The effectiveness of measures to reduce intra-shift loss of working time. What to do if you lose working time The reason for unproductive spending of working time

Let us consider the technology and procedure for carrying out FRF through direct measurements using the example of a study of one working day of a master at the Elegant sewing studio.

The main production shops are those where the production process is carried out (salon, sewing shops, cutting room). Auxiliary divisions provide the process of production of services with technological equipment, carry out repairs of technological equipment, these divisions include: raw materials storage, mechanical, etc.

In order to obtain accurate calculations of the use of working time, when conducting FW, observers must necessarily establish the reasons for absences, inaction of the performer, equipment shutdown, etc. The photo card records all the employee’s actions in the sequence in which they occur (Table 3.1).

Table 3.1

Working time costs

		Current time	Duration
	Beginning of observations
	Arrival at the workplace
	Preparation of the workplace
	Receiving parts and products
	Operational work
	Changing the spool
	Operational work
	Care of scissors
	Side conversation
	Operational work
	Personal care

Continuation of Table 3.1

	Receiving parts and products
	Operational work
	Call a mechanic
	Side conversation
	Operational work
	Leaving for lunch
	Arriving from lunch
	Receiving details
	Operational work
	Changing the spool
	Operational work
	Personal conversation
	Operational work
	Receiving details
	Operational work
	Service conversation
	Personal conversation
	Operational work
	Receiving details
	Consultation with a master
	Operational work
	Changing the spool
	Operational work
	Personal care
	Operational work
	Cleaning the workplace
	Cleaning the closet
	Leaving work

Based on the results of observations using indices, the actual balance of working time is compiled (Table 3.2). The total shift time was 480 minutes (8 hours).

Based on the actual balance, we determine the indicators of the use of working time and the possible increase in labor productivity by eliminating them.

Table 3.2

Actual working time balance

		Name of working time costs	Total duration, min	Share in total observation time
		Time for preparatory and final work
		Operating time
		Workplace service time
		Time for breaks for rest and personal needs
		Break times established by technology and organization of the production process
		Loss of working time for organizational and technical reasons.

The working time utilization rate is calculated using the following formula:

Kisp=(Tpz+Top+Tobs+Totl+Tpnt)/Tnab,

where Тпз – time for preparatory and final work;

Top – operational time;

Tobs – workplace servicing time;

Totl – time for breaks for rest and personal needs;

Tpnt – time of breaks established by technology and organization of the production process;

Tcm – shift duration.

Kisp=(20+331+45+19+25)/480*100%=91.7%

The coefficient of loss of working time (LTP) caused by violation of labor discipline is determined:

Kpnd=Tpnd/Tsm,

where Tpnd – loss of working time due to violation of labor discipline.

Kpnd=40/480*100%=8.3%

The coefficient of loss of working time for organizational and technical reasons (Kpnt) is determined:

Kpnt=Tpnt/Tsm,

where Tpnt – loss of working time for organizational and technical reasons.

Kpnt=25/480*100%=5.2%

The coefficient of possible increase in labor productivity provided that direct losses of working time (Wt) are eliminated is equal to:

Pt=(Tpnd+Tpnt)/Tsm

Fri=(40+25)/480*100%=13.5%

To calculate the standard (designed) balance of working time, time standards for preparatory and final work, maintenance of the workplace, rest and personal needs are used. At the enterprise under consideration, in relation to the foreman’s workplace, the standard value of the preparatory and final time is 20.0 minutes, the time for servicing the workplace is 6.0% of the working time. At the same time, standard losses of working time associated with rest and personal needs of the worker are provided at 2.1% of working time. Standard operational time (ROT) is determined by the formula:

OPN=Tsm-Tpz(n)/(1+(a obs +a exc)/100)

Then for this example:

OPN=480-20/(1+(6+2.1)/100)=460/1.081=426

Next, based on the obtained value, we determine the duration of the standard time for servicing the workplace and for rest and personal needs. The sum of all standard costs should be the duration of the shift in minutes = 480 minutes.

During the analysis, the actual costs of working time for preparatory and final work and for maintaining the workplace are compared with standard costs. If these costs exceed the costs established by the standards, then the reasons for the discrepancy are identified and the necessary costs are established, taking into account the rational use of working time in the absence of its losses. The actual time for rest and personal needs is compared with that established by industry standards. In this case, it is necessary to take into account working conditions and the need for micro-breaks at work.

After summarizing the time spent, actual and projected balances of working time are compiled (Table 3) and an analysis of the observation results is carried out. Determining the duration by categories of working time costs is done by subtracting the previous one from the measurement time of each subsequent element in the time table.

When drawing up a projected balance, all irrational costs and losses of working time are eliminated, and due to this, operational time is increased. In this case, the maximum possible increase in labor productivity while eliminating all losses and unnecessary costs of working time is determined by the formula

where Topp, Topf – projected and actual operational time.

Pm = (420-364)/364*100=15.38%

Next, measures are being developed to eliminate losses of working time and to improve the organization of work. They are formalized by order of the workshop or included in the plan of organizational and technical measures indicating the timing of their implementation.

Thus, the data obtained provide a fairly clear idea of ​​the structure of working time costs and their quantitative characteristics. In the process of analysis, irrational costs and losses of working time are determined, and their causes are established.

Photography of working hours can be used both to develop standards and to assess the prospects for increasing labor productivity in a given workplace.

In a similar way, the collection and analysis of results is carried out when rationing the time for servicing a workplace based on a photograph of working time. In cases where preparatory and final time has an insignificant share in working time, it is advisable not to allocate it as an independent part of the norm, but to include it in the norm of piece (for one product, operation) time. Using a photograph of working time, the percentage of preparatory and final time in working time is determined, and further calculations are carried out as a percentage of operational time.

Workplace maintenance time is usually calculated as a percentage of operational time.

Based on the analysis, the prospects for increasing productivity as a result of eliminating wasted time are determined.

At the enterprise under consideration, in relation to the turner’s workplace, the standard value of the preparatory and final time is 24.0 minutes, the time for servicing the workplace is 24.0 minutes. At the same time, standard losses of working time associated with rest and personal needs of the worker are provided at 2.5% (12 minutes) of working time

Thus, the standard duration of operative time is:

OP = RV – (PZ + OM + PL) = 480 – (24 + 24 + 12) = 420 min.

Based on the photographs of working hours, three possible directions for increasing labor productivity can be considered:

1. Increased productivity by reducing time lost for organizational and technical reasons. In relation to the example under consideration - by 6.3%.

2. Increased productivity by reducing worker-dependent time loss. In relation to the example under consideration - by 2.5%.

3. Increased productivity by eliminating unproductive work and lost working time. In relation to the example under consideration - by 15.4%.

Thus, by reducing unproductive losses of working time and increasing operational time, it is possible to increase labor productivity at a given workplace by 15.4%. In this case, with a constant product range, not 35, but 40 parts (products) will be produced during a shift, and with a variable range, additional products will be produced. In practice, this situation occurs quite often, and it is thanks to photography of working hours that it is possible to significantly reduce unproductive losses of working time.

Situations often occur when there is an overfulfillment of piece time norms with the simultaneous presence of unproductive losses of working time. Let's assume that the standard task was to produce 35 parts during a shift. In this case, the norm for piece operative time was 12.0 minutes. However, due to deficiencies in the organization of production and equipment maintenance, and violations of production discipline, there were losses of working time (see Table 3). The worker, compensating for unproductive losses, spent 10.4 minutes on the production of each part, that is, 1.6 minutes less.

Typically, such exceeding of standards is welcomed and even financially incentivized. And very often unjustified. First of all, you need to find out how exceeding standards is achieved - through better organization of work or through violation of technology.

Violation of technological conditions leads to overloading of tools and equipment, their premature wear and failure, and therefore increased costs for repair, replacement and maintenance.

Quite often, a violation of technology leads to the release of hidden defects and affects the competitiveness of the enterprise.

If the achieved level of productivity corresponds to the technical and technological capabilities of the equipment and the quality of the product does not deteriorate, then a decision is made to revise the standards in force at the enterprise for this type of product (operation). Otherwise, measures are taken to bring the production process into compliance with the requirements of the standards.

1.3 The conditions for reducing losses of working time is to ensure an effective combination of elements of the production process - means, objects of labor and labor itself. This will be facilitated by a high level of organization of the workplace and its maintenance, as well as the elimination of factors that have a negative impact on the effective use of working time, which are presented below.

Factors influencing the use of effective working time:

1. Presence of extra-planned unreasonable full-day absences.

2. Ineffective use of shift time as a result of violations of labor discipline, poor organization of workplace maintenance and other violations leading to intra-shift downtime.

3. Violation of technological discipline, distraction of workers to perform unforeseen work, which leads to unproductive waste of working time.

4. Irrhythmic work of production, as a result of the lack of effective calendar and operational planning and production accounting, leading to shortcomings in production management and failure to take timely measures to smooth out seasonal fluctuations, which leads to uneven workload of workers and losses in their labor productivity.

Directions for improving the use of working time:

Ensuring optimal and uniform loading of the performer;

Equipping the workplace with everything necessary and its rational placement;

Providing everything necessary for an uninterrupted work process;

Improving work techniques and methods;

Comprehensive justification of the required labor costs;

Creating favorable working conditions and preserving the health of the worker;

Employing workers according to their abilities and qualifications;

Correspondence of the quantity and quality of labor to its payment.

All of the above conditions can directly or indirectly affect the improvement of the use of working time.

2 Organization, standardization and remuneration of labor at the pashutov enterprise 2005

The conditions for reducing the loss of working time is to ensure an effective combination of elements of the production process - means, objects of labor and labor itself. This will be facilitated by a high level of organization of the workplace and its maintenance, as well as the elimination of factors that have a negative impact on the effective use of working time, which are presented below.

Factors influencing the use of effective working time fund

1. Presence of extra-planned unreasonable full-day absences

2. Ineffective use of shift time as a result of violations of labor discipline, poor organization of workplace maintenance and other violations leading to intra-shift downtime.

3. Violation of technological discipline, distraction of workers

performing unforeseen work, which leads to unproductive waste of working time.

4. Irrhythmic work of production, as a result of the lack of effective calendar and operational planning and production accounting, leading to shortcomings in production management and failure to take timely measures to smooth out seasonal fluctuations, which leads to uneven workload of workers and losses in their labor productivity.

Directions for improving the use of working time:

ensuring optimal and uniform loading of the performer;

equipping the workplace with everything necessary and its rational placement;

providing everything necessary for an uninterrupted work process;

improvement of techniques and methods of work;

comprehensive justification of the required labor costs;

creating favorable working conditions and preserving the health of the worker;

employing workers according to their abilities and qualifications;

correspondence of the quantity and quality of labor to its payment.

All of the above conditions can directly or indirectly affect the improvement of the use of working time.

Time management as a time management system

Time management as a time management system includes a number of elements that, when used, together provide a significant reduction in the time required to carry out various production processes. These elements include analysis of the use of working time, setting goals that the manager wants to achieve while using time management, planning working time, developing various methods of dealing with the causes of irrational use of time resources. However, despite such a rather coherent system of time management, one should not take it as an axiom, because each person is the only one who can solve the problem of rational use of time in the best possible way and therefore the most effective is personal time management, which in everyone individual case is individual. However, in general, you can apply the above elements of time management.

Analysis is a process that allows us to identify the irrational use of working time, its causes, and also to isolate from all the reasons the main ones that have the most adverse impact on the use of time.

Setting goals is a necessary stage in time management, during which it is necessary to answer the question of why time management is needed at all for a specific person or at a specific enterprise. Setting goals helps you further navigate which time management methods you should use and which you should not use.

Planning is a process during which a list of tasks is compiled that must be completed in a certain period of time. Working time planning has some specific features.

The development of methods to combat the causes of time loss assumes that during the preliminary analysis these causes were identified and it is necessary to eliminate them. For typical causes, there are various typical ways to combat them, but it should be remembered that each specific case is individual and individual approaches to each cause are required in each case.

Time management is a holistic structure and should be applied without excluding any of its elements. The use of time management requires that a person be creative in its use.

Reasons for lack of time

There are a large number of different factors that lead to wasted time. Some of these factors are a consequence of the manager’s illiterate actions, some occur independently of him, and some are directly related to the leader’s personality, but most of them the manager has the ability to influence or at least reduce the loss of time that occurs due to the influence of these factors. Let's consider these groups of factors.

1) reasons that are a consequence of the manager’s illiterate actions

These include unplanned work, poorly established information exchange in the organization, lack of a clear distribution of work according to their degree of importance, performing tasks that could well be completed by subordinates, and poor labor motivation. The manager can identify these factors and try to eliminate them in some way.

Let's consider these factors.

1) Unplanned work. It is the result of the lifestyle of not only the leader himself, but also the general lifestyle of the organization. Unplanned work leads to constant breaks for various kinds of “clarifications”, explanations necessary for the further work of various departments, divisions and individual workers. At the same time, not only those who turn to information are distracted, but also those to whom they turn for information.

2) Poorly organized exchange of information in the organization. When transmitting information, any person is always sure that its recipient is fully aware and understands its meaning, but this is not always the case. Everyone has their own frames of perception that can distort the information received. Not all modern managers have solved this problem for themselves and their employees and introduced a unified system for receiving and transmitting information at their companies. In many organizations, information exchange between departments occurs in the form of a broken phone, often in the process of informal communication. Another example of the lack of standards for transmitting information is the lack of a uniform standard for explaining the location of an organization to a client over the phone - “everyone explains as best they can.”

3) Lack of a clear distribution of work according to their degree of importance. This often results in a manager doing things that don't really matter that much first. At the same time, they spend a significant amount of time necessary to solve really important problems.

4) Performing tasks that can easily be completed by subordinates. Most often, a manager performs such tasks if he does not trust his subordinates, believing that they will be able to complete this task as well as he himself, that is, we are talking about a lack of confidence in the proper qualifications of the organization’s employees. An example is the reception of clients by the manager, and not giving any employee the authority to work with clients, personal handling of mail, and not entrusting the secretary with sorting incoming correspondence.

5) Weak work motivation. Weak labor motivation leads to low labor productivity, to a greater extent this concerns not the head of the organization, but his subordinates, however, this problem can occur in an enterprise and low labor productivity will lead to a lack of time.

2) reasons that do not depend on the leader

This is work with correspondence, a large flow of routine tasks, often urgent, the work on which takes a lot of time, as well as “time thieves”. The manager cannot get rid of these factors and can only try to minimize their impact on wasted time.

Consider these factors:

1) Work with correspondence. Research shows that a manager spends 20 - 30% of his time parsing correspondence, looking through up to 100 documents a day, of which only 30 are truly needed. It is estimated that in business correspondence the volume of unnecessary information reaches 15-20%, and through all channels 30% of information comes from internal sources, and 40% from external sources.

2) A large flow of routine tasks, often urgent, the work on which takes a lot of time. Examples include such matters as the design of premises in which repairs are being carried out, the choice of furniture, the need to personally check various parameters of the organization’s activities, often due to the incompetence of subordinates or their reluctance to take responsibility when they themselves turn to the manager with “requests for help” "

3) “Thieves of Time.” “Time thieves” are unforeseen matters, most of which require urgent solutions and cannot be delegated to subordinates. All this takes a lot of time and distracts from really important things. There are many different types of time thieves:

a) telephone calls;

b) people visiting us;

c) problems with computer equipment;

d) change in the order of work imposed by colleagues;

e) lack of organizational planning;

f) inability to listen to other people;

g) unsatisfactory organizational structure;

h) correcting errors that could have been avoided;

i) indecisiveness in business matters;

j) poorly organized and coordinated meetings;

k) distractions in the workplace;

l) excessive office bureaucracy;

m) useless discussions about your work and the work of others;

3) reasons directly related to the personality of the leader

This is a constant rush, constant improvements to the house, fussiness. To reduce the influence of these factors on working time, the manager must try to change, otherwise, these factors will not allow him to rationally use his working time. In my opinion, this is the most serious group of factors, since in order to effectively manage your opinion, you must first change yourself, and then try to change the surrounding reality, and changing yourself is very difficult, especially for a person who already sees himself as independent, literate and mature in every way.

Consider these factors:

1) Constant rush. In a state of constant haste, the manager does not have time to focus on the task he is performing at the moment. He follows the path that first came to mind, instead of thinking about other, perhaps more rational ways to solve a given problem.

2) Constant improvements to the house. They give rise to a vicious circle, when a person does not have time to complete his business and solve all problems during working hours, as a result he is forced to solve them at home at the expense of his free time, rest and personal life. A person does not have the opportunity to fully live, relax, and as a result, his productivity decreases, which leads to shortcomings and again to the need to improve the house. This vicious circle is a consequence of improperly organized working time, and it can be very difficult to break it.

3) Fussiness. Fussiness is the result of poor organization of the workday, it also depends on the impulsiveness and characteristics of the person. It’s hard for a fussy person to choose which business to take on; he often “throws around” between two things that are equally urgent and equally time-consuming to resolve; he can’t choose which one to take on, and because of this, time is wasted.

Annotation: The article discusses the causes of 7 types of losses in production, analyzes the possible consequences, which makes it possible not only to avoid losses but also to control the further development of the situation with limited resources, thereby optimizing management. An easy-to-use table for identifying and eliminating/minimizing losses has been developed.

List of keywords:, loss reduction, loss identification, optimization of production processes.

Identifying and reducing losses is a priority task for any modern enterprise. Because this is the basis for successful activities.

First introduced (1912-1990), CEO of Toyota - being the most ardent fighter against losses, he established seven types of muda. - this is one of the Japanese words, meaning loss, waste, that is, any activity that consumes resources but does not create value. These are errors that need to be corrected. This is performing actions that you can completely do without.

The literature considers, first of all, the assessment of loss as a fact of what has already happened and as a method of elimination. Which is certainly important, but does not answer what causes and consequences accompany the 7 types of losses.

The goal of lean manufacturing is prevention. It is necessary not only to eliminate, but also to prevent further occurrence and/or development of losses.

The task of management is to optimize the process. By considering the consequences of losses, management, with limited resources, can decide where to focus their efforts first.

Types of losses, causes and consequences

Overproduction– the most dangerous of losses, as it entails other types of losses. But the easiest way to exclude and identify this type is to follow the motto: “Don’t produce too much!” It is necessary to produce only what is ordered.

The reasons for overproduction may be large batches - which in turn may be a consequence of the impossibility of quick changeover. Also, anticipatory production can also cause overproduction. Excessive equipment and unstable quality are also causes of overproduction.

The consequences that arise from overproduction are premature consumption of raw materials, and as a result, the purchase of materials, which leads to excess inventories, and loss of quality.

The amount of unclaimed products and supplies in warehouses and intermediate operations is the cost of the “Overproduction” loss. Determined during the month, quarter, year.

A pull supply system, as well as leveling the load on production lines, helps to avoid overproduction.

Reason excess stocks is a long readjustment, which in turn is associated with the production of products in large quantities. As well as the imperfection of the production planning and supply of materials system.

To store supplies, we need additional space, warehouses, and additional labor. Also, these reserves will need to be searched for later, which means spending time and energy again. All these efforts are unnecessary costs, and the inventories themselves are the frozen capital of the enterprise.

As with overproduction, improving the planning system helps reduce inventory. Production flows should be based on a pull system with small batches whenever possible, which helps to level production.

The next type of loss is transportation - is a consequence of irrational placement of equipment and large distances between production areas. A value stream map can help identify inefficiencies in the production flow organization. By displaying material flows and their direction, we see the distance that a workpiece or material travels before it becomes a finished product. Increased transportation costs lead to higher prices for products.

Optimizing the location of equipment, storage facilities, and the direction of material flows in general helps reduce the number of transportations.

A loss " Movements» is associated with the movement of workers during a work shift. Contributes to a decrease in labor productivity, increased personnel fatigue and an increase in injuries. Timing the worker’s movements—the Spaghetti diagram—helps identify this hidden loss. But it is also important to understand the personal role of the worker himself in optimizing his working day and his actions. To eliminate unnecessary movements of the worker, it is first necessary to improve his skills. Together with him, optimize the production process and effectively organize workplaces. Personal engagement of staff can be increased by implementing the Kaizen movement - making small improvements on your own.

Of all types of losses, comparatively less damage comes from “ Expectation" This is the time that equipment or personnel spend inactive, that is, without creating value. When optimizing production flows, it is necessary, if not to exclude all other losses, then at least to strive to translate them into expectation. The timing of the work of personnel and equipment allows you to determine the waiting time. The total number of downtimes per shift, month and year will give us the waiting time. To reduce the amount of staff waiting time, during downtime it is recommended to direct them to cleaning, implementation of 5S, TPM, SMED, Kaizen systems.

Optimizing the location of equipment and reducing changeover time can reduce waiting time.

It can also increase production costs overprocessing. It arises as a result of the lack of a standard among the worker and the imperfection of technology. Before placing an order, you need to clearly understand what properties of the product are important to the consumer. This understanding must be reflected in the worker's standard. For example, in a standard operating chart, where all the steps and actions of the operator will be clearly stated.

Defects in manufacturing entail additional costs for rework, control, and organizing a place to eliminate defects. They arise as a result of technology violations, low qualifications of workers, inappropriate tools, equipment, and materials. The cost of defects is determined by the cost of defective products and the cost of rework. Implementation of quality loop systems and TPM help reduce defects. Also important here is the personal interest of workers to produce quality products.

To analyze production losses, it will be useful to consider the table (Table 1. Causes and consequences of 7 types of production losses), which will simultaneously present the causes and consequences of all types of losses, as well as methods for identifying, counting and eliminating them. The importance of this table lies in the fact that it helps determine the priorities of management actions in the fight against hidden production losses. Having a list of problems, it is important for management to correctly understand the direction and sequence of actions. Only by building a clear program can you achieve sustainable results.

Table 1. Causes and consequences of 7 types of industrial losses

Losses	Causes	Consequences	How to calculate losses?	How to fix it?
Reproduced farming	large parties; impossibility of quick changeover; anticipatory production; redundant equipment, inconsistent quality.	premature consumption of raw materials; procurement of materials; excess inventory, loss of quality.	The amount of unclaimed products and supplies in warehouses and intermediate operations. Over the course of a month, a quarter, a year.	pull supply system; leveling the load on production lines.
Excessive new stocks	long readjustment; production of products in large quantities; imperfection of the production planning and supply of materials system.	increase in area; additional labor; the need to search; possibility of damage; the need for additional pallets.	Determine how many materials are in the warehouse that are not needed in the next week (month - depending on the supply cycle)	pull production system; production leveling; batch size reduction; improvement of the planning system.
Transport calibration	irrational placement of equipment; large distance between production sites; inefficiently organized production flow; remoteness of warehouses.	increased travel costs; additional search costs; damage to products during transportation.	The cost of moving workpieces from one operation to another, and in the warehouse. Possible defect due to improper transportation. Value stream map.	optimization of production sites; optimization of warehouse locations.
Move- nia	irrational organization of the workspace; irrational arrangement of equipment and containers; inconsistency of operations; lack of standardized processes.	decreased labor productivity; staff fatigue; increase in injuries and occupational diseases.	Timing of worker movements, determining time and distance. Spaghetti diagram.	optimization of the production process; staff development; optimization of equipment distribution; efficiently organized workplaces.
Expectation	imbalance of production processes; imperfect planning; production of products in large quantities.	increase in time to manufacture a unit of product; decreased productivity; staff demotivation.	Timing of work of personnel and equipment. Total downtime per shift, month, year.	alignment of production processes; optimization of equipment location; reduction of changeover time.
Overprocessing	lack of standard; lack of understanding of what the consumer wants; imperfection of technology.	increase in production costs; increase in production time.	Find out from the customer which properties of the product he considers necessary, and which are secondary, or not needed at all. Over-processing costs.	standardization; careful study of consumer requirements.
Defects rework	violation of technology; low qualification of the employee; inappropriate tools, equipment, materials.	additional costs arise: for revision, for control; to organize a place to eliminate defects	The quantity of defects is its cost, or the cost of rework.	organizing the process of ensuring the release of quality products; implementation of a system for efficient operation of equipment.

Labor productivity in an organization directly depends on the rational use of working time. The performance of each employee and enterprise in a given period is the basic value to be focused on when analyzing productivity. And special attention should be paid to those reasons due to which time is lost in work, their analysis and developing opportunities to eliminate them (for example, for guardians - opening a nominal bank account to reduce costs and psychological burden).

Costs and lost working time

To resolve the issue of what costs relate to lost working time (taking into account the duration of lunch breaks), it is necessary to conditionally divide the labor process into the period that is directly devoted to production, as well as the irrational part that is wasted. The second concept includes those costs that are not directly aimed at performing job duties or improving their quality.

However, the time provided for by the daily routine cannot be classified in this category. Most often, this definition includes the following concepts:

• lateness to work and absences during activities;
• absenteeism, leaving work earlier than scheduled;
• downtime due to the employee’s fault, smoking breaks;
• conversations, if they are not directly related to work activities.

For example, a lunch break cannot in any way be an irrational use, since it is regulated by the schedule and is the employee’s right to rest.

Irrational time consumption in labor can have various reasons, so it is more appropriate to consider the main types using individual examples.

Whole-day loss of working time

The question of what losses of working time are called obvious whole-shift losses is taken into account for objective reasons. These may include:

• interruptions in the supply of certain resources needed for production;
• the need to take time to fix the marriage;
• absence of an employee for reasons that are objective in nature - illness, vacation, maternity leave.

In this category, the main aspect is that an entire shift, or working day, is lost. For example, repair work is being carried out on power lines and the enterprise is de-energized. This reason is objective, but is also taken into account as irrationally wasted time.

Intra-shift losses

Intra-shift losses of working time are those intervals that an employee uses not to solve his main tasks, but to solve personal needs. For example, he often goes out for a smoke break or talks a lot on the phone for personal reasons.

This expense can also be taken into account as an individual expense, since for each employee it is determined depending on his self-organization. To eliminate such circumstances, various measures can be taken, both individual and mass.

Also, intra-shift costs include those cases when time is wasted due to urgent activities - equipment repairs, solving organizational issues, unscheduled inspections.

Normalized loss of working time

Normalized losses are the consumption of working time, which may be provided for by internal standards or plans. For example, an employer can regulate the ability to take short breaks, for example, when working in difficult working conditions.

This concept also refers to situations where irrational costs occur due to the redistribution of responsibilities. For example, if one of the specialists does not show up for work and his functions are performed by the others.

Unproductive losses

Unproductive expenditures of working time are also called unproductive. This is the time when work activities are carried out as usual, but productivity does not increase.

Most often, this category includes lost working time due to the manufacture of defective products. The period during which resources and labor of employees are spent on correction is precisely unproductive.

Formula for lost working time

The question of what formula determines the indicator of lost working time is solved with the aim of finding those coefficients that will help to clearly see irrational expenditure. The following concepts are used for the calculation:

• calendar fund - the number of days, both work days and weekends, which according to the formula are included in the period under consideration;
• nominal reserve is the value obtained by subtracting all holidays and weekends from the calendar fund;
• useful value - the number of employee absences from work is subtracted from the nominal stock using the formula.

Defining these concepts helps to establish the period that actually should have been spent on production activities. It can be calculated either individually for an individual employee or in general for the company. Next, the coefficient is determined using the general formula.

Loss ratio

The coefficient is the value that, according to the formula, distinguishes the actual indicator from the regulated one. According to the standard, it should be equal to one. This indicator indicates that the entire prescribed norm was fulfilled in full, that is, there was no irrational consumption. To calculate the coefficient, the concept of specific gravity is often used in formulas.

The proportion of lost working time is a formula for the ratio of the number of absences to the useful value - those days that can be used for production. This indicator can also be calculated both individually and in general.

For clarity, consider an example of such a formula. The billing period is 120 days. Of these, 36 are weekends and holidays. The useful value is 84 days. The employee missed 3 shifts. Accordingly, the coefficient of wasteful consumption according to this formula will be 0.0357. If rounded to the percentage level - 3.6%.

Analysis of lost working time

Studying the loss of working time based on formulas and coefficients is necessary to improve labor efficiency. The main reason for conducting such an analysis may be a decline in productivity. However, such a comparison is recommended for preventive purposes.

This approach makes it possible to detect trends in productivity decline in a timely manner. Analysis and study of the concept of irrational use of working time also allows you to evaluate the company's resources and personnel policies.

Reasons for lost working time

All the reasons why part of the time is lost can be divided into three groups:

• legislative, they are also normative, when working hours are reduced by law, for example, for a minor worker, or when a pregnant woman goes on maternity leave;
• administrative and organizational - in this case, downtime occurs due to untimely provision of resources or equipment;
• subjective, when time is lost due to the fault of an individual employee - his lateness or absenteeism, failure to fulfill his duties on time, which entails downtime for other employees.

Finding the causes helps determine what measures should be taken to optimize production.

Reducing lost working time

Elimination of lost working time at an enterprise is carried out after identifying the reasons why time is used irrationally. According to the results of the inspections, those services and departments that are directly related to the causes are involved in elimination.

For example, if time is lost due to frequent breakdowns, then you should attract technical specialists or purchase new equipment. Or if there are downtime due to suppliers, then a possible solution would be to look for alternative supply lines.

Measures to eliminate losses include the following aspects:

• organizational analysis and search for causes;
• determining the coefficient and establishing priorities for solving problems depending on it;
• an order to eliminate the causes to those who have the proper level of competence;
• analysis of the current situation after elimination, assessment of the effectiveness of the measures taken.

If necessary, such activities can be carried out comprehensively in several areas or sequentially.

The most important reserve for increasing labor productivity in construction is the rational use of workers’ working time and the time of using construction machines through the comprehensive reduction of all types of losses. Systematic identification of losses of working and machine time and a detailed analysis of their causes make it possible to find ways to reduce and eliminate them. With a properly organized construction and installation process, there should be no loss of working time for workers and time for using machines. However, in practice, due to existing shortcomings in technology and work organization, whole-shift, intra-shift, obvious and hidden time losses occur.

The amount of total loss of working time on the site, as well as the reasons for their occurrence, are identified as a result of processing actual data based on existing accounting and reporting forms, as well as by conducting special studies and control walks of construction sites.

Lost working time can be obvious or hidden. Explicit ones include downtime, delays, and absences from work. Explicit losses of working time can be whole-shift or intra-shift. Hidden losses include all non-productive costs, usually intra-shift.

Whole-time loss of time covers entire-shift downtime, regardless of the reasons for its occurrence. This includes whole-shift downtime, absenteeism and absence from work due to violation of public order, leaves with the permission of the administration, downtime due to weather conditions, due to lack of electricity, compressed air, water, etc.

Obvious intra-shift losses of working time include extra work, unregulated breaks arising from poor organization of labor and production, as well as loss of working time due to violations of labor discipline and random downtime for reasons beyond the control of workers and engineering personnel.

Shortcomings in the organization of construction production cause unproductive costs, which, in essence, represent hidden losses of working time. Hidden losses of working time include labor costs that are not included in the work projects and do not provide an increase in construction products or improve their quality. The following classification of reasons causing hidden losses can be given.

Improper organization of labor: irrational arrangement and storage of materials, parts, structures, causing additional labor costs for transport and loading and unloading operations; violation of the construction and installation process technology, causing additional work; the use of ineffective methods of work in comparison with PPR and technological rules; use of materials and parts that do not meet the requirements of the project; deviations from the optimal number of workers in a team or unit; performing work that does not correspond to the profession and skill level of workers.

Inconsistency of the quality of initial building materials, parts, structures and finished products with the quality established by the standards. Increased labor intensity of work due to the use of low-quality materials that require modification and adjustment or elimination of defects.

Violation of production discipline: correction by workers of defects committed through their own fault; correcting defective products made by other workers.

Defects in technical documentation: corrections and additions due to errors in working drawings; additional labor costs caused by changes in design solutions.

Hidden losses of working time are divided into three groups:

Due to the fault of the worker;

Due to the fault of the administration;

For other reasons.

Losses of the first group are determined using timing observations. You can use observations carried out to design production standards, check the level of compliance with existing standards, and take photographs of workers' working days. It is important that the volume of work performed is accurately measured. In some cases, to study hidden losses, special observations are carried out using the photo accounting method.

The second group of hidden losses is determined by payment documents (work orders). From the work orders, all work performed by the worker that was not included in the work production plan is selected. In some cases, hidden losses of working time due to the fault of the administration will be determined using a photograph of the working day.

The third group of working time losses is identified by payment documents and acts that record hidden working time losses.

Methods for studying whole-cycle losses are different. The magnitude and causes of whole-shift losses of working time are analyzed based on timesheet data for the period of time under consideration, and the loss of time using machines according to reports on the use of machines.

It should be emphasized that certain types of whole-hour losses of working time are, in principle, inevitable and are partially taken into account in the balance of working time of construction and installation organizations. Such losses include absence from work due to temporary disability, maternity leave, performance of state and public duties, and students’ leave to take exams.

Actual whole-shift losses are compared with planned ones. Direct losses include the amount of obvious whole-life losses that exceed the planned indicators. These losses are determined as the difference between the timesheet indicator and the average annual indicators calculated in the working time balance to determine annual output.

The total whole-shift loss of working time as a percentage is determined by the formula

where P is the time worked during the survey period, man-days;

P - whole-shift loss of working time, man-days.

Hidden losses of working time are identified by studying the actual conditions of work and comparing them with the PPR and technology requirements, as well as conducting control walks of work sites. At the same time, the quality of the work performed is compared in accordance with the technical conditions, and additional amounts of work associated with reworking and correcting the product are determined. The study of work orders allows us to establish the volume and labor intensity of paid excess work for the period of time being surveyed.

Hidden losses of working time are calculated by dividing the identified hidden losses during the survey period by the actual time worked.

The total loss of working time is determined by:

, (12.25)

where Pv - intra-shift loss of working time, %;

Ps - hidden losses of working time, %.

To determine the balance of working time, identify obvious intra-shift losses in the working time of performers or the time of use of machines, as well as to eliminate existing shortcomings in the organization of labor and production, photographs of the working day (WPD) and photographs of the time of use of machines (FVIM) are taken. In addition, with the help of FRD and FVIM, it is possible to establish the degree of use of workers according to their qualifications during the working day, obtain data to determine the optimal composition of the team and the appropriate division of labor between individual performers, and establish the level of fulfillment of standards for all work during a shift.

In the practice of technical standardization, two main types of working day photography are used – individual and unit (team) photography. Observations for the purpose of compiling photographs of the working day are carried out using photo recording methods (graphic, mixed, digital) and must be carried out throughout the entire work shift. Observing this condition leads to distortion of the observation results.

For photographs of a working day, observations are carried out according to a classification scheme for the expenditure of working time of performers and the time of use of construction machines. At the same time, along with recording the total loss of time, the reasons causing these losses are established.

When taking individual photographs of the working day, time measurements are recorded using digital or graphic photo recording. The graphical method of recording time is used mainly when observing manual, non-cyclical processes.

A team (team) photograph of a working day, as a rule, is compiled on the basis of mixed photographic records. The number of workers covered by observation is usually no more than 12-15 people.

In the process of taking photographs of the workers' working day, simultaneously with recording the costs of working time, it is necessary to keep records of the volume of products completed.

Observation materials carried out for the purpose of compiling photographs of the working day are processed on ON forms (non-cyclical processing), and then transferred to FRD and FVIM forms.

The FRD form has a front and back side. The front side of the form contains data about the object of observation, the balance of working time according to the corresponding nomenclature, data on the fulfillment of production standards, taking into account losses of working time (actual level of production) and without taking into account losses (possible level of production). On the reverse side of the FRD form, the number and qualifications of the team, the purpose and duration of the visit to the construction site by engineering and technical personnel are indicated, and an executive calculation of labor costs is given. Here, in the section “Proposals for eliminating working time losses,” measures are given to reduce and eliminate time losses identified during the study of the labor process.

When taking photographs of a working day, the following basic requirements must be observed:

If there is a deviation from the normal flow of the process, a note must be made with a brief description of the reasons for the deviation (otherwise the quality of the observation data is reduced and may lead to the impossibility of further analysis);

During a work shift, the number of workers or machines being monitored may change for reasons beyond the supervision of the monitor. To maintain the objectivity of the information, it is necessary to record the number of objects of observation in the composition that was accepted at the beginning of the observation. For example, if after lunch one worker from the team was released in connection with the performance of public duties, then his absence until the end of the shift is recorded as downtime for random reasons and this is taken into account in the actual balance of working time;

Presence of engineering and technical personnel at the site (which is recorded on the form or in notes).

The results of photographs of the time of use of machines are processed on the FVIM form, which differs from the FRD form in the nomenclature of time spent.

The section “Balance of machine use time” is compiled according to the established classification scheme for machine use time. The remaining sections of the form are similar to photographs of the workers' working day.

The results of photographs of the working day and the time of use of machines, as they accumulate, are reflected in the “Summary of the results of photographs of the working day” (SFRD and SFVIM). Based on the summary data, the structure of working time is further analyzed, a final conclusion is given on shortcomings in the organization of work and proposals are made for its improvement.

Usually, two indicators of the level of compliance with standards are determined: actual and analytical (possible).

The actual level of compliance with standards is determined by the ratio:

where Нзтп - labor costs per unit of production according to the norm, person-hour;

NZtf - actual labor costs for the volume of production completed, man-hours;

V f is the volume of production completed during the observation period.

The analytical level of compliance with standards characterizes possible productivity in the absence of time loss:

where is the actual expenditure of working time on the completed volume of production without taking into account the loss of working time, man-hours.

The difference between the analytical and actual level of fulfillment of production standards shows the available reserves for increasing labor productivity.

Using photographs of working hours, you can also calculate the following indicators necessary for assessing measures to improve labor productivity:

percentage of operational work per task:

, (12.28)

Where t OPZ - time of operational work on a task;

T- duration of the working day photograph.

percentage of losses depending on the worker:

P2 = ( t excellent – t exc(n) + t pvr)100/ T, (12.29)

Where t exc - time for rest and personal needs, actual;

t exc(n) - the same, normative;

t pvr - time of losses depending on the worker.

percentage of losses beyond the control of the worker:

P3 = ( t npr + t pop)100/ T, (12.30)

Where t npr - time of losses for non-production work;

t pop - time of losses on organizational issues.

increasing labor productivity as a result of eliminating excess rest and losses depending on the worker:

D W 1 = (t excellent – t exc(n) + t nvr)100/( t pzr + t ORZ + t orm + t exc(n)), (12.31)

Where t pzr - time for preparatory and final work;

t orm - time for servicing the workplace.

increasing labor productivity as a result of eliminating organizational, technical and non-production losses:

D W 2 = (t npr + t pop)100/( t nzr + t ORZ + t exc(n)), (12.32)

total increase in labor productivity

D W = W 1 + W 2. (12.33)

One of the forms of workers’ participation in improving the organization of work and reducing the loss of working time is self-photography of the working day. The purpose of self-photography is to identify losses of working time by workers themselves and to develop, with their participation, measures to eliminate these losses.

Time spent is recorded on a special form during downtime or during designated breaks. Specialists should advise workers conducting self-photography on recording techniques and processing the results. Processing the results of self-photography ends with the analysis and development of an action plan to improve the construction process. Self-photographing data should be widely discussed at meetings and operational meetings of construction sites.

B.A. Volkov, Kokin M.V. and etc.
Design and estimate work in railway construction
Textbook for universities. Moscow: 2012.

Unproductive losses - working time

Page 1

Unproductive losses of working time are very large.

Labor productivity is affected by unproductive losses of working time: absenteeism, illness, absence without payment of maintenance with the permission of the administration, downtime, etc. Therefore, labor and production discipline must be maintained at the highest level.

Lost working time

With proper organization of labor, unproductive losses of working time are eliminated and the necessary conditions are created for the introduction of advanced labor methods. The diverse nature of anti-corrosion work and the various conditions for its implementation (in special workshops, directly on the construction site, etc.) complicate the technological process of carrying out work and require special attention to the correct organization of work and the workplace.

With proper organization of labor, unproductive losses of working time are eliminated, the necessary conditions are created for the introduction of advanced labor methods, and as a consequence of all this, labor productivity increases and the earnings of workers increase.

Labor productivity is greatly influenced by unproductive losses of working time due to absenteeism, illness, leaves without pay with the permission of the administration, downtime, etc. Therefore, labor and production discipline must be maintained at the highest level. Creating a cold-free environment, providing workers with good drinking water and proper sanitation (excluding stomach illnesses), providing a safe environment for workers and keeping workers fully employed are important means of increasing productivity.

Proper organization of the workplace helps eliminate unproductive losses of working time.

The main reasons for overexpenditures are deficiencies in labor planning and organization, excessive numbers of workers, unproductive losses of working time, the use of reduced production standards, excesses in wages and bonuses.

A rational workplace layout provides for the expedient placement of materials, devices and tools in a certain technological sequence, eliminating unproductive losses of working time due to unnecessary walking and unnecessary movements.

The compilation of technological processes is based on time standards and production standards for track fitters and machines, with the help of which the most rational pace of work and their sequence are determined, excluding unproductive losses of working time.

The Ministry of Gasprom of the USSR recommended for implementation standard projects for organizing workplaces (service areas) for process compressor operators, which will allow them to better service the main and auxiliary equipment of the compressor station and reduce unproductive Losses of working time. Thus, the implementation of these projects at compressor stations with gas turbine GPUs led to a reduction in lost working time for each driver by 62 minutes per shift, and with electrically driven GPUs - by 50 minutes.

It is known that unproductive losses of working time of machine operators due to poor organization of service often reach 25 - 30% of shift time.

At a number of enterprises, unproductive losses of working time are still high. This is difficult to explain, since Estonians have always been distinguished by hard work and organization, discipline and perseverance.

The current maintenance of the track in particularly heavy-duty sections during technological windows in the train schedule is most effective, as it allows the use of mechanisms and sometimes machines. In addition, in this case, unproductive losses of working time are reduced, additional work required to pass trains through the work site is eliminated, and the quality of work is improved.

In mass and large-scale production, increasing the durability of dies should significantly reduce unproductive losses of working time.

A workplace is an area of ​​labor activity for a worker or group of workers, equipped with equipment, tools, and inventory.

The more rationally the workplace is organized, the more convenient it is, the better provided with everything necessary for uninterrupted work, the higher the productivity of labor, the less unproductive loss of working time.

Pages:      1    2

10 reasons for wasting working time or 10 opportunities to find additional time to complete work and personal tasks if you start organizing your time correctly.

1. Concentration on several things at once. There are widely known stories about famous people who could do several things at the same time. But practical research has proven that it is not possible to pay high-quality attention to many things at once. The human mind can focus on only one mental operation at a time. Therefore, to save working time, or rather, to use it effectively and correctly, it is better to perform one type of activity. If thoughts about other important matters come into your head, then you should not switch to them, but simply write them down in a notebook. You can return to them later.

2. Time planning is not used. By solving problems as they arise, you can be like a person who is constantly catching up with a departing train. Planning helps to anticipate problems by solving important rather than urgent problems.

3. Planning happens only in the mind. The lack of records on paper or electronic media leads to unnecessary switching to other activities, and, as a result, causes loss of time.

4. Don't plan your time according to directions. While immersed in achieving work goals, people often forget about other important components of their lives. For example, about your health, about your family, about your hobbies, etc. Failure to allocate time for activities in these areas can lead to significant losses when it is necessary to urgently solve problems that have arisen. Additionally, switching between fundamentally different activities helps keep your mind fresher. Which, naturally, saves working time.

5. Lack of priorities in planning time and tasks. By dividing tasks by degree of importance, in planning you can identify the main problems, set goals and move towards achieving the goal.

Lack of priorities leads to unreasonable losses of working time on petty matters, which can either not be done at all or postponed to a later date. Remember the Pareto principle, or the 20/80 ratio. Those. 20% of our efforts produce 80% of the results. One option for prioritizing is the Eisenhower principle.

6. Procrastination. Living by the principle “There is no need to put off until tomorrow what can be done the day after tomorrow” leads to the accumulation of urgent matters and nervous breakdowns. The hardest thing is to take the first step, then everything goes much easier.

7. Work without breaks. Accumulated fatigue leads to a sharp drop in labor productivity and loss of time. Include short rest breaks in your planning.

8. Inadequate night rest leads to rapid fatigue and becomes one of the main reasons for wasting time at work.

9. An unorganized workplace leads to significant time loss. Thus, the usual “clutter” on the desktop forces a person to search for the documents he needs among a heap of others many times throughout the day. It is estimated that the total time lost to this could be up to seven hours per week.

10. Inefficiently organized work with email and programs like Skype. Constant distractions from communication, studying letters and solving new problems lead to disruption of plans.

taktiker, especially for dostignu.ru

LOSS OF WORKING TIME

In any organization, there may be a loss of working time and operational efficiency, which leads to a decrease in performance indicators. Such lost working time is usually measured in man-hours.

Lost working time can occur for a number of reasons:

• Unproductive activity.

  What to do if you lose working time

  In one form or another, such losses occur in any organization and can take, for example, more than 50% of middle managers’ time.

• Non-optimally constructed technological chains and business processes. For these reasons, on average, an organization loses about 35% of the working time of the employees involved.
• Ineffective provision of services (“defects”, lack of service in work). These losses in almost any organization account for, on average, 50% of employees' time
• Ineffective use of employee potential and insufficient qualifications. For this reason, an organization, on average, loses about 60% of staff time
• Loss of time, money, clients from the absence or duplication of certain types of activities in the organization.

  These losses account for about 15% of employees' time

• Customers leaving, incorrect work with suppliers, which are available in more than half of commercial organizations
• Inconsistency of information systems and technological infrastructure with business needs. The magnitude of losses for each organization is very individual, but their value both in man-hours and in monetary terms is commensurate with most of the above types of sources of losses
• Illiterate actions of the leader
• Ineffective personnel remuneration system
• Imbalance of workload among employees in the department
• Ineffective interaction between departments, low response speed to requests, low quality of data provided
• And etc.

To identify sources of lost working time and then eliminate or minimize them, the following standardization methods are used:

Eliminating sources of lost working time allows you to increase staff productivity and overall business efficiency by 10-60%.

The time of the head of Rassvet LLC

1.3 Causes of losses and rationalization of the use of manager’s working time

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1.6 Lost working time, methods for studying lost working time

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Calculation of costs for equipment and wages in the electric power industry

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The balance of the use of working time of one worker is compiled based on a five-day week.

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Business process reengineering (using the example of Siemens Nixdorf Service)

2.3 Reserves for reducing business process time

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Improving the labor motivation system using the example of Volsky Mechanical Plant OJSC

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To carry out practical calculations, the company chosen was MegaTex LLC, which sells software products and provides consulting services for their maintenance...

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