Reducing the loss of working time per employee. Lost working hours and their elimination

Significant reserves for increasing production efficiency are due to the reduction of non-productive time. To calculate the loss of working time, research methods were used - a photograph of working time. During the research, the work of one repair team was observed during one working day. All observations were recorded in the observation list of individual photographs of working time. It is clearly presented in table 9.

Table 9

The actual balance of the working time of the shift of the repair crew

The sum of all values ​​of the time spent is equal to the duration of observations (in our case, 600 min).

After determining the duration of each type of time spent, their letter designation is made. Then a summary of the same time costs is compiled.

Equal waste of time.

Based on a summary of the same time costs and knowing the duration of each operation, we calculate the percentage value of this or that action in the total duration of working time. The actual balance of the working time of the day is drawn up.

1. The coefficient of use of shift time (Ksp) is found by the formula:

K isp = (PZ + OP + OB + EXC) / T cm, (3)

where PZ - preparatory and final work, min;

OP - operational time, min;

ABOUT - the time of maintenance of the workplace, min;

ETL - time for rest and personal needs, min;

K isp \u003d (35 + 369 + 106 + 11) / 600 \u003d 0.8683 or 86.83%.

2. The coefficient of loss of working time for organizational and technical reasons (Kpnt):

K pnt \u003d PNT / T cm, (4)

where PNT - breaks caused by violations of the normal course of the process, min;

T cm - duration of observation, equal to 600 minutes.

K pnt \u003d 39 / 600 \u003d 0.065 or 6.5%.

3. The coefficient of loss of working time due to violations of labor discipline (Kpnd):

K pnd \u003d PND / T cm, (5)

where PND - breaks due to violations of labor discipline, min;

T cm - duration of observation, equal to 600 minutes.

K pnd \u003d 40 / 600 \u003d 0.0667 or 6.67%.

4. The coefficient of a possible increase in labor productivity, subject to the elimination of direct losses of working time (Ppt):

P pt \u003d (PNT + PND) / T op * 100%, (6)

Where PNT - breaks caused by violations of the normal course of the process, min;

PND - breaks due to violations of labor discipline, min;

T op - operational time, min.

P pt \u003d (39 + 40) / 369 * 100% \u003d 21.4%

5. To calculate the standard balance of working time of the day, the time standards for preparatory and final operations, maintenance of the workplace, rest and personal needs approved for this type of work are used.

Normative operational time (OP norms) is determined by the formula:

OP norms \u003d (Tcm - PZ) / (1 + (N about + N exc) / 100), (7)

where T cm - duration of observation, equal to 600 min;

ПЗ - preparatory-final time, min;

N about - standard ABOUT = 5% (at PZ = 35 min);

N ex - standard ETL = 4% (at PZ = 35 min).

OP norms \u003d (600-35) / (1 + (5 + 4) / 100) \u003d 518 min.

Then, based on this value, the duration of the standard time for servicing the workplace (518 * 0.05 \u003d 26 minutes) and for rest and personal needs (518 * 0.04 \u003d 21 minutes) is determined. All standard costs should be the duration of the working day in minutes, in our case 600 (518+35+26+21) minutes.

6. The maximum possible increase in labor productivity when eliminating all losses and unnecessary costs of working time (PPT) is calculated by the formula:

P pt \u003d (OP norms - OP f) / OP f * 100%, (8)

where OP norms - standard operational time, min;

OP f - actual operating time, min.

P pt \u003d (518 - 369) / 369 * 100% \u003d 40.4%.

Based on the information received, specific organizational and technical measures are developed aimed at eliminating the causes that cause losses and unnecessary costs of working time.

Since the activities must be economically justified, their expected conditional annual economic efficiency is calculated.

Initial data:

• - the number of repair workers - 124 people;
• - planned annual output - 1,257.790 thousand tenge;
• - expenses for 1 tenge of products according to the plan - 92 tiyn;
• - the share of semi-fixed costs in the cost of production - 21%;
• - normative coefficient of comparative economic efficiency of one-time costs E n = 0.15.

Table 10

Plan of organizational and technical measures to improve production efficiency in GKP "KTEK"

	Event	Location	Deadline	Performers	Time loss reduction, min	Costs, thousand tenge
	Delivery of work orders and technical documentation to workplaces before the start of the shift
	Organization of rhythmic delivery of blanks to workplaces. 1 transport worker is allocated.	Boiler room 1
	Acquisition of an excavator with a hydraulic hammer	Repair and construction site		Chief Engineer
	Determination of disciplinary measures to prevent tardiness and early departure from the workplace	Workshop of small boiler houses		Foreman

The growth of labor productivity is determined by reducing the loss of working time after the implementation of the proposed measures:

P pt \u003d MO / OP * 100%, (9)

where PN - unregulated breaks equal to 121 minutes;

OP - operational time, equal to 369 minutes.

P pt \u003d 121 / 369 * 100% \u003d 32.8%.

We can increase productivity by 32.8% after the introduction of measures.

The increase in the output of marketable products due to the growth of labor productivity is calculated:

PR \u003d H * V p * P pt / 100, (10)

where PR is the increase in the output of marketable products,%;

H - the number of repair workers, people;

B n - planned annual output, tenge;

P Fri - growth in labor productivity, 32.8%.

PR \u003d 124 * 1,257,790 * 32.8 / 100 \u003d 51,156,835 tenge.

The planned cost of additional output is determined:

C p \u003d PR * Z per 1tng, (11)

where C p - the planned cost of additional output;

З na1tng - costs per 1 tenge of production according to the plan.

С n = 51 156 835 * 0.92 = 47 064 288 tenge.

The cost reduction is calculated due to the reduction of semi-fixed costs:

C \u003d C p Y vopr, (12)

where C - the cost of repair work, tenge;

C p - planned cost of additional output, tenge;

U vopr - the share of semi-fixed costs in the cost of production,%.

C \u003d 47,064,288 * 0.21 \u003d 9,883,500 tenge.

The economic effect of cost reduction per year will be:

E \u003d C - Z t - Z e E n, (13)

where E - economic effect, tenge;

C - production cost, tenge;

З t - current costs, tenge;

З e - one-time costs, tenge;

E n - correction factor for one-time costs.

E \u003d 9,883,500 - 6,748,159 - 17,883,000 * 0.15 \u003d 452,891 tenge.

In addition, 4,092,547 tenge of additional planned profit will be received from the additional issue:

P add \u003d PR - C p, (14)

where P additional - additional planned profit, tenge;

PR - increase in the output of marketable products, tenge;

C n is the planned cost of additional output.

P additional \u003d 51,156,835 - 47,064,288 \u003d 4,092,547 tenge.

Adding the effects obtained as a result of the proposed activities, we obtain savings in the amount of:

1 947 461 + 452 891 + 4 092 547 = 6 492 899 tenge.

Thus, reducing the loss of non-productive time leads to a significant reduction in material and labor costs when performing repair work. These calculations allow more rational use of time, which is currently one of the most important indicators of production efficiency. An enterprise that has managed to minimize costs and meet deadlines is the most cost-effective and financially stable.

Thus, the maximum possible value of the coefficient of extensiveness is 0.87. But the actual time spent on lunch and rest is lower than the standard (planned) costs, and there are also costs for unscheduled breaks, which indicates a violation of the work and rest regime. Next, we define indicators that characterize the amount of loss of working time for various reasons. The coefficient of loss of working time, depending on the researcher, is calculated by the formula: where OL is the loss of working time, depending on the researcher, min. AT this case, loss of working time 100 minutes. Then: The value of the coefficient of loss of working time obtained in this way, which depends on the researcher, indicates that this type of loss is insignificant and does not affect the problem under study.

The procedure for calculating the loss of working time

Based on your notes, you will derive the time utilization rate, the formula of which is already known to many successful managers, and you will also be able to choose the corrective action that will be ideal for your situation. So, for a detailed analysis of the time spent, you need to:

• Keep a diary of activities throughout the week.
• Reflect on the questions above.
• Determine what is superfluous in your working day, what activities need to be delegated or completely eliminated.

Working time utilization ratio - formula The composition of working time can be represented by the following formula, where the time spent is expressed in man-minutes, man-hours, etc.
using the formula, it is easy to calculate the utilization rate of the useful working time fund.

Loss of working time

Attention

A possible increase in labor productivity, subject to a reduction in direct losses of working time, is calculated by the formula: Ppt \u003d (POT + NTD + (OTLf-OTLn) * Ks * 100 / P, where OTLf and OTLn are the actual and standard time for rest and personal needs; Ks - coefficient of reduction of losses of working hours The coefficient of reduction of losses of working hours shows by what part of the total number of losses of working hours these losses will be reduced.

If we assume that it is planned to eliminate all losses, then it will be equal to 1. Ppt \u003d (142 + 80 + (154-1379 * 0.08) * 1 * 100 / 1379 \u003d 19.266%. We calculate the increase in output for the month, based on the fact that C = 120 people work at the site, and their planned monthly output is B = 700 den.

units / person: DVP \u003d S * B * Ppt \u003d 120 * 700 * 19.266 / 100 \u003d 16183 den. units

3.4 determination of the coefficient of lost working time

Kpot), the following formula is used: Kpot = Tpot / Tcm, where: Tpot is the time of losses due to the solution of organizational and technical issues Tcm is the normative time of the labor shift. Similarly, the coefficient of loss of working time due to violation of labor discipline (Kntd): Kntd = Tntd / Tsm, where: Tntd - time of losses due to violation of labor discipline General coefficient: Kpot \u003d (Tpot + Tntd + (Tfotl-Tnotl) / Tsm * 100, where: Tfotl - time actually spent on rest Tnotl - time for rest according to the standard Formula (Npl-Nf) * Krf, where: Npl - the number of hours according to the plan worked by one employee per year Nf - the number of hours actually worked by one employee per year Krf - the total number of employees in fact In this way it is calculated the amount of lost working time of all personnel of the enterprise in one calendar year.

Menu

• profit lost due to low labor productivity;
• violation of the norms of conduct established by the laws of the Russian Federation and local acts;
• loss of customers and suppliers;
• decrease in staff motivation.

Types To build a cost-effective time management system, you will need:

• draw up a scientifically sound scheme for designing, evaluating and determining the resources necessary to obtain the result, the ideal ratio between the number of employees of various categories and tools;
• draw up time sheets, tasks, determine methods for researching costs;
• determine which costs are considered losses.

The combination of the above conditions allows you to correctly assess the reserve - part of the interval for the performance of subordinates of their immediate functions, which is not used for its intended purpose.

Working Time Utilization - Features, Analysis and Indicators

It should be noted that the loss of working time is an integral part of any workflow and it is completely impossible to avoid them. From the point of view of modern personnel specialists, the amount of losses up to 10% of the total time is a normal situation, and in some cases, depending on the specific type of activity of the enterprise and the position of the employee, the loss of working time can be a larger percentage, which is the norm.
However, in most situations, indicators above the indicated ones indicate the presence of certain organizational and personnel problems, and if the volume of losses reaches the level of 50 percent, then the situation is actually critical.

Labor productivity and loss of working time

What are the losses of working time - types and features When considering the questions of what are the losses of working time, it should be remembered that not in every case they are caused directly by problems in the organization labor activity, and not other factors that do not depend on the actions of the employer or employees. At the same time, the loss of labor time can be divided according to different criteria.

Important

From the point of view of their acceptability, the types of loss of working time are divided into:

• Regulated or planned. Many employers provide additional breaks for their employees - this may be a smoking break, visiting the toilet, rest rooms, communicating with other employees.

Also, they include the time when the employee does not actually perform tasks that bring profit to the enterprise, however, are necessary.

The coefficient of use of working time: we keep a diary of classes

Non-standardized costs r.v. Deciphering the PZ + Preparatory and final actions - preparation of the equipment and the worker himself to perform production actions. OP + Operational work OBS + Maintenance of the place of work ETL + Rest POT + Loss of time due to the fault of the organization NTD + Loss of time due to the fault of the employee

The analysis of labor productivity plays a big role in the proper functioning of the enterprise, since the loss of working time is expressed in the loss of income of the organization in the future. The performance of each worker affects the overall productivity ratio, as well as the overall level of economic development legal entity or individual business.

To calculate the overall productivity and find out the time of loss of working time, the entire working day of employees must be divided into several volume parts:

1. The rational part, which takes into account the entire process of labor activity of each employee for the reporting period. In other words, this is the time when working employees are engaged in the direct performance of their professional duties.
2. The irrational part, during which the employees of the organization do not perform the functions assigned to them, but are engaged in some other business to the detriment of working time. Such periods include snacks, rest, tea parties, smoke breaks and other “five-minutes” that cut the length of working time for nothing.

At the same time, the legislation separates the periods of rest established by the employment contract from other types of loss of working time by employees.

Most often, ineffective periods of losses include:

• being late for work, as well as various breaks and absences that the employee arranges for himself on his own without sufficient grounds;
• violation of labor discipline in the form of absenteeism or unjustified leaving the workplace before the end of the working day;
• smoke breaks and downtime due to the fault of the employee, during which the employee is engaged in any business that in no way relates to professional duties;
• conversations and discussions of employees, but only if they are not a production necessity.

The period of time, which, in accordance with the employment contract, is determined for eating, is not a loss of time, since this type of break is provided for by the schedule for the performance of labor duties and expresses the employee's right to rest during working hours.

What is lost time

The ineffective loss of working time refers to periods during which the employee did not perform labor duties, which led to the loss of any income of the enterprise or the failure to deliver the facility to the end buyer or consumer. This concept also includes periods of idle work, if the culprit is an employee of the organization, due to his incompetence or negligent performance of labor duties.

For the rational management of the working time of employees, you will need:

1. Create a scheme of the labor process, taking into account the required number of employees and the time period during which it is necessary to obtain the result. It is also necessary to take into account the peculiarities of the performance of labor by each category of workers and to identify the most optimal ratio for rest and work during the working day.
2. The employer or other authorized person needs to draw up a time sheet, as well as determine tasks for each employee and the time for their execution, taking into account the peculiarities of the distribution of labor duties.
3. Compose and create your own loss study method and determine the most effective method fight them.
4. Determine which actions of employees can be related to losses, as well as characterize and understand the concept of lost working time.

The information obtained will help determine the effectiveness of the workforce, their profitability and professionalism, as well as establish reserve forces that are directed to personal needs, bypassing the requirements of the organization.

By general rule periods of loss are divided into large categories depending on their characteristics:

1. Unproductive. This category of losses includes situations to correct a marriage or systematize a technological process that was violated through the fault of an employee. Data on such situations are taken into account based on the amount of damage caused due to the fault of the employee.
2. Planned. Temporary damage that was calculated based on adjustments to the existing plan. In this case, possible losses of products due to poor-quality assembly of products are taken into account, since a certain percentage of defects is always found in production, regardless of the qualifications and activities of workers.
3. Overplanned, that is, downtime caused by insufficient implementation of the plan developed by the organization's management.
4. All-day, which are determined by the inability to carry out labor activities during working hours. Most often, such situations develop through the fault of the employer, for example, when there is a shortage of raw materials for production or the provision of raw materials of inadequate quality, etc.
5. General, which are expressed in general indicators of loss of working time by all employees of the enterprise for the reporting period.
6. Individual, expressed in determining the specific time of loss of one employee during the working day. Such types of downtime include situations caused by violation of the labor schedule.

Loss of working time is an integral part of the working life of any enterprise, however, with sufficient systematization of the work plan for each employee, you can change the situation by reducing downtime by several times.

Reducing the loss of working time

Reducing work waste is one of the most important tasks in any enterprise. In this way, you can optimize production and reach new level income while maintaining and improving the quality of the final product.

The main measures to reduce losses include:

1. Carrying out the procedure for analyzing the organizational component of production activities, taking into account the capabilities of each group of employees.
2. Increasing the use of equipment that manufactures products, as well as the systematization of zones and the introduction of new facilities for service.
3. Establishment of the percentage of manufacturing defects, as well as the amount of defects due to the fault of the employees of the organization due to their low qualifications or inability to work on the equipment proposed by the manufacturer.
4. Improving working conditions, including the introduction of additional bonus payments for production output, an increase in the duration of vacations and other ways to motivate employees to improve the productivity and quality of the final product.
5. Selection and installation of an automatic quality control system for products with the involvement of mechanisms and units of the latest time.

The fixation of working time occurs in a special document that is accepted by the organization and is used constantly - the time sheet. The legislation provides for the possibility of issuing a time sheet in a unified form T-12 or T-13.

T-12 is used in the case of manual control of the arrival and arrival of employees of the organization on the territory of the enterprise, and T-13 - if the control of visiting the place of work is automated.

Instead of a unified form, the organization's management can use a self-developed accounting form, but it must contain the following information:

• Title of the document;
• date of compilation and adoption;
• full legal name of the enterprise;
• event;
• the value, which is determined by the established units of measurement;
• personal data of the responsible employee.

For the rational use of working time of employees, the management of the organization needs to control the labor processes of employees, establish discipline and monitor it, and also constantly carry out various activities on labor protection.

The reasons

Conventionally, temporary losses of employees can be divided into two large categories, on which the fault of the employees themselves or the responsibility for the resulting delay of the head or other authorized person depends.

The loss of working time due to the fault of the employees of the organization occurs in the following cases:

• lateness or absenteeism of an employee without sufficient grounds;
• unplanned absences of an employee during the performance of his labor duties;
• making one's own decision to terminate employment ahead of schedule;
• downtime of equipment, if the fault of such a state of affairs is the employee, in particular, if the tools for the implementation of labor are used incorrectly;
• conducting negotiations and discussions that are not related to work;
• smoke breaks and "five-minute" rest during work.

In addition to the fault of employees, there are situations in which the employer is the guilty party, since for some reason he initiated the absence of labor, or the absence of labor activity is not the fault of either the employee or the employer.

These reasons include:

• the impossibility of carrying out labor due to the lack of raw materials for production;
• inaction of employees caused by the lack of electrical equipment of the enterprise;
• equipment failure due to wear and tear or manufacturing defects;
• repair of equipment, as well as workshops and other technical premises on which the activities of the organization depend;
• leaving the employee on maternity leave;
• the employee needs to take a study leave;
• the enterprise manufactures low-quality products due to incorrectly drawn up specifications, as well as in the case of low-quality raw materials.

Any loss of working time can lead to adverse consequences in the form of a loss of part of the income or the destruction of the business reputation of the organization.

Loss ratio

The loss factor is understood as a symbol of the period of labor activity of an employee during the day, which characterizes his productivity.

The general formula for calculating the coefficient is as follows:

(Time to complete the task) / (Time duration of the shift) \u003d K loss of working time

Ideally, the calculation should result in a unit, but it is practically impossible to optimize the enterprise so much. Also, for the accuracy of the calculations, the formula is used separately to determine the loss of working time due to the fault of the employee and to determine downtime due to the fault of the employer or reasons beyond the control of the parties.

The time to complete the task is determined by the employer, based on standard calculation formulas, which include various methodological studies.

Calculation of lost working time

The lost working time coefficient is calculated according to the general formula presented above. However, in a situation with violation of labor discipline, a different method of calculation is used.

The following formula is used to calculate the loss rate in case of violation of the conditions of labor discipline:

(Time of violation of labor discipline) / (Total shift time) \u003d K losses

To calculate the total loss factor, using both formulas, the following formula is applied:

((B1+B2)+(In ward-In reg. ward))/(Shift duration)×100=Total loss factor

• B1 - time lost during the task;
• B2 - loss of time in violation of discipline;
• In the department - time actually spent on rest;
• In reg. otd. - regulated rest time in accordance with labor legislation and the contract.

To determine the total length of time lost by all employees of the organization, the following formula is used:

(Hours per year-Employee hours)×Number of employees

• hours per year is the total number of hours of work per year that all employees of the enterprise worked;
• employee hours - working hours of one employee.

The calculation is made taking into account the planned and actual determination of the loss of working time, and then the resulting indicators are compared.

To record working time, it is proposed to use time sheets, since they can be used to track the dynamics of the performance of each employee individually and the enterprise as a whole.

You can mark the duration of working hours for accounting for losses as follows:

1. The duration of stay of employees at the workplace, as well as all the reasons why they did not come to work or were late for it using the time sheet established by law.
2. By registering no-shows only.
3. By keeping records of the daily, weekly and summarized loss of time by each employee individually or by the general labor collective.

The accounting period is calculated based on the needs of the employer, but cannot exceed more than one year.

The most important reserve for raising labor productivity in construction is the rational use of the working time of workers and the time of using construction machines by reducing all types of losses in every possible way. The systematic identification of losses of working and machine time, 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 the existing shortcomings in the technology and organization of work, there are whole-shift, intra-shift, obvious and hidden losses of time.

The magnitude of the total loss of working time at the site, as well as the causes of their occurrence, are identified as a result of processing actual data on the basis of existing accounting and reporting forms, as well as through special studies and control walks of construction sites.

Losses of working time can be obvious and hidden. Explicit ones include downtime, lateness, absence from work. Explicit losses of working time can be whole-shift and intra-shift. Hidden losses include all non-productive costs, usually intra-shift.

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

Explicit intra-shift losses of working time include extra work, unscheduled 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 and technical personnel.

Shortcomings in the organization of construction production cause unproductive costs, which, in essence, are hidden losses of working time. Hidden losses of working time include labor costs that are not provided for by work production projects and do not give an increase in construction products or improve their quality. We can give the following classification of the causes of hidden losses.

Improper organization of labor: irrational arrangement and storage of materials, parts, structures, causing additional labor costs for transport and handling operations; violation of the technology of the construction and installation process, causing additional work; the use of inefficient methods of work performance in comparison with the 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 the brigade, link; performance of work that does not correspond to the profession and skill level of workers.

Non-compliance of the quality of initial building materials, parts, structures and finished products with the quality established by the standards. An increase in the labor intensity of work due to the use of low-quality materials that require refinement and adjustment or elimination of defects.

Violation of production discipline: correction by workers of a marriage made through their own fault; correction of defective products made by other workers.

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

Hidden losses of working time are divided into three groups:

Through the fault of the worker;

Through the fault of the administration;

For other reasons.

The losses of the first group are determined using timing observations. You can use the observations made to design production standards, check the level of implementation of existing standards, compile a photograph of the working day of workers. At the same time, it is important that the volume of work performed is accurately measured. In some cases, to study latent losses, special observations are made using the photoaccount method.

The second group of hidden losses is determined by payment documents (orders). From the orders, select all the work performed by the worker, not provided for by the project for the production of work. 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 losses of working time is revealed by payment documents and acts in which hidden losses of working time are recorded.

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

It should be emphasized that certain types tselosmennyh 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 absenteeism from work due to temporary incapacity for work, in connection with maternity leave, with the performance of state and public duties, with the leave of students to take exams.

The actual celestial losses are compared with the planned ones. Direct losses include the amount of apparent celestial losses that exceed the planned indicators. These losses are defined as the difference between the timesheet indicator and the average annual indicators calculated in the balance of working hours to determine the annual output.

The total whole-shift losses of working time as a percentage are determined by the formula

where P - hours worked for the survey period, man-days;

P - total loss of working time, man-days.

Hidden losses of working time are revealed by studying the actual conditions of work and comparing them with the PPR and technology requirements, as well as by conducting control walks around the work sites. At the same time, the quality of the work performed is compared according to the technical specifications, and additional amounts of work associated with the alteration and correction of products are determined. The study of orders allows you to establish the volume and labor intensity of paid extra work for the surveyed period of time.

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

The total loss of working time is determined by:

, (12.25)

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

Ps - hidden losses of working time,%.

To determine the balance of working time, to identify obvious intra-shift losses of working time of performers or the time of using machines, as well as to eliminate existing shortcomings in the organization of labor and production, photographs of the working day (FRD) 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 by their qualifications during the working day, obtain data to determine the optimal composition of the link and the appropriate division of labor between individual performers, and establish the level of compliance with standards for all work during the shift.

In the practice of technical regulation, two main types of photography of the working day are used - individual and link (team). Observations for the purpose of compiling a photograph of the working day are carried out by the method of photo accounting (graphic, mixed, digital) necessarily during the whole working shift. Observation of this condition leads to distortion of the observation results.

For photography of a working day, observations are carried out according to the scheme for classifying the costs of the working time of performers and the time spent using construction machines. At the same time, along with fixing the total time losses, the reasons causing these losses are established.

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

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

In the process of taking a photograph of the working day of workers, simultaneously with fixing the costs of working time, it is necessary to keep records of the volume of completed products.

The materials of observations carried out with the aim of compiling a photograph of the working day are processed on the forms of the ON (non-cyclic processing), and then transferred to the forms of the FRD and FVIM.

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

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

In case of deviation from the normal course of the process, a note should be made with brief description reasons for the deviation (otherwise the quality of the observational data is reduced and may lead to the impossibility of further analysis);

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

Presence of engineering and technical personnel at the facility (which is recorded on the form or in the 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 the time of use of machines" is compiled according to the established scheme for classifying the time of use of machines. The remaining sections of the form are similar to the photos of the working day of workers.

The results of the photos of the working day and the time of use of the machines, as they accumulate, are reflected in the "Summary of the results of the working day photos" (SFRD and SFIM). According to the summary, the structure of working time is additionally analyzed, a final conclusion is given on the shortcomings in the organization of labor and proposals are made for its improvement.

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

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

where НЗтп - labor costs per unit of output according to the norm, man-hour;

Nztf - actual labor costs for the volume of production performed, man-hour;

V f - the volume of production performed during the observation period.

The analytical level of compliance with the norms characterizes the possible performance in the absence of time losses:

where - the actual cost of working time for the volume of production performed without taking into account the loss of working time, man-hours.

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

Using photographs of working time, you can also calculate the following indicators necessary to evaluate measures to increase labor productivity:

percentage of operational work on the task:

, (12.28)

where t opz - time of operational work on the task;

T- duration of the photo of the working day.

percentage of losses depending on the worker:

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

where t ex - time for rest and personal needs, actual;

t ex (n) - the same, normative;

t pvr - time of losses depending on the worker.

percentage of losses that do not depend on the worker:

P3 = ( t e.g. + t pop)100/ T, (12.30)

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

t pop - time of losses on organizational issues.

increase in labor productivity as a result of the elimination of excess rest and losses depending on the worker:

D W 1 = (t exc - t exc(n) + t hvr)100/( t pzr + t orz + t orm + t exc(n)), (12.31)

where t pzr - time for preparatory and final work;

t rm - time for maintenance of the workplace.

increase in labor productivity as a result of elimination of organizational and technical losses and non-production:

D W 2 = (t e.g. + t pop)100/( t nzr + t orz + t exc(n)), (12.32)

overall increase in labor productivity

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

One of the forms of participation of workers in improving the organization of labor and reducing the loss of working time is self-photography of the working day. The purpose of self-photography is to identify the losses of working time by the 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 established breaks. Specialists should advise workers taking self-photographs on the technique of taking notes and processing the results. The processing of the results of self-photography ends with the analysis and development of an action plan to improve the process of construction production. 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 high schools. Moscow: 2012.

Unproductive losses - working time

Page 1

Unproductive losses of working time are very high.

Labor productivity is affected by unproductive losses of working time: absenteeism, illness, absenteeism - payment of maintenance with the permission of the administration, downtime, etc. Therefore, labor and production discipline must be maintained at the highest level.

Loss of working time

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

With the correct organization of labor, unproductive losses of working time are excluded, the necessary conditions are created for the introduction of advanced labor methods, and as a result of all this, labor productivity increases and the wages of workers increase.

On labor productivity big influence cause unproductive loss of working time for absenteeism, illness, leave without pay with the permission of the administration, downtime, etc. Therefore, labor and production discipline must be maintained at the highest level. Creating an environment that excludes colds, providing workers with good drinking water and creating proper sanitary conditions (excluding gastric diseases), providing a safe environment for workers and full workload of workers are important means of increasing labor productivity.

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

The main reasons for overspending are shortcomings in planning and organization of labor, excessive number of employees, unproductive loss of working time, the use of low production rates, excesses in wages and bonuses.

The rational layout of the workplace provides for the expedient placement of materials, fixtures 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 the norms of time and the norms for the production of 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 Gas Industry of the USSR recommended for implementation standard projects for the organization of workplaces (service areas) for process compressor operators, which will allow them to better service the main and auxiliary equipment of compressor stations and reduce unproductive Losses of working time. Thus, the implementation of these projects at compressor stations with gas turbine GPAs has led to a reduction in the loss of working time for each driver by 62 minutes per shift, and with electric GPAs - by 50 minutes.

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

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

The current maintenance of the track in especially busy sections in the 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 to the place of work 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 a zone of labor activities of a worker or a group of workers, equipped with equipment, tools, inventory.

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

Pages:      1    2

10 reasons for the loss of working time or 10 opportunities to find additional time to perform production and personal tasks if you start organizing your time correctly.

1. Concentration on several things at once. Well-known stories about famous people which could do several things at the same time. But practical research has shown that it is not possible to pay attention to many things at once. The mind of a person in one unit of time can focus on only one mental operation. Therefore, to save working time, more precisely, to use it effectively and correctly, it is better to perform one type of activity. If thoughts about other important matters come to your mind, then you should not switch to them, but simply write them down in a notebook. You can return to them later.

2. Planning your time is not used. By solving problems as they come, you can be like a person who is constantly catching up with a departing train. Planning helps anticipate problems by addressing important issues rather than urgent ones.

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

4. Don't schedule time for directions. While immersed in achieving work goals, people often forget about other important parts of their lives. For example, about your health, about your family, about your hobbies, etc. Not allocating time for activities in these areas can lead to significant losses of it when you have to urgently solve the problems that have arisen. In addition, switching between fundamentally different types activity helps keep your mind fresher. Which, of course, saves time.

5. Lack of priorities in planning time and affairs. By dividing the tasks according to the degree of importance, in planning you can highlight the main problems, set tasks and move towards the achievement of the goal.

Lack of priorities leads to unreasonable loss of working time for petty things that 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 of the options for prioritization is the Eisenhower principle.

6. Postponement. Living by the principle “You don’t need to put off until tomorrow what you can do the day after tomorrow”, leads to the accumulation of urgent cases 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 productivity and loss of time. Include short breaks in your planning.

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

9. A disorganized workplace leads to significant loss of time. So the usual "mess" on the desktop forces a person to repeatedly look for the documents he needs among a pile of others during the day. It is estimated that the total loss of time for this can be up to seven hours a week.

10. Inefficiently organized work with e-mail, programs like Skype. Constant distractions for communication, studying letters and solving new problems lead to a disruption in the implementation of plans.

taktiker, specially for dostignu.ru

LOSS OF WORKING TIME

In any organization, there can be losses in working time and operational efficiency, which leads to a decrease in performance indicators. Such losses of working time are usually measured in man-hours.

Lost time can occur for a variety of reasons:

• unproductive activity.

  What to do in case of loss of working time

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

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

  These losses account for about 15% of employees' time.

• Departure of customers, incorrect work with suppliers, which are available in more than half of commercial organizations
• Non-compliance of information systems and technological infrastructure with business needs. The amount 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 loss sources
• Illiterate actions of the leader
• Inefficient staff remuneration system
• Unbalanced workload on employees in the unit
• Inefficient interaction between departments, slow response to requests, poor quality of data provided
• And etc.

To identify sources of loss of working time with their subsequent elimination or minimization, the following standardization methods are used:

Eliminating sources of loss of 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 the manager's working time

To effectively use working time, you first need to know what it is spent on and why it is not enough. The reasons for lack of time are closely related. For example, if a manager does not plan his working day…

The activity of the assistant secretary in a modern organization

3.1 Organization of the workplace and working hours of the assistant secretary

Labor regulation in the organization

1.6 Lost working time, methods for studying lost working time

Currently, the day worked for an employee is considered to be the day when he came to work and started it. But during the working day, there may be losses of working time, which are measured in man-hours ...

Organizational and technical characteristics of the enterprise OJSC "Ural Plant of Chemical Reagents".

7. Loss of working time, methods for studying the loss of working time

Calculation of equipment repair costs

6.2.1 Determination of the annual working time fund of one worker

There are calendar, nominal and useful time fund. The calendar fund of working time is the number of calendar days of the planned or reporting period ...

Organization of the production process

1.2 Organization of the production process in time, factors for reducing its duration

Such an organization is a way of combining in time the main, auxiliary and service processes for processing the "input" of the organization into its "output" ...

Features of organization time management

Task 1. Conduct a study of the loss of working time using the timing technique. The study is carried out at your workplace

The work of the head of any link involves the fulfillment of a number of duties assigned to him. So, the work of the head of a recruitment agency involves interacting with a large number of people. This is the staff of the organization ...

Scheduling the working time of the head of LLC "FLINT-KCI"

1.1 The essence of working time planning. Reasons for lack of time

Currently, the effectiveness of the organization is largely determined by the effectiveness of the daily work of management personnel. It is obvious that it is difficult to establish work in a team ...

The development of labor processes and their importance in ensuring the efficiency of labor of auxiliary workers

1.4 Determination of working time losses due to irrational planning decisions and a possible increase in labor productivity

The means of equipping the workplaces of the machine shop are shown in Table 1.2. However, they are not placed in accordance with the theoretical provisions for the rational organization of planning decisions ...

Calculation of equipment costs and wages in the electric power industry

1.3 The balance of the use of working time of one average worker

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

This takes into account that in the current 2005 year, the number of days off is 106, and the number of holidays that do not fall on weekends ...

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

2.3 Reserves for reducing business process time

The principle of time gaps - 20/80 Option "The Right 1" is better, since the Option "The Right 2" although it takes less time, in Option 1 the degree of customer satisfaction is much higher.

Table 5. Reserves for reducing the time of the business process ...

Organization resources: types, concepts, characteristics of human resources

3.1 Analysis of the reasons for the loss of working time

Before proceeding with the development of measures to eliminate obstacles in the work of the personnel manager, they should be determined. Let's analyze the types of interference of working time and ways to eliminate them ...

Improving the system of labor motivation on the example of JSC "Volsky Mechanical Plant"

Reducing the loss of working time, which is due to reasons that depend on the labor collective, is a reserve for increasing production that does not require additional investment and allows you to quickly get a return.

The loss of working time, as follows from the table, is caused by various objective and subjective circumstances not provided for by the plan: additional vacations with the permission of the administration ...

2.1. Photo of the manager's working day, calculation of the rational use of working time, recommendations for improving managerial work

For the implementation of practical calculations, the company MegaTeks LLC was chosen, which sells software products and provides consulting services for their maintenance ...

Improving labor management

2.2. Planning the working day of the head, the principles of saving working time

The main problem of the optimal use of the manager's working time is congestion. There are three reasons...

Management of disciplinary relations (on the example of OAO City Dairy Plant)

2.1 Analysis of the loss of working time due to violation of labor discipline in JSC "GMZ No. 2"

OJSC "City Dairy Plant No. 2" was commissioned in 1929 at 170, Partizansky Ave., and in 1996 OJSC "GMZ No. 2" was reorganized into Open Joint Stock Company "MLITEPS". Adopted at an extraordinary meeting of shareholders dated November 14, 2003…

Are you sure that the labor process in your company is carried out efficiently?

Dear readers! The article talks about typical ways to solve legal issues, but each case is individual. If you want to know how solve exactly your problem- contact a consultant:

APPLICATIONS AND CALLS ARE ACCEPTED 24/7 and 7 days a week.

It's fast and IS FREE!

If in doubt, first of all, it is worth analyzing the totality of resources in terms of their use and distribution by type of cost.

Thus, it is possible to find out whether the causes of losses depend on the team or are not due to its activities.

What it is?

The interval allotted for the performance of the immediate duties of an employee can be divided into a productive and irrational part. The first includes the period of creating an economic product and regulated pauses.

The loss of working time at the enterprise is considered the intervals spent on activities that do not provide an increase in the number of goods or improve their properties.

In addition, this includes unauthorized interruptions due to a violation of the sequence of technological operations due to a failure or negligent attitude to established standards of conduct.

Causes

Factors causing unreasonable costs of working time:

• being late;
• absences from their place;
• leaving the service before the deadline;
• absenteeism;
• downtime of equipment due to the fault of the employee;
• conversations, the topics of which are not related to the production process;
• smoke breaks.

In addition, the reasons for the occurrence of losses include:

• inactivity of hardware due to lack of raw materials or energy resources;
• breakdowns;
• unplanned repairs;
• study leave;
• production of substandard products.

What damage do they incur?

Irrational use of working time leads to negative consequences:

• profit lost due to low labor productivity;
• violation of the norms of conduct established by the laws of the Russian Federation and local acts;
• loss of customers and suppliers;
• decrease in staff motivation.

Kinds

To build a cost-effective time management system, you will need:

• draw up a scientifically sound scheme for designing, evaluating and determining the resources necessary to obtain the result, the ideal ratio between the number of employees of various categories and tools;
• draw up time sheets, tasks, determine methods for researching costs;
• determine which costs are considered losses.

The combination of the above conditions allows you to correctly assess the reserve - part of the interval for the performance of subordinates of their immediate functions, which is not used for its intended purpose.

Unproductive

Intervals for the manufacture of substandard goods, the correction of defects or failures in technological process, are unproductive costs.

Such losses are calculated on the basis of data on the damage caused by the release of products that do not meet established standards.

Examples

To demonstrate the calculation of the parameter in question, we will use the numbers from the table below:

Index		Designation	Value (million rubles)
Current production costs		joint venture	161200
Salary	Total staff	ZR	33064
	Employees directly involved in the production	ZPR	20150
Costs for the purchase of raw materials, basic and auxiliary materials, fuel, energy		MOH	85000
The cost of resources used to make a marriage		Sat	1000
Remodeling costs		IS	160

Let the working time fund (FRV), which is defined as the product of the total number of employees, average annual quantity days of execution of direct functions by each of them and the average duration of the shift is 270270 man-hours.

• ZPR / SP * 100% = 20190 / 161200 * 100% = 12.5%;
• determine the amount wages in the cost of manufacturing defective goods: SB * 12.5 / 100 = 1000 * 12.5 / 100 = 125 million rubles;
• ZPR / (SP - MZ) * 100% \u003d 20190 / (161200 - 85000) * 100% \u003d 26.44%;
• remuneration to employees for correcting substandard: IB * 26.44 / 100 = 160 * 26.44 / 100 = 42.30 million rubles;
• one worker per hour: ZR / FRV = 33064 million rubles. / 270270 man-hours = 122337 rubles;
• unproductive working hours = 42,300,000 / 122,337 = 345.76 man-hours

Planned

Regulated costs include the time interval provided for the fulfillment of the task for the production of products, adjusted for the actual number of workers.

Overplanned

If one employee actually worked less days and hours than planned by management, then two more types of downtime can be identified.

Intra-shift

This type of cost is typically associated with factors such as:

• repair of mechanisms and units;
• shortened working hours for persons for whom the benefit is established by law (minors, disabled people);
• scheduled breastfeeding break.

• planned (TP) and actual (TF) average working day;
• the nominal number of shifts for one labor unit during the year (DF);
• total number of employees (RS);
• duration of overtime performance of duties (TS).

The final formula looks like this:

(TP - TF) * DF * RS + TS.

All-day

The main reasons for such losses are:

• problems in providing raw materials and energy resources;
• bringing substandard products to the proper form;
• absence from work during vacation, sick leave, for other objective reasons.

Costs are calculated using the formula:

(DP - DF) * RS * TP, where

DP is the planned number of working days.

General

Costs are defined as the difference between the planned number of working hours required for the manufacture of products, multiplied by the number of the entire workforce, and the actual amount of time spent on production, excluding overtime.

For 1 person

Any workflow can be divided into several intervals used for certain purposes:

• a preliminary stage allotted for receiving a task, materials, tools, familiarization with the documentation, briefing, adjustment of mechanisms;
• final, necessary for the transfer of finished products, tools, plans, disassembly of equipment;
• operational, spent directly on the implementation of a specific procedure;
• auxiliary, used to load raw materials, remove the finished product, control product quality;
• service, designed to maintain the workplace in proper condition, ensuring the proper level of labor productivity.

Thus, the production of goods occurs only at the operational stage, but at the same time, other components cannot be dispensed with.

The loss of working time of a particular employee includes downtime due to a violation of discipline and for organizational and technical reasons.

To calculate the costs for one employee, you will need to collect information about the actual costs and compare it with the planned values.

Methods of evaluation and calculation

An important indicator of the use of the interval allotted for the implementation of labor functions is its balance.

Formula

Consider the structure of this parameter in relation to the activities of one employee during the year:

• calendar fund (FC) is the number of days in the billing period, which includes all holidays and weekends (PV);
• nominal reserve (FN) is defined as the difference between FK - PV;
• the useful component (FP) is calculated by the formula: FN - N, where N is the number of no-shows;
• to calculate FP in hours, you need to substitute the corresponding values ​​in the expression: FP * (PPD - PR), where PPD is the planned duration of the shift, and PR is the costs associated with reducing the working day.

Coefficient

Index rational use measures of labor (CI) is the result of dividing:

KI \u003d ROTR - RPOTR, where ROTR is the actual number of hours or days worked, and RPOTR is the planned one. The best result is CI = 1.

Analysis Methods

Various methods and types of observations are used to measure labor. They can be classified according to several criteria.

Research methods:

• direct measurements;
• moment.

The purpose of the study:

• photochronometry;

Means for monitoring:

• visual;
• automatic;
• special devices.

Principle of data fixing:

• digital;
• index;
• graphic;
• photo, film registration;
• mixed.

Timing

This is a way of studying a particular labor procedure or its components. The time spent on the implementation of each element is measured and recorded from a list compiled in advance. A stopwatch is used for accurate counting.

Test objectives:

• establish a cost standard;
• verification of applied standards;
• studying the methods of employees with the best results.

Work day photo

It is used to study the cost of labor measures and the organization of loss management. Observations are made according to the current time, all results are recorded. The photographing process is not interrupted until it is completed.

Purpose of the event:

• determine the degree of efficiency of using the gap;
• balance sheet rationalization;
• comparison of the actual and possible workload of personnel.

Photochronometry

Analysis of the cost structure of working time throughout the day, using different methods (photography or timekeeping) to individual elements procedures.

Method of instant observations

This is the fixation and accounting of expenses of the same name at randomly selected points. The method is based on the law of large numbers. He argues that the whole can be judged with high probability by its parts.

How are they paid?

In some cases, an employee is entitled to a monetary reward, even if he did not produce the established norm or did not cope with the task at all.

Paid losses include:

• failure to perform official duties due to the fault of the employee or his management;
• downtime due to miscalculations by the employer or for a reason independent of the behavior of each party.

How to reduce the loss of working time?

First, it is necessary to identify the causes of but justified expenses and determine their source. Special attention pay attention to labor discipline.

Reduction activities carried out in the organization

To improve the efficiency of using working time, the following algorithm is followed:

• analyze the organization of production;
• expand equipment service areas;
• determine the percentage of losses associated with a mismatch between qualifications and operations performed;
• improve working conditions;
• establish automated systems control.