To conduct a correct quantitative analysis of the enterprise structure, a wide range of indicators is used that characterize:
The scale of the links that make up the production chain (power plant capacity, scale of production output, cost of fixed assets, number of employees).
The level of centralization of independent production. This is the coefficient of how concentrated the work process is, which is determined by the ratio of the work performed in the workshops to the total number of such manipulations. For example, the proportion of hours of work of the tool shop and the entire plant.
The balance between the chinese malaysia phone number list work of the main, auxiliary and service production branches. It is expressed in their specific weight by the scale of the staff, the areas used in the manufacture of goods, the cost of fixed assets and the amount of equipment used.
Properly matched links within a company. Their proportionality is determined by the balance of power and labor intensity of each section. Analysis can help to detect sections with too high or, conversely, low power, called wide or narrow places, respectively.
Specialization of individual links in the production chain. It can be characterized by the specific weight of departments with a component, subject and technological focus, and how specialized the places are. This can be understood by how many manipulations with parts an employee performs at his work site.
Efficiency of placement of enterprise elements in space.
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Improving the company's production structure
Competent distribution and use of available resources, growth of product quality are closely related to the change of PSP. Let's consider several strategies for its improvement:
Rationalization of ways of creating sections, workshops and their communication. Increasing and combining processes and divisions in production. Introducing new types of work in one section for narrowly focused specialists and their further training.
Minimizing the risk of unjustified increase in costs for service and auxiliary links.
Optimal layout of production facilities, allowing to reduce transportation costs within the enterprise.
Regulating the order of activities in sections, eliminating downtime, Establishing the order of work in production sections, combating downtime by reducing the duration of breaks and the time required to work with one product in a specific section.
Re-profiling of the enterprise and, at the same time, improving its structure.
Important! It is better to stamp the largest batches of goods at the main production facility.
If the auxiliary or service component predominates over the main production, it is better to transfer the matter into the hands of another organization.
Frequently asked questions about the production structure of the enterprise
Correct definition and organization of the production structure of the enterprise is a responsible process, which is impossible to do without both when creating a new business and when keeping an existing one afloat. A correctly created production structure increases the profitability of any business several times.