreciation amounts by year(linear method) (Table 4).

When the entire cost of the fixed asset is transferred to the cost of manufactured products through depreciation deductions, then the amount of deductions will correspond to the original cost of the fixed asset, depreciation will no longer be accrued.

Economic efficiency of using fixed assets

To analyze the economic efficiency of using fixed assets, a number of indicators are used. Some indicators assess the technical condition, others measure the output of finished products relative to fixed assets.

Indicators characterizing the technical condition of equipment

Wear rate (To purl) reflects the actual depreciation of fixed assets:

To purl = Am / From first x 100%,

where Am is the amount of accrued depreciation, rub.;
From the first - the initial cost of fixed assets, rub.

The Alpha company acquired fixed assets in January 2016 (see Table 4) with a useful life of two years. Depreciation amounts to:

RUB 51,832.44 / RUB 103,664.88 x 100% = 50%.

This indicator characterizes a high degree of wear. This is due to the fact that the enterprise's fixed assets belong to the first depreciation group with a short useful life.

Fixed asset serviceability ratio (By date) is the inverse of the wear rate. It shows what proportion the residual value of fixed assets is from their original cost:

To fit = 100% – To wear.

Let's calculate fitness factor fixed assets of the Alpha company: 100% – 50% = 50 % .

The level of serviceable fixed assets is 50%, which indicates severe wear and tear of fixed assets due to a short service life.

Age composition of equipment

To develop measures to improve the use of equipment, it is necessary to control the age composition of different types of equipment, determining suitability. The age composition is characterized by grouping equipment according to the period of its operation (Table 5). Analysis of the age composition by equipment groups is carried out in the context of workshops and production areas.

A positive trend is the increase in the share of young equipment (age groups 1 and 2) with a service life of up to 10 years. In this case (see Table 5) we can conclude that the enterprise put into operation new equipment, as a result of which the share of young equipment in the reporting year was 27,20 % (5.70% + 21.50%) compared to 27% (5.10% + 21.90%) last year.

Notes

1. With long service life, significantly exceeding the standard, the technical and economic characteristics of the equipment deteriorate (accuracy of parts processing, equipment productivity, growth rate of production volumes), product quality deteriorates, and production defects increase. At the same time, the costs of equipment repair and operation are growing significantly.

2. As physical wear and tear increases, unscheduled downtime associated with equipment malfunction increases, the duration of the repair cycle changes, and the costs of maintenance and repairs increase.

Economic indicators characterizing the efficiency of use of fixed assets

Capital productivity (F department) is a general indicator characterizing the output of finished products per 1 ruble. fixed assets. If the coefficient decreases, this can be explained by the fact that the increase in labor productivity is less than the increase in fixed assets (the reason for this situation is the depreciation of fixed assets and the high costs of their repair and maintenance). In general, the coefficient shows how effectively all groups of equipment are used:

F department = Q real/S av/y,

Where Q real - volume of product sales in the reporting period, rub.;
C av/y - average annual cost of fixed assets, rub. (arithmetic mean between the value of fixed assets at the beginning and end of the reporting period).

Let's calculate capital productivity for Alpha LLC under the following conditions:

• planned sales volume - 3190 units. chairs priced at RUB 24,000. for a unit;
• average annual cost of fixed assets - 25,916.22 rubles.

F department = 3190 units. x 24,000 rub. / RUB 25,916.22 = 2954.13 rub.

This is a very high figure, indicating that for 1 rub. fixed assets account for 2954.13 rubles. finished products. There are two explanations for this situation: 1) the production of chairs is not automated; workers do most of the work manually; 2) the cost of some equipment is below 100,000 rubles, and according to tax legislation is not depreciated.

Notes

1. A positive trend is considered to be an increase in the volume of product sales with a decrease in the cost of fixed assets. In this case, a conclusion is drawn about the effective use of fixed assets.

2. The capital productivity ratio can be influenced by optimizing equipment loading, increasing labor productivity and the number of work shifts.

Capital intensity (F emc) - an indicator inverse to capital productivity, characterizing the cost of fixed assets per 1 ruble. finished products. The coefficient allows you to determine the impact of changes in the use of fixed assets on the overall need for them. A reduction in the need for fixed assets can be considered as conditionally achieved savings in additional long-term financial investments. Formula for calculating capital intensity:

F emk = C avg / g / Q real.

Let's calculate the value of the indicator for the analyzed enterprise:

F emk = 25,916.22 rubles. / (3190 units x RUB 24,000.00) = 0.00034.

The coefficient shows that for 1 rub. finished products account for 0.00034 rubles. cost of fixed assets. This indicates the efficient use of fixed assets.

Important detail: a decrease in the value of capital intensity means an increase in the efficiency of organizing the production process.

Capital-labor ratio (F vrzh) characterizes the degree of equipment of the main production workers and shows how many rubles the cost of equipment falls on one worker:

F vrzh = C avg / C number,

where C number is the average number of employees, people.

Let's calculate the capital-labor ratio for the Alpha company if the average number of employees is 52 people.

F vrzh = 25,916.22 rubles. / 52 people = RUR 498.39.

For one main production worker of the Alpha company there are 498.39 rubles. value of fixed assets.

Notes

1. The capital-labor ratio directly depends on the labor productivity of workers in the main production and is measured by the number of products manufactured by one employee.

2. A positive trend is considered to be an increase in the capital-labor ratio along with an increase in the labor productivity of main production workers.

Return on fixed assets (capital return, R OS) - characterizes the profitability of the enterprise's fixed assets. This indicator contains information about how much profit (revenue) is received per 1 ruble. fixed assets. The indicator is calculated as the ratio of net profit (sales proceeds, profit before tax) to the average annual cost of fixed assets (the arithmetic mean between the cost of fixed assets at the beginning and end of the reporting period):

R OS = emergency / S avg / year,

where PE is net profit, rub.

Let's calculate the value of the capital profitability indicator for the analyzed enterprise, provided that its net profit in the reporting period is RUB 4,970,000.00.

R OS = 4,970,000.00 rub. / RUB 25,916.22 = 191,77 .

Notes

1. The return on fixed assets indicator does not have a standard value, but its dynamic growth is positive.

2. The higher the value of the coefficient, the higher the efficiency of using the enterprise's fixed assets.

Renewal factor (K about) - characterizes the pace and degree of renewal of fixed assets, calculated as the ratio of the book value of received fixed assets to the book value of fixed assets at the end of the reporting period (the initial data for the calculation is taken from the financial statements):

To about = From new. OS/S to,

where is C new OS - cost of acquired fixed assets for the reporting period, rub.

C to - cost of fixed assets at the end of the reporting period, rub.

The fixed asset renewal ratio shows what portion of the fixed assets available at the end of the reporting period consists of new fixed assets. A positive effect is considered to be a tendency for the coefficient to increase in dynamics (evidence of a high rate of renewal of fixed assets).

Important detail: When analyzing the renewal of fixed assets, you need to simultaneously evaluate their disposal (for example, due to sale, write-off, transfer to other enterprises, etc.).

Attrition rate (To select) - an indicator characterizing the degree and rate of disposal of fixed assets from the production sector. It represents the ratio of the value of retired fixed assets ( Selected) to the cost of fixed assets at the beginning of the reporting period ( S n) (initial data for calculation are taken from financial statements):

To select = From select / From n.

This ratio shows what part of the fixed assets that the enterprise had at the beginning of the reporting period was disposed of due to sale, wear and tear, transfer, etc. The analysis of the retirement ratio proceeds simultaneously with the analysis of the renewal ratio of fixed assets. If the value of the renewal coefficient is higher than the value of the retirement coefficient, then there is a tendency to update the equipment fleet.

Capacity utilization factor- an indicator determined by the ratio of the annual volume of planned or actual production to its average annual capacity.

The company's planned production output is 3700 pcs., the average annual production capacity (maximum quantity of products) is 4200 pcs. Hence the degree of utilization of production capacity:

3700 pcs. / 4200 pcs. = 0,88 , or 88%.

Notes

1. The production capacity utilization factor can also be used at the preliminary stages of forming a production program.

2. The value of the utilization factor cannot exceed one or 100%, since production capacity represents the maximum possible volume of output under the best production conditions.

3. The ideal utilization rate is 95%, with the remaining 5% intended to ensure flexibility and continuity of the production process.

Shift rate (K cm) - an indicator reflecting the ratio of actually worked time to the maximum possible operating time of equipment for the analyzed period (can be calculated for the entire workshop or group of equipment). Calculation formula:

K cm = F cm / Q generally,

where F cm is the number of machine shifts actually worked;
Q total - total amount of equipment.

The enterprise has 61 pieces of equipment installed. During the first shift, only 48 units of equipment worked, and during the second shift, 44 units. Let's calculate the shift ratio: (48 units + 44 units) / 61 units. = 1,5 .

Notes

1. The shift coefficient characterizes the intensity of use of fixed assets and shows how many shifts each unit of equipment works on average annually (or per day).

2. The value of the shift coefficient is always less than the value of the number of shifts.

Equipment load factor (K z. about) is an indicator that is calculated on the basis of the production program and technical standards for the production time of products. It characterizes the use of the effective operating time of equipment for a certain period and shows what equipment load the production program provides. It can be calculated for each unit, machine or group of equipment. Calculation formula:

K z. ob = Tr pl / (F pl x K inv),

where Trpl is the planned labor intensity of the production program, standard hours;

F pl - planned equipment operating time, h;
K vnv is the coefficient of fulfillment of production standards, which is determined using the average percentage of fulfillment of production standards.

Important detail: fulfillment of production standards is accepted on the condition that 25% of the advanced core production workers fulfill these standards above the average percentage.

Let’s say there are 50 workers in the assembly shop. fulfill production standards as follows: 25 people met 100% of production standards, 15 people fulfilled 110%, 10 people fulfilled 130%.

At the first stage, we determine the average percentage of fulfillment of production standards:

(25 people x 100%) + (15 people x 110%) + (10 people x 130%) / 50 people = 109 % .

Thus, 25 people who fulfilled the production standard by more than 109% can be considered advanced workers. The share of frontline workers who fulfilled the production norm by 130% is 40% (10 people / 25 people x 100%). Consequently, the coefficient of fulfillment of the production norm should be taken in the amount 130 % .

To calculate the equipment load factor, it is necessary to determine the labor intensity of the production program, taking into account the current standards for types of equipment. For Alpha LLC, the labor intensity of the production program is 99,000 standard hours(quantity of equipment - 61 units).

The effective working time fund (EFV per unit of equipment was calculated earlier) will be 103,273 h(1693 h x 61 pieces of equipment).

Let's find the equipment load factor for the analyzed enterprise:

K z. rev = 99,000 standard hours / (103,273 h x 1.3) = 99,000 / 134,254.90 = 0,74 .

As calculations show, equipment load level allows you to fulfill the production program for the planned period.

Notes

1. The equipment load factor obtained by calculation has a high value, approaching unity. Its value should not exceed one, otherwise measures will have to be taken to increase equipment productivity and increase the shift ratio. At the same time, a certain reserve must be provided in the degree of equipment load in case of unforeseen downtime, changes in technological operations and restructuring of the production process.

2. If fluctuations occur in the market (growth/decrease in demand) or force majeure circumstances, the enterprise must promptly respond to any changes. To achieve better quality of products and improve their competitiveness, you need to monitor the use of production capacity, and for this you need to constantly improve and update the operation of equipment and increase labor productivity (these two factors underlie the work of any manufacturing enterprise).

How to improve capacity utilization

If projected sales are lower than production, the question of how to improve capacity utilization must be addressed.

To improve capacity utilization necessary:

• reduce equipment downtime or replace it with a new one. In the case of changing equipment, it is worth calculating the economic benefits, since the costs of purchasing new equipment may be higher than the benefits from its implementation;
• increase the number of core production workers who will be able to produce a larger quantity of products (at the same time, labor costs as part of semi-variable expenses will increase);
• increase worker productivity by establishing a shift work schedule or increasing output using a bonus system for fulfilling an increased production plan (in this case, there will be an increase in semi-variable costs per unit of production);
• improve the skills of key production workers. Ways of implementation: train existing specialists or hire new highly qualified specialists (in both cases the company will incur additional costs);
• reduce the labor intensity of manufacturing a unit of production. Most often achieved by applying the results of scientific and technological progress and re-equipment of production.

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

2. Calculation production capacity

3. Production capacity Russian Federation

4. Technical condition of production facilities

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

Productive capacity enterprises: concept, types, stages of planning

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

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

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

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

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

Depreciation of equipment;

Commissioning of new capacities;

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

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

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

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

Production specialization;

Mode work equipment (cyclic, continuous);

Repairs and routine maintenance.

The following factors influence the amount of production capacity:

1. Technical factors:

Quantitative composition of fixed assets and their structure;

Qualitative composition of fixed assets;

Degree of mechanization and automation of technological processes;

Quality of raw materials.

2. Organizational factors:

Degree of specialization, concentration, cooperation of production;

Level companies production, labor and management.

3. Economic factors:

Forms of remuneration and incentives for employees.

4. Social factors:

Qualification level of employees, their professionalism;

General educational level of training.

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

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

When calculating production capacity, data on:

production fixed assets;

operating mode of equipment and use of space;

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

worker qualifications.

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

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

Calculation of production capacity

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

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

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

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

Production capacity Russian Federation

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

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

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

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

Technical condition of production facilities

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

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

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

Sources

bse.sci-lib.com Great Soviet Encyclopedia

ru.wikipedia.org Wikipedia - the free encyclopedia

cis2000.ru Computer Information Systems

Investor Encyclopedia. 2013 .

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• perspective;
• design;
• active

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

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

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

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

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

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

How to determine the production capacity of an enterprise

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

How to calculate the production capacity of an enterprise

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

How should the production capacity of an enterprise be planned?

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

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

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

1. What reserve of production capacity is needed?

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

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

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

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

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

2. When and how much to expand production capacity

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

The first technique is the expansion of the production capacity of the enterprise in large volumes over long periods of time; the volume increases in advance, without waiting for power reserves to run out.

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

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

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

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

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

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

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

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

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

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

Stage 1. Assess the required production capacity

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

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

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

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

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

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

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

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

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

How to analyze the production capacity of an enterprise

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

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

Capital productivity and the reasons influencing it

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

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

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

Assessment of the structure of technological and technical equipment

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

Study of the process of using machines and units

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

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

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

Assessment of the extensiveness of equipment operation

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

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

Assessing the efficiency of using production space

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2. Reducing additional time spent on one product unit.

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

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

Production capacity directly affects the volume of products that an enterprise can produce, i.e. on the production program, and therefore is a powerful strategic tool in the competitive struggle.

What is "production capacity"?

In general, production capacity can be defined as the maximum possible output of products in the corresponding period of time under certain conditions of use of equipment and production resources (space, energy, raw materials, human labor).

In practice, there are several types production capacity:

• design;
• launcher;
• mastered;
• actual;
• planned;
• input and output;
• input and output;
• balance sheet

Productive capacity, as a rule, is measured in the same units in which the production of this product is planned in physical terms (tons, pieces, meters, etc.).

The more fully it is used over time, the more products are produced, the lower its cost, the shorter the time the manufacturer accumulates funds for the reproduction of products and improvement of the production system itself: replacement of equipment and technologies, reconstruction of production and organizational and technical innovations.

What factors influence the amount of production capacity?

Production capacity size determined by the level of production technology, the range and quality of products, as well as the peculiarities of labor organization, the availability of necessary resources, the level of specialization and cooperation, etc. Instability of factors influencing production capacity, gives rise to the multiplicity of this indicator, so they are subject to periodic revision. The leading factor influencing production capacity and determining its value is the equipment.

Productive capacity may change during each planning period. The longer the planned period, the higher the likelihood of such changes. The following main reasons for the change are identified: production capacity:

• installation of new units to replace outdated or damaged ones;
• depreciation of equipment;
• commissioning of new capacities;
• changes in equipment productivity due to intensification of its operating mode or due to changes in the quality of raw materials;
• modernization (replacement of units, blocks, etc.);
• changes in the structure of source materials, composition of raw materials or semi-finished products;
• duration of equipment operation during the planned period, taking into account repairs, maintenance, and technological breaks;
• production specialization;
• equipment operating mode;
• organization of repairs and routine maintenance.

What data do you need to have to calculate production capacity?

For calculation production capacity You will need the following initial data:

• list and its quantity by type;
• modes of equipment use and;
• progressive standards for equipment productivity and labor intensity of products;
• worker qualifications;
• the intended nomenclature and range of products, which directly affect the labor intensity of products for a given composition of equipment.

What are the basic rules for calculating production capacity?

When calculating production capacity You must adhere to the following rules:

• Take into account all available equipment, regardless of its condition: operating or inactive due to a malfunction, being repaired, in reserve or undergoing reconstruction, idle due to lack of raw materials, energy, as well as equipment being installed. Backup equipment intended to replace equipment being repaired should not be taken into account when calculating power.
• When commissioning new capacities, it is envisaged that their operation will begin in the next quarter after commissioning.
• Consider the effective maximum possible operating time of equipment for a given shift schedule.
• Apply advanced technical standards for equipment productivity, product labor intensity, and standards for product yield from raw materials.
• Focus on the most advanced methods of organizing production and comparable measures of equipment operation and power balance.
• When calculating production capacities for the planned period, proceed from the possibility of ensuring their full utilization.
• Provide the necessary reserve capacity to quickly respond to changes in product market demand.
• When calculating power values do not take into account equipment downtime that may be caused by shortages of labor, raw materials, fuel, electricity or organizational problems, as well as loss of time associated with the elimination of defects.

How to calculate production capacity?

As a basis for calculation production capacity, as we have already said, they accept design or passport standards for equipment performance and technically sound time standards. When the established standards are exceeded by workers, the power calculation is made according to the advanced achieved standards, taking into account sustainable achievements.

In the general case, M is defined as the product of the equipment’s rated productivity per unit of time H and the planned (effective) fund of its operating time T ef:

In turn, the effective fund of working time of equipment T ef is defined as the calendar fund of time T cal (year length - 365 days) minus weekends and holidays and the time between shifts T non-working, as well as equipment downtime during scheduled maintenance T ppr and equipment downtime for technological reasons (loading, unloading, cleaning, washing, etc.) T tech:

Defining Specific Values production capacity carried out for each production unit (site, workshop) taking into account the planned activities. Based on the capacity of the leading group of equipment, the production capacity of the site is established; for the leading section - workshop production capacity, at the leading workshop - production capacity of the enterprise. When setting production capacity, you can develop measures to identify bottlenecks in order to achieve the best balance between production capacities of production structures enterprises, incl. using parallel-sequential methods of product processing

How to determine the optimal production capacity?

To determine the most optimal production capacity values You need to justify it. The most common method for economic justification of production capacity is critical point analysis. This method is successfully used in planning production capacity. When using this method, you need to build a graph of the dependence of costs and income on the volume of output based on your production data:

The goal of the analysis is to find the point (in monetary units or units of output) at which costs equal revenue. This point is the critical point (break-even point), from which the profit area lies to the right and the loss area to the left. Critical point analysis is intended to justify capacity by selecting the volume of output that, on the one hand, will be optimal from the point of view of its sale on the market, and, on the other hand, will provide the lowest total costs while achieving the greatest result.

Is it possible for a small enterprise to increase production capacity without significant financial investments?

Of course, many owners of manufacturing enterprises have rather limited financial resources and simply cannot afford to regularly purchase new, more powerful and modern equipment. However, issues of increasing production capacity needs to be addressed and preferably at minimal cost. Therefore, we recommend that you carefully read the following table, in which we have tried to list various ways to increase production capacity, including those that do not require significant financial investments.

1. The concept of enterprise production capacity.

Methods for calculating production capacity.

Indicators of production capacity utilization.

KEYWORDS:productive capacity; "throughput"; design, current, reserve, input (incoming), day off (going out), input, output (disposable, liquidated), average annualpower;average annual input, average annual outputpower; "bottleneck"; balancepower.

1. The concept of the production capacity of an enterprise.

Productive capacity– the maximum possible production of products by an enterprise in a certain time in a pre-established nomenclature and assortment with full load of equipment and production space.

Power is measured in the same units, as well as the products produced at the enterprise: natural, conditionally natural and value-based.

Period, during which it is carried out carrying out calculations– as a rule – a year, but it can be an hour, a shift, a day, a month.

Signs classifications production capacity.

By calculation levels:

power machine, unit, group of equipment, production line. When characterizing production capacity at the first level, the indicator is also used "bandwidth»;

capacity of the enterprise structural unit : site, workshop, building;

power enterprises generally.

It is necessary to pay attention to the fact that the total capacity of all production units, which can be calculated at the first level, is not equal to the capacity of the site, and then the workshop. Also, the total capacity of workshops, which is determined at the second level, does not correspond to the total capacity of the enterprise, formed at the third level.

At each subsequent level, capacity is established as an integral indicator, determined subject to the aggregate use of units and workshops in order to produce a certain amount of products of appropriate quality.

By type:

design power - determined during the design, reconstruction (expansion) of an existing or construction of a new enterprise - also called optimal;

current power - calculated in connection with changes in the nomenclature and range of products. Represents the actual capacity, which is generated in accordance with market requirements. However, a distinction must be made between actual capacity and actual or planned output;

reserve power - should be generated in industries where peak loads occur - electric power, gas, transport.

According to the needs of production organization:

input (incoming)– capacity at the beginning of the year;

day off (going out) – power at the end of the billing period;

input– power put into operation during the billing period;

withdrawn (retired, liquidated) – power output during the billing period;

average annual productive capacity.

2. Methods for calculating production capacity.

Power indicators are instantaneous, that is, they can change throughout the year.

Power indicators are determined by product output, but depend on the condition and movement of equipment and production areas.

In general, production capacity is determined by the formulas:

or

Where
– capacity of the production unit, pcs.;

– productivity of a unit of equipment, pcs. in units time;

– annual operating time of equipment, units. time;

– number of equipment units;

– labor intensity of manufactured products, units. time per piece

Production capacity depends on the specialization of the main workshops.

At subject specialization, when the production of finished products is carried out by each separate workshop , capacity is determined by the sum of the capacities of subject-specific workshops.

At technological specialization, when the production of products is carried out sequentially through all workshops , production capacity is determined by the capacity of the leading workshops, and the capacity of the workshop is determined by the capacity of the leading equipment. Presenter equipment - performs the bulk of the work and is distinguished by the complexity and labor intensity of the manufacturing processes. Leading workshop - determined on the basis of the presence of basic equipment in its composition and the large share in the labor intensity of the products produced.

When determining the capacity of a workshop and enterprise, situations arise that limit the possibility of production and are characterized as a “bottleneck”. "Bottleneck" - a workshop, area, or group of equipment whose throughput is the smallest compared to the production capabilities of other units.

To identify bottlenecks it is used contingency coefficient:

,

Where
– workshop capacity ;

– specific costs of production of the first workshop per unit of production of the next.

Hence, the production capacity of the enterprise is determined by the presence of bottlenecks in the leading workshops, and the capacity of the workshop is determined by the throughput of the equipment.

output power– capacity at the end of the year (
) is calculated using a formula that reflects power movement:

de
– power at the beginning of the year – input;

– capacity introduced per year;

– power output per year.

Average annual capacity (
) is determined taking into account the period of operation of fixed production assets throughout the year:

,

Where
–average annual power input, is calculated for each input depending on the period of work (
– number of months of operation of the new capacity);

–average annual power output, which is calculated for each disposal depending on the period during which the capacity was not used (
– number of months of power inactivity).

3. Indicators of production capacity utilization.

The level of power utilization is determined by:

Where
– current power;

-project capacity.

Where – annual production output;

– average annual power.

Increase in production as a result of improved use of production capacity (
):

,

–basic output;

– production capacity utilization factors.

Factors, determining the production capacity of the enterprise:

nomenclature, range and quality of products;

quantity of installed equipment, size and composition of production areas;

possible operating time of equipment and use of space;

unit power of equipment;

labor intensity per unit of production;

specialization and cooperation of the enterprise.

During the production process, each enterprise strives to achieve the maximum possible utilization of production capacity. However, the influence of these factors is ambiguous. Determination of production capacity is completed balance of production capacity, which reflects the influence of all factors over a certain period of time and the formation of output power.

ΔM elevation– change in power due to organizational and technical measures;

Δ M rm– through expansion, reconstruction and modernization of the enterprise;

Δ M ac – by changing the nomenclature and range of products;

Δ M V– as a result of the commissioning and disposal of equipment.

Grechanovskaya I.G. Enterprise economy. - OGASA, 2012. - L5.