Improvement of the machine and tractor fleet and its efficient use

Contents

Contents

Introduction

1 Organizational and economic characteristics of KSUP "Zarya State Farm-Plant"

1.1 Organizational and legal status of the organization and its specialization

1.2 Organization personnel, productivity and remuneration

 

1.3 Analysis of the main economic and financial indicators of the enterprise

1.4 Analysis of the company's availability of fixed assets

1.5 Analysis of technical condition of fixed assets

1.6 Asset Efficiency Analysis

2. Formation of effective inventory management systems at the State Farm-Plant Zarya

2.1 Analysis of the value and predictability of demand by assortment groups of goods in KSUP "Zarya State Farm-Plant"

2.2 Building an inventory management system in practice

2.3 Rational storage of spare parts

2.4 Improvement of the organizational structure of KSUP "Zarya State Farm-Plant"

3 Transport logistics

3.1 Formation of road traffic routes

3.2 Calculation of technical and operational performance of vehicles on routes

4 Design of process layout of spare parts warehouse

4.1 Warehouse Layout Requirements

4.2 Characterization of main storage areas

4.3 Defining the Main Warehouse Parameters

4.4 Calculation of equipment quantity and selection

5 Design development

5.1 Description of the design object

5.2 Technical calculations

   5.2.1 Calculation of the lower frame for bending

   5.2.2 Strength calculation of the side frame

 6 Occupational safety

  6.1 Analysis of health and safety at the enterprise

  6.2 Development of safety measures during process execution

  6.3 Ensuring fire safety at the enterprise

7 Cost-effectiveness of design solutions

  7.1 Technical and economic assessment of design development

  7.2 Economic evaluation of implementation of the software product on optimization of pendulum routes with reverse idle mileage

  7.3 Economic evaluation of the implementation of the ERP-system of material inventory management in KSUP "State Farm-Plant" Zarya "

Conclusion

List of sources used

Applications

Z a d a n and e for a diploma project

1 The topic of the diploma project: Improving the logistics of road transport of the State Farm Plant Zarya KSUP was approved by order of the University No. 1298s of 02.11.2016.

2 Initial data for the project: Business plan of the enterprise, balance sheet of the enterprise, annual reports, materials of pre-diploma practice in KSUP "State Farm Plant" Zarya, "etc .

3 Contents of explanatory note (list of issues to be developed) Abstract. Content. Introduction. 1 Organizational and economic characteristics of the State Farm Plant Zarya. 1.1 Organizational and legal status of the organization and its specialization. 1.2 Organization personnel, productivity and remuneration. 1.3 Analysis of the main economic and financial indicators of the enterprise. 1.4 Analysis of the company's availability of fixed assets. 1.5 Analysis of technical condition of fixed assets. 1.6 Asset efficiency analysis. 2 Formation of effective inventory management systems in the State Farm Plant Zarya. 2.1 Analysis of the value and predictability of demand by assortment groups of goods in KSUP "State Farm Plant" Zarya. " 2.2 Build inventory management system in practice. 2.3 Rational placement of spare parts in the warehouse. 2.4 Improvement of the organizational structure of the State Farm Plant Zarya. 3 Transport logistics. 3.1 Formation of traffic routes. 3.2 Calculation of technical and operational parameters of vehicle operation on routes. 4 Design of process layout of spare parts warehouse. 4.1 Requirements to warehouse layout. 4.2 Characteristics of the main storage areas. 4.3 Define the main parameters of the warehouse. 4.4 Calculation of quantity and selection of equipment 5 Design development. 5.1 Description of the design object. 5.2 Technical calculations. 5.2.1 Calculation of the lower frame for bending. 5.2.2 Calculation of the side frame for strength. 6 Occupational safety. 6.1 Analysis of health and safety at the enterprise. 6.2 Development of safety measures during process execution. 6.3 Ensuring fire safety at the enterprise. 7 Economic efficiency of design solutions. 7.1 Technical and economic evaluation of design development. 7.2 Economic evaluation of the implementation of the software product on optimization of pendulum routes with reverse idle mileage. 7.3 Economic evaluation of the implementation of the ERP material inventory management system in KSUP "Zarya State Farm Plant." Conclusion. List of sources used. Applications. Specifications.

4 List of graphic material (with exact indication of mandatory drawings):

1 Analysis of the economic activities of KSUP "State Farm Plant" Zarya "- 1 sheet f. A1; 2 Inventory management systems - 1 sheet f. A1; 3 Improvement of the organizational and management structure of KSUP "State Farm Plant" Zarya "- 1 sheet f. A1; 4 Transport logistics - 2 sheets f. A1; 5 Rational placement of spare parts in the warehouse - 1 sheet f. A1; 5 Design development - 3 sheets f. A1; 6 Technical and economic indicators of evaluation of design solutions - 1 sheet f. A1.

Project Description

Diploma project: 107 liters, 22 tables, 4 drawings, 26 sources used. Graphic part - 9 sheets of A1 format.

Keywords: material flow, logistics, stock, transport, warehouse, technological layout, labor protection, instruction, management. The object of the study is the State Farm Plant Zarya.

The purpose of the work is to improve the process of forming material flows at the State Farm Plant Zarya.

The diploma project analyzed the production and economic activities of KSUP Zarya State Farm Plant, identified shortcomings and identified prospects for its development. The production program and the annual scope of the enterprise are justified. A description of the State Farm Plant Zarya was given, a technological calculation was made, the number of workplaces was calculated, the necessary technological equipment and tools were selected, and car traffic routes were calculated.

Inventory management systems for the enterprise have been formed, routes for centralized delivery of products to company stores have been calculated, and rational placement of inventory in the warehouse of the State Farm Plant Zarya has been proposed.

The design development is rack container for transportation and storage of rotors of LCS KZR10, the implementation of which will minimize the cost of forming a logistic cargo unit.

Measures to ensure life safety at the enterprise have been developed; economic calculations were carried out to assess the feasibility of implementing design solutions.

Rational storage of spare parts

Rationalization of material flows in the warehouse is a reserve for improving the efficiency of any enterprise.

Proper placement and stowage of goods is a prerequisite for the rational organization of the intra-warehouse technological process. With a significant range of goods stored in warehouses, this allows you to create proper conditions and storage regime, reduce losses, increase the efficiency of using storage space, allow you to quickly find the right goods, keep an accurate record of their availability, receipt, consumption, ensure the safety of the quality of goods, etc.

Two types of laying are used in warehouses: stacking and shelving .

Stacking is suitable for storing large batches of homogeneous goods. To ensure free air circulation, the stack is laid on a tray. Space is left between stacks and ceiling. The height of the stack is determined by the nature of the goods, the type of packaging, the height of the warehouse, the maximum load per 1 m2 of floor and pallet area, the degree of mechanization of labor in warehouses.

The stability of the stack is achieved by the correct ways of laying it: direct laying, in a cross cell, in a reverse cell.

In the KSUP "State Farm Plant" Zarya "in the warehouse of spare parts, stacking is rarely used. Basically, the shelving method of placement in the warehouse prevails. This is due to the fact that the packaged spare parts are oversized goods, which can be easily stored on shelves of racks.

Placing goods in stock can be random and optimized.

Moreover, the main principle of optimizing the placement of goods in a warehouse is to minimize the number of movements in a warehouse by dividing the entire assortment into groups that require a large number of transfers and groups that are rarely accessed.

At the same time, the first group includes goods that have a significant consumption intensity over a certain period of time (goods of group A of the ABC analysis). To the second - relatively small (goods of group B and C).

Economically and technologically sound layout schemes are made for rational placement of goods. It should be remembered that it is better to place fast-moving goods on the lower level of shelves. This will reduce the time to find and take the goods.

As a rule, often issued goods make up only a small part of the item (about 20-30% of the total number of items). They should be located in places that are convenient, as close as possible to the vacation zones, along the so-called "hot" lines. Goods that are required less often are pushed to the "background" and placed along the "cold" lines.

Large goods and goods stored without containers can also be located along the hotlines, since their movement is associated with significant labor costs.

In the State Farm Plant Zarya, the reserves stored in the "hot" zone include: bolts, nuts, fuel pumps, nozzles (set), hydraulic system pumps, oil and lubricants, bearings, operating liquids (antifreeze, brake fluid), battery, rubber equipment (glands, gaskets) and other spare parts related to the so-called. "

Reserves stored in the "cold" zone of the plant's warehouse include: cylinder heads, starting engine gears, radiators, water pumps, compressors, turbocompressors, transfer boxes, and others.

The usable storage area required to place the relevant spare part name is determined based on the maximum desired inventory level (MWL) or at least the order size.

The storage system is designed to ensure the optimal placement of cargo in the warehouse and rational management of the name. The development of the storage system is carried out taking into account all the relationships and interdependencies between external (entering and leaving the warehouse) and internal (warehouse) flows of the object and related factors (warehouse and cargo parameters, technical means, etc.).

The development is based on the selection of a rational system of all technically feasible options for solving a permanent problem by quantitative and qualitative evaluation .

This process of selection and optimization involves the identification of related factors, systematized into the main subsystems:

· stored cargo unit;

· storage type;

· warehouse maintenance equipment;

· picking system;

· control of cargo movement;

· information processing;

· warehouse parameters ("building ").

With the alternative selection of a storage system based on the equipment used, the best option is the maximum value of the storage volume efficiency at the lowest cost.

When forming a project designed to increase the tension and speed of material flow through the warehouse, it is important to take into account the scheme of access to the warehouse, its throughput. If access to the warehouse limits the daily number of customers, and it is not possible to change the scheme of access, then the characteristics of the required material flow are embedded in the project based on the maximum capacity of access roads.

The main tasks that arise during the formation or modernization of the warehouse can be divided into technical and financial:

Technical:

1. Increased tension of transport and storage material flow.

2. Increase maximum storage capacity.

Financial:

1. Minimize one-time costs of warehouse formation or upgrade.

2. Minimizes the current cost of maintaining one cargo location.

Improvement of the organizational structure of the State Farm Plant Zarya

The organizational structure of management is the composition and subordination of management links and individual employees, it is a set of management employees with the established order of their subordination and relationship.

The structure of the enterprise determines the place of individual workers and entire established collectives in the established labor cooperation. This is the framework on which their relationship is built.

The best structure, of course, does not guarantee good results, but the bad structure guarantees non-fulfillment of tasks.

Consider this organizational structure of the State Farm Plant Zarya. This structure belongs to a linear type.

At the head of the enterprise is the Director, who makes all the important decisions in the enterprise .

To ensure efficient operation, the company has the appropriate fixed assets, material and labor resources.

Warehouses are equipped for warehousing and delivery of goods in accordance with the established requirements and GOST. There are lifting and transportation equipment, loaders for internal movement of goods through the territory of the enterprise.

The enterprise has its own transport used by the enterprise to provide the necessary freight transportation within the republic.

Upon arrival at the warehouses of the enterprise, the products undergo incoming quality control according to the established criteria.

The organizational management structure that existed in the State Farm Plant Zarya KSUP has the following form.

At the head of the enterprise is the director. He is subordinate to the chief engineer, chief energy engineer, deputy director for crop production, chief veterinarian, chief livestock technician, deputy director for processing, chief economist, head of personnel department, chief accountant, deputy director for commercial affairs, deputy director for ideological work, deputy director for trade, managers.

For the purpose of their performance, it is necessary that the level of remuneration directly depends on the volume of sales. In particular, we propose that the salary consist of two parts: salary and bonus. Moreover, the premium should be formed based on the volumes of sales that this official managed to provide (for example, 0.5% of sales).

To increase speed and improve the quality of work, and therefore to generate higher profits, you need to create a logistics department.

The organization of the Logistics Department will reduce the lead time because there is no need to coordinate the activities of this department and the First Deputy Director for Trade.

In the proposed management system, it is advisable to introduce the logistics and analysis department, as well as the post of logistics specialist (in the amount of 2-4 people), because this specialist is engaged in organizing the management of cargo flows, transportation and delivery of goods; storage (storage) of goods; and they may be responsible for procurement. Enter the following positions: Logistics Manager, Logistics Manager and Logistics Coordinator.

The main tasks of logistics are:

- work with suppliers (supplier selection);

- calculation of inventory movement parameters;

- analysis of the value and forecasting of demand by product items of individual assortment groups;

- participation in organization of continuity and productivity of daily work of logistics department

- Assessment and analysis of costs associated with the execution of logistics operations

- Evaluation and analysis of the performance of logistics operations.

- Evaluation and analysis of working time costs for operations

- development of proposals for optimization of logistics processes in the company;

- Compliance with approved cost estimates, budget lines;

- improvement, development and implementation of new systems aimed at improving the efficiency of the department.

Logistic Functions:

1. Design and development of logistics systems.

2. Development and implementation of methodological and normative materials on logistics for specific departments, definition of functions and operations. Control of application of developed methodological and regulatory materials

3. Development of reporting forms and methods.

4. Control the correctness and timeliness of the tasks performed by the employees of the department.

5. Coordination of internal and external relations of the company.

6. Participation in logistics budgeting process. Analysis of logistics costs and logistics costs.

7. Analysis of the balance of cost and efficiency of logistics operations of the enterprise.

8. Coordination and direction of financial flows related to logistics processes.

9. Coordinate the workflow of logistics processes.

10. Coordination of department interaction with other divisions of the enterprise in accordance with developed and approved process diagrams.

The main requirements for a logistics specialist are:

- Higher "special" education in logistics;

- Ability to analyse, plan and manage;

- construction of the logistics system at the enterprise;

- design and organization of information flows in the logistics system;

- knowledge of the logistics aspects of the enterprise (procurement, stocks, warehousing, transportation, customs clearance, insurance, distribution, information and financial flows).

The corresponding sheet of the graphic part presents the proposed organizational and management structure of the State Farm Plant Zarya.

4 Design of process layout of spare parts warehouse

A number of organizational, technical and economic tasks are subject to design, development and resolution of the warehouse. These include:

design of the activity process;

justification of the working time fund;

calculation of the number of workers;

calculation of areas and development of layout plans;

development of planning solutions;

development of a master plan;

development of measures for labor protection, fire safety and environmental protection;

calculation of technical and economic indicators.

Warehouses are classified according to the following characteristics:

1. By nature of activity or by purpose: material (supply) warehouses; in-house (inter-shop and workshop); marketing

2. By the type and nature of the stored materials: universal; specialized.

3. By design type: open (open sites); closed (located in separate rooms); semi-closed (have only a roof or roof in one, two or three walls); special.

4. By location and scale of action: central; precinct; arrival.

5. According to the degree of fire resistance: non-combustible (made of stone); difficult to burn (wood with impregnation); burnt .

6. In terms of height of loading: with laying from 2 to 24 meters and above.

7. By degree of mechanization: non-mechanized (manual labor); mechanized (mechanized means with manual control); automated (semi-automatic mechanisms with input of commands from the keyboard); automatic (computer-controlled automatic mechanisms).

8. If possible, delivery and export of cargo by rail or water transport: pier; rail; deep.

Stationary and mobile mechanisms are used to mechanize the warehouse process and intra-warehouse works:

conveyor systems;

tali and cranes: single-beam and bridge;

stacker cranes: rack and bridge;

floor transport: accumulator and network loaders, auto-loaders, electrocarts, electrotractors [8].

The layout of the department is called the layout of lifting and transportation equipment, workplaces, sanitary and power networks, driveways and passageways. Division planning is carried out after the development of a general building layout plan.

4.1 Warehouse Layout Requirements

Conventionally, storage space can be divided into two main parts: areas directly used to store goods and areas not used for storage. When planning a warehouse, it is recommended to maintain the ratio of these areas in a ratio of at least 2:1.

The layout of warehouses should ensure the possibility of applying effective methods of placing and laying storage units, using warehouse equipment and conditions for the complete preservation of the goods. This internal layout of storage areas allows you to maintain the flow and continuity of the warehouse process. To improve the operating conditions of lifting machines and mechanisms, it is necessary to strive to organize a single warehouse space, without partitions and with the maximum possible number of columns or spans. The best option from this point of view is a single-span warehouse (at least 24 m wide). The efficiency of using the storage volume also depends in large part on the height of the storage, which should take into account the size of the transport units and as close as possible to the technological height of the warehouse.

The layout and structure of the warehouse premises is significantly influenced by the very content of the process. At the design stage, the composition of the warehouse rooms, the proportions between the individual rooms and their mutual location are established. Let's look at the layout of a public commodity warehouse as the most common storage type.

4.2 Characterization of main storage areas

To perform process operations for acceptance, storage and shipment of products to buyers, the following main zones are allocated in warehouses:

- The vehicle unloading area, which can be located both inside and outside the premises;

- expedition of goods acceptance, including with operations on goods acceptance by quantity and quality;

- main storage area;

- order picking area;

- Shipment expedition;

- the loading area of vehicles, which is located outside the storage and picking area.

The listed operating areas of the warehouse must be connected by passageways and passageways.

The vehicle unloading area shall be adjacent to the acceptance expedition (quality and quantity acceptance area). The main part of the area is allocated for the product storage area. It consists of the territory occupied by storage units and the area of ​ ​ passages. The order picking area must be adjacent to the storage area. This zone, in turn, should be located next to the expedition to send storage units. The goods unloading area is used for mechanized and manual unloading of vehicles, as well as for the removal of goods from transport containers, acceptance by quantity and short-term storage until the goods are transferred to the acceptance expedition.

The goods acceptance expedition (can be located in a separate warehouse room) serves to accept the goods by quantity and quality, keep records of the arrived goods, their temporary storage until they are transferred to the main storage area of ​ ​ the warehouse.

In the area of preparation of goods for storage (located in the area of goods acceptance or in the main warehouse room) storage places are formed. The goods in this area may come from the acceptance expedition and/or from the unloading area.

In the storage area (the main part of the main warehouse room), goods storage operations are performed.

In the picking area (can be located in the main warehouse room), transportation units to consumers are formed, containing the necessary assortment of goods selected in accordance with orders.

The dispatch expedition is used to receive the goods by the forwarding agent (consignee of the consignment lot), as well as for short-term storage of cargo units prepared for shipment.

In the loading area (in the diagram - car ramp), manual and/or mechanized loading of vehicles takes place.

5 Design development

5.1 Description of the design object

The design object is rack container intended for transportation and storage of rotors of KZR10 Polesie-Rotor complex. Rotor represents hollow cylinder - drum, in threshing-separating part of which corrugated, rectilinear beads are fixed, in separating part - strips.

Overall dimensions of the rotor:

length - 3000 mm;

diameter - 750 mm.

Rotor weight - 470 kg.

The container is a metal welded structure. The number of seats is 3.

In KSUP "State Farm Plant" Zarya "in the spare parts warehouse in the basic version, 3 rotors of the KZR10 Polesie-Rotor complex are stored in 20.25m2. Rack container capabilities allow you to store rotors in three tiers, thereby reducing the volume of occupied area by almost 3 times. In the designed version, 3 rotors of the KZR10 Polesie Rotor complex occupy 7.2m2 floors of the warehouse.

7 Cost-effectiveness of design solutions

The project solutions for which cost-effectiveness assessment is feasible are:

- manufacture of rack container intended for transportation and storage of rotors of KZR10 Polesie-Rotor complex;

- implementation of a software product allowing to optimize pendulum routes with reverse idle mileage;

- Implementation of an effective ERP material management system in the enterprise.

7.2 Economic evaluation of the implementation of the software product on optimization of pendulum routes with reverse idle mileage

The analysis of the algorithm and the procedure for optimizing pendulum routes with reverse idle mileage indicates a high labor intensity of the design work, which does not allow the proper use of such an approach in practice [11 , 12].

In this regard, as a design solution, it is proposed to use in practice the one developed at the department of tractor repair, a software product that enables the optimization of pendulum routes with reverse idle mileage using information technologies, which makes it possible to significantly reduce the labor intensity of calculation work, thereby ensuring its attractiveness for the widespread introduction into the practice of business activities of not only motor transport enterprises, but also other organizations engaged in freight transportation, including domestic.

The costs associated with the introduction of this software product directly into the business practice of KSUP "Zarya State Farm Plant" will amount to 150.0 rubles:

- the cost of software as of 01.01.2016 was 100.0 rubles.

- expenses related to the advanced training of the routing specialist - 50.0 rub.

The obtained results of the reviewed production task for the delivery of mineral fertilizers to the enterprise of KSUP "Zarya State Farm Plant" (see Chapter No. 3) make it possible to argue that the use of a software product to optimize pendulum routes with reverse idle mileage will reduce the total mileage on these routes from an average of 5.0 to 10.0%.

The total annual mileage of the number of vehicles of the State Farm Plant Zarya (5 cars) is about 150.0 thousand km.

Moreover, transport work on such routes (several consumption points served from one loading point) will obviously take place, however, inconsistently, but according to preliminary estimates in at least 20% of cases. Therefore, the software product can be used on routes, the total mileage of which will be about 30.0 thousand km.

Thus, the annual economic effect of the implementation of the software product will be from 5.0 to 10.0% of 30.0 thousand km of car mileage or an average of 2250 km per year or 900.0 rubles. (2250 km0.40 rubles/km), where 0.40 rubles/km is the average tariff rate for 1 km of mileage for a MAZ car at the enterprise.

At the same time, the static payback period of the total costs associated with the implementation of the software product will be about 2.0 months (150.0 rubles/900.0 rubles).

Conclusion

1. As a result of the analysis of the work of the agricultural sector of the State Farm Plant Zarya, it was established that without looking at all the positive aspects, a number of unresolved problems have accumulated here related to a decrease in resource potential, as well as an increase in costs. In these circumstances, an important area of ​ ​ efficiency improvement is the use in practice of a logistics approach that minimizes costs, as well as cycle times in the production and sale of agricultural products.

2. Taking into account best practices in inventory management, we have proposed a fixed-order management system, the introduction of which in direct business practice will ensure that the enterprise operates without deficiency, with a lower amount of the most desirable level of inventory, which will lead to an increase in the turnover of money invested in inventory creation, as well as a decrease in storage costs.

However, taking into account the peculiarity of the system (daily monitoring of the current stock level in the warehouse and its comparison with the calculated threshold level), the enterprise needs to implement production management information systems (ERPs) or use application configurations of type "1C: Warehouse and Trade."

3. In order to increase the efficiency of transport services, it is proposed to introduce directly into the practice of economic activity a software product for optimizing pendulum routes with reverse idle mileage. This will allow, at the same volume of freight, on the one hand, to increase the profitability of the enterprise or reduce the costs associated with intra-production transport costs, on the other hand, to reduce energy consumption, which is very relevant at the moment when there is a process of constant increase in energy prices.

4. Logistics approaches to materials management at the warehouse site have made it possible to increase the efficiency of using storage areas, minimize the flow of raw materials and goods when entering the warehouse and shipping to consumers, and generally reduce the cost of warehouse operations.

5. The project provides for engineering and economic calculations of design development, the introduction into production of which will minimize the cost of forming a logistic cargo unit in the macro system.

6. The project has developed a set of labor protection measures to ensure safe working conditions, reduce industrial injuries and improve sanitary and hygienic working conditions in the State Farm Plant Zarya. At the same time, measures were developed to ensure fire safety, as well as an analysis of the state of environmental safety in the organization. The lighting level of the production room is calculated.

7. Based on the economic calculations made to justify the feasibility of design solutions, it was established that the total costs associated with their implementation would be 3861.8 rubles. At the same time, the total annual economic effect will be 1044 rubles, and the static payback period will be about 3 years 7 months. The value of investments in the implementation of a computer program for optimizing pendulum routes will be 150 rubles, the total annual economic effect will be 900 rubles, the return on investment will be about 2 months. The value of investments in the implementation of the ERP material management system will be 2108 rubles, the total annual economic effect will be 1280.4 rubles, the ROI period will be about 1 year 7 months.