Short description
A necessary condition for the successful operation of an enterprise is the rational construction of its production and organizational structure, therefore this topic is relevant.
The organization and orderliness of socio-economic systems, their ability to develop effectively and achieve their goals is a sign of high culture and civilization.
Order and consistency in an organization occurs when elements and processes are in a relationship that ensures sustainable functioning and development. The task of the architect of the organizational structure of the enterprise (such is the director, president, manager) is to find a level of consistency that meets the target criterion (function).
Attached files: 1 file
Now JSC "AVTOVAZ" is:
580 hectares of territory;
Over 740,000 vehicles annually;
More than 300 km of conveyors;
Over 450 automatic lines;
Over 2000 machines;
350 programmable manipulators;
331 units of CNC metal-cutting equipment;
63 machining centers.
The average number of employees of JSC AVTO VAZ in 2009 amounted to 99,004 people.
In 2009, 1,124 people were hired, including 932 workers, 192 Managers, Specialists and Employees (RSiS), incl. university graduates - 12 people, technical schools (colleges) and basic lyceums - 45 people, secondary school graduates - 1 person, servicemen demobilized from the ranks of the Russian Army - 313 people.
Among the newly hired workers, 74.7% are young people under the age of 30.
As of December 31, 2009, the open joint-stock company AVTOVAZ owns shares and shares in the authorized capital of 110 companies, of which:
- 27 companies are located abroad (of which 19 are in the CIS countries), including: 13 companies are subsidiaries of OJSC AVTOVAZ;
- 83 companies are located on the territory of Russia, including: 25 subsidiaries with 100% capital of JSC AVTO VAZ;
- 23 subsidiaries in which JSC AVTO VAZ owns more than 50% of shares (stakes) in the authorized capital;
- 18 dependent companies in which OJSC AVTOVAZ owns more than 20% of shares (stakes) in the authorized capital;
- 17 companies with participation of JSC AVTO VAZ (20% or less in the authorized capital of the company).
Every year JSC AVTOVAZ receives income in the form of dividends (profit) from the activities of its subsidiaries and dependent companies. In 2009, OJSC AVTO VAZ received dividends in the amount of RUB 119.5 million.
The revenue of JSC AVTOVAZ and the number of cars sold in 2009 amounted to 84.2 billion rubles. and 345 thousand units, respectively (2008 - 160.2 billion rubles and 717 thousand units, respectively). The share of sales of cars and disassembled series in the total revenue did not change significantly compared to 2008 and amounted to 88%. The cost itself decreased by 41% and amounted to 88.9 billion rubles. The net loss in 2009 amounted to 38.5 billion rubles. (2008 - 6.7 billion rubles).In 2009, the divisions of JSC AVTOVAZ produced tools and equipment for the amount of 1,080.87 million rubles, which is 102.7% of the plan.
Sales volume of AVTOVAZ in 2010 in the Russian market amounted to 517.147 thousand Lada cars.
When approving the export plan of cars for 2009 in the amount of 34 448 units. shipped for export 34 756 pcs.
Fig. 2. "Delivery of cars for export by region in 2005-2009, units."
Net profit of AVTOVAZ according to Russian accounting standards (RAS) in 2010 amounted to 2.106 billion rubles. against the loss in 2009.
For the period 1970 - 2010 the enterprise produced more than 25 million vehicles. The existing production potential of the automobile complex allows the production of over 700,000 vehicles per year. The share of JSC AVTOVAZ products in the total volume of motor transport sales exceeds 65%.
As of 31.12.2010, the share capital of the company is 9,250,270,100 rubles. It is divided into 1,850,054,020 shares of the following categories of equal par value:
- ordinary shares: 1,388,289,720, which is 75.04% of the authorized capital;
- type “A” preferred shares: 461,764,300, which is 24.96% of the authorized capital.
The par value of one share is 5 rubles.
All shares of the Company are registered uncertified.
The total number of the Company's shareholders as of December 31, 2009 is 142,779.
Fig. 3. "The largest shareholders of JSC AVTOVAZ as of December 31, 2009"
The trading volume for 2009 on the MICEX in monetary terms for ordinary shares of OJSC AVTOVAZ amounted to 7,364 million rubles, for preferred shares of OJSC AVTOVAZ –2,037 million rubles.
More than 1000 enterprises throughout Russia are involved in the supply of components and materials to JSC AVTOVAZ, which today has everything necessary for design, research, test work, as well as pilot production for the production of up to 30,000 vehicles per year. The ISO-9000 quality standard is being implemented in the practice of the supplier factories of JSC "AVTOVAZ" It became the only criterion in the selection of enterprises with which JSC "AVTOVAZ" cooperates.
Supplier relationships have a significant impact on cost, product quality, and lead times, thereby affecting efficiency. OJSC AvtoVAZ has many suppliers. In addition to its production centers, which supply AvtoVAZ with various spare parts, equipment, etc., it has suppliers of glass, chemical products, textiles, plastic and other products not only from Russia, but also from other countries with which Avtovaz cooperates. The equipment is supplied by the leading Western companies KAWASAKI (Japan), KUKA (Germany), SIAKI (France), KOMAU (Italy), etc., as well as by Russia and neighboring countries.
The main customer for JSC AVTOVAZ was and remains the consumer.
Consumers of AvtoVAZ are both individuals interested in purchasing a car for personal or other use, and legal entities that buy cars for use within the organization for various purposes. Products are supplied to the countries of the Middle East, Latin America. Worldwide, the Lada car park is more than 12 million units, including 8 million in Russia.
The main consumers of JSC "AVTOBAZ" products in the domestic market are the Eastern, Moscow, Volga and North-Western regions. In external markets are: in the CIS countries - Ukraine, Kazakhstan, in Europe - France, Greece. Stable implementation in 35 countries.
In any industry, there is a competitive environment that allows an organization to grow. One of the main competitors of AvtoVAZ is Renault, as well as other foreign car manufacturers.
Currently, many people prefer to buy a used foreign car rather than a new domestic car. According to the results of 2010, the greatest competition for AvtoVAZ is made by such brands asKia, Chevrolet, Renault, Toyota, Daewoo, Nissan and Hyundai.
Fig. 4. "The best-selling car brands in Russia in 2010"
| Brand | January-June 2009 | January-June 2010 |
| LADA | 208441 | 272287 |
| CHEVROLET | 43878 | 57684 |
| KIA | 18858 | 41521 |
| RENAULT | 30702 | 35311 |
| FORD | 32689 | 34506 |
| TOYOTA | 25794 | 25231 |
| DAEWOO | 16668 | 22866 |
| OPEL | 14142 | 11523 |
2.2. Analysis of production and organizational structures OJSC « AvtoVAZ "
Volzhsky Automobile Plant (Volzhsky Automobile Plant) (abbreviated name - VAZ and AvtoVAZ) is the largest Russian automobile plant for the production of passenger cars. That is why consideration of its production and organizational structures is of interest.
The automotive complex includes the following main production facilities:
Metallurgical production;
Press production;
Production of preforms and dies;
Mechanical assembly production;
Assembly and body production;
Manufacturing of plastic products;
Manufacturing of technological equipment;
And also auxiliary:
Tool production;
Repair and maintenance of equipment.
The enterprise consists of 185 shops, of which 55 are main, 96 auxiliary, 19 machine-tool, 16 scientific and technical, as well as functional departments. Work on the provision and maintenance of production is concentrated in large specialized workshops. The total number of employees at the enterprise is about 160 thousand people. Of these, 97.5 thousand people are industrial and production personnel. At the same time, the average category of workers is 3.71 (including basic - 3.36, auxiliary - 3.98). The shift factor of the work of metal-cutting equipment in the main production - 1.78; in the auxiliary - 1.27. Return on assets - 0.884.
The production process of car manufacturing is carried out with careful quality control in several stages. The body - as the most important part is made directly in the body production of OPP VAZ. The assembly is carried out in a specially equipped workshop of ZAO "Super-Auto" at complex stations equipped with all the necessary equipment and tools. It can be said about such cars that it is a hand-assembled machine - almost all technological operations are carried out by the company's specialists manually, as, for example, at the famous Rolls-Royce plant. Further, full bench diagnostics of the finished car and its running tests are carried out, followed by adjustment of the units. Each car enters the sprinkler chamber, where it is tested for the moisture permeability of the interior. Then the machines are tested on a roller stand. And then each car travels from 40 to 50 kilometers under the control of an employee of the company's quality control department. And if, after such a serious check, any problems are found, the company's specialists eliminate them before the car gets to the finished product parking lot.
The technological flows of the enterprise are built taking into account the complete manufacture of the vehicle, ensuring its high quality.
Welding and finishing of the body is carried out at a specialized welding area located at the premises of the SKP JSC "AVTOVAZ", equipped with modern welding equipment, rigging and tools, allowing to obtain high quality geometry of the body and its front surfaces. The body is manufactured on the basis of a set of serial body parts supplied by OJSC "AVTOVAZ" and a set of original parts manufactured by third-party Suppliers.
Body painting is carried out in the painting line of the main production of JSC "AVTOVAZ" in strict accordance with the factory technology for the preparation and painting of bodies. After completion of all operations, the painted body is transported to the car assembly workshop of ZAO Super-Auto.
The assembly production of the car assembly workshop is organized on the basis of manual post assembly using modern universal assembly equipment, tooling and tools. The car assembly process is carried out on five conveyor lines. The main assembly line is 2 km long. A finished vehicle rolls off the assembly line every 22 seconds.Manual assembly, plus the responsibility of each post for the quality of the work performed, as well as strict control by the Quality Control Department, ensure the high quality of the car.
Avtovaz created a corporate center, completely reorganizing its management structure, which currently allows to optimize and integrate the main business functions: marketing and sales, production and quality control, finance, personnel and investments. JSC "AVTOVAZ" has a linear - functional management structure. JSC AVTOVAZ has a hierarchical form of government and a collegial decision-making style. Also JSC "AVTOVAZ" has a list of divisions, for example, quality management, equipment management, etc.
The organizational structure of management adopted at AVTOVAZ consists of two stages: the apparatus of the general directorate, which directs and coordinates all the activities of the plant, and the apparatus of production, which manages the work of the structural production units of the plant.
The supreme governing body of JSC AVTOVAZ is the general meeting of shareholders.
The main powers for managing the company are delegated by shareholders to the board of directors (12 people). The board of directors, in order to ensure the day-to-day management of the company, appoints the president - general director and the board (12 people).
1The article provides approaches to the formation of a program for optimizing the structure of an enterprise and the number of management staff. The assessment of the state of the external environment, the dynamics of the internal environment of the enterprise, which were the basic factors of the need for significant changes by reorganizing the structure and composition. A generalized scheme for solving the problem of reorganizing management and production processes at an enterprise is given and the elements of each stage of the management scheme are determined. The tasks of organizational changes are formed and the criteria and conditions for carrying out the structural reorganization are highlighted. Target criteria determine not only the quantitative norms for reducing personnel costs, but also the forms and mechanisms of headcount optimization. Within the framework of the optimization concept, mechanisms have been developed for organizing the process of targeted headcount reduction while optimizing costs and implementing supporting measures to increase staff employment in other enterprises and business areas. In terms of areas for reducing personnel costs, the company provides a program for optimizing the number of areas of activity and quantitative criteria. The measures in the areas of optimization and the target structure of the control system are described.
organizational change management
corporate system
structural reorganization mechanism and program
areas of headcount optimization
1. Afonichkin AI, Mikhalenko DG Management of structural changes in the production complex. Design principles and performance evaluation: Textbook. manual. - Togliatti: Volzhsk Publishing House. un-ta them. V. N. Tatishcheva, 2004 .-- 139 p.
2. Efremov VS Strategic planning in business systems. - M .: Finpress, 2001 .-- S.289.
3. Mikhalenko DG Methodology for the formation of the strategy of organizational changes in the corporation of automotive industry. System analysis in design and management: Sat. Proceedings of the 16th Mezhdunar.nauch.-practical. confer. Part 2. St. Petersburg, 27-29.06. 2012 Part 1. - S. 290.
4. System analysis and decision-making: dictionary-reference book: Textbook. manual for universities / ed. V. N. Volkova, V. N. Kozlova. - M .: Higher school, 2004.
5. Shekhovtseva LS Methodology for the formation of strategic goals of the region's development // Management in Russia and abroad. - 2007. - No. 3.
Introduction. Financial and economic crisis 2008 - 2009 led to a sharp drop in demand for the products of JSC AVTOVAZ: by the end of 2009, the sales volume compared to 2008 decreased by 44%, the volume of production, taking into account the stocks of finished products, decreased by 64% (to 338,078 units).
In connection with a sharp drop in sales and production, it became necessary to take effective measures to reorganize the enterprise based on the optimization of plant-wide costs, incl. costs of personnel and organization of the management and production process.
One of the ways to reduce costs is the release of personnel and RS&S. This direction always remains the most socially dangerous and critical, of all possible tools for managing changes in the structure for further changes and development of the studied enterprise is organizational restructuring and the associated procedure for reducing personnel costs. On the one hand, it is necessary to free up surplus labor resources, and on the other, not to lose qualified personnel, who, when overcoming the crisis, must continue to perform their functions.
This requires a change in the organizational structure of the corporation, both in terms of reorganizing the management structure and in changing the production structure. The first direction in the literature is considered less costly, but is very sensitive to changes in performance. One of the mechanisms for managing structural changes is to reduce the number of management levels and the number of management functional. The change in the production structure is associated with a reduction in workers and a decrease in the level of employment. In this case, the task arises of fulfilling the goals of a social nature associated with the social policy of the region and massive redundancies.
The calculation of personnel for the real volume of production showed the need to reduce the number of personnel (RSiS) by 6700 people. and bringing the total number of employees up to 71,300 people. Thus, it is necessary to ensure a large-scale reduction of more than 30,000 workers from 105,960 people. up to 71 260 people The implementation of these measures in a single-industry town can lead to serious negative social consequences in Togliatti and the Samara region.
The systematization of potential directions of organizational changes made it possible to substantiate approaches to solving the problem. Analysis of organizational change management methods shows that in this situation it is possible to formulate a generalized procedure for solving this problem, the diagram of which is shown in Fig. 1.
Figure 1. Scheme for solving the problem of reorganizing management and production processes of an enterprise
The enterprise restructuring system includes the following elements:
1. Diagnostics of the enterprise and its structure.
2. Reorganization of the enterprise management system.
3. Optimization of technological business processes (for the production of products and services).
4. Identification of "points of growth" and directions of change and business development
The main goal of the proposed measures is to improve the enterprise management system, which allows: - to increase the manageability and efficiency of the enterprise; - reduce costs, increase sales; - to increase the competitive position of the enterprise; - to attract investors.
On diagnostic stage the following tasks are being solved:
- Analysis of the organizational structure (ramification, levels of management and subordination, efficiency, manageability, etc. are assessed).
- Analysis of the production and technological structure (products, specialization of divisions, supply of raw materials, materials, warehouses, interaction with suppliers and consumers, technological innovations, etc.).
- Analysis of information flows in the management structure (workflow, information quality, information exchange system, information models, etc.).
- Identification of "bottlenecks" in the organizational, financial, production structure, organization of information flows, development of alternatives and directions for solving the problems that have arisen.
- Development of recommendations.
Reorganization of the management system the enterprise assumes the implementation of a procedure related to the improvement of the organizational structure (preparation of recommendations for the separation of functions, preparation of principles for optimizing the organizational structure of the company and its divisions, revision of job descriptions, development of a strategy and development program).
Optimization of technological business processes is associated with the organization of effective activities of the basic business chains of an enterprise for the production of products and services, highlighting the most important processes.
Identifying growth points and directions business change and development allows you to determine and evaluate the most effective areas of activity and management functionality for the organization of promising business chains in a given period.
One of the most socially dangerous and critical areas for the further development of the company is the reduction of personnel costs. On the one hand, it is necessary to free up surplus labor resources in strict accordance with the current legislation, and on the other hand, not to lose qualified personnel, who, when overcoming the crisis, must continue to perform their functions. The calculation of personnel for the real volume of production showed the need to bring the number of personnel (workers, managers, specialists and employees - RSiS) to 71,260 people. Thus, it was necessary to ensure a large-scale reduction in the number (more than 30,000 employees from 105,960 people to 71,260 people). The implementation of these measures in a single-industry town could lead to serious negative social consequences in Togliatti and the Samara region.
Therefore, in order to reduce social tension, the management of AVTOVAZ, together with the Ministry of Health and Social Development of Russia, the Ministries and departments of the Russian Federation, the administration of the Samara region and the city of Togliatti, have developed an unprecedented program to ensure not only a reduction in headcount while optimizing costs, but also the implementation of a number of supporting measures to increase the employment of personnel in other enterprises and business areas
In terms of directions for reducing personnel costs, the following mechanisms were justified at the enterprise:
- in-plant activities;
- events for which there is state support;
- mixed events.
The first group of mechanisms management ensured the organization of the direction associated with reducing costs through the following organizational measures:
- by reducing labor costs through a revision of tariffs and a radical reduction in the number of personnel and bringing it to the target value;
- retirement of personnel of retirement and pre-retirement age;
- changes in the collective agreement of AVTOVAZ with a reduction in the social package of employees;
- the separation of a number of outsourcing functions from the structure of the enterprise and the organization of independent enterprises with a controlling stake in the corporation, with a predominant portfolio of orders for AVTOVAZ.
The second group of mechanisms should ensure the optimization of the number of personnel through the following measures:
- transfer of social infrastructure facilities of JSC AVTOVAZ to federal and municipal ownership (with financing of additional infrastructure maintenance costs to the municipality and the region);
- transfer of personnel not in demand in the production program to subsidiaries (subsidiaries) LLC Reforming-Center and LLC AVTOVAZ-Perspektiva as part of the implementation of the RF Government Decree No. 902 dated 07.11.2009 “On additional measures to reduce tension in the labor market Samara region ". The subsidiaries' activities were financed from the federal and regional budgets.
The third group of mechanisms proposes the joint use of the following optimization measures:
- organization of work on training, retraining and advanced training of employees as part of the implementation of a comprehensive retraining program at the Corporate University and Russian educational institutions for subsequent employment at workplaces in the city. Togliatti, Samara region and in other regions;
- to ensure employment for the employees of the established subsidiaries, work was carried out to train, retrain and improve the qualifications of personnel in the framework of overseas internships and training at leading enterprises of the automotive industry in Europe and Asia. This project is provided as a result of joint activities of the Ministry of Education and Science of Russia, the Ministry of Health and Social Development of Russia, the Ministry of Industry and Trade of Russia, with the support of the Department of Employment of the Samara Region and the Ministry of Education and Science of the Samara Region.
The main emphasis on the development of the program and the mechanisms for its implementation fell on the management of the enterprise and the department of the vice president's service for personnel and social policy.
As part of the development of an implementation mechanism for managing the headcount optimization program, the following results were achieved over three years of activity:
By 2011, the target headcount of AVTOVAZ at the level of 71,260 people was achieved (Fig. 1).
The main directions of headcount optimization are implemented in the form of the following positions:
- 14,918 retired on a pension, including early retirement;
- 2,520 people transferred to the municipal and federal service together with the transferred social infrastructure facilities;
- 6,639 people quit due to natural staff turnover;
- 6,824 employees quit by transferring to the created subsidiaries of AVTOVAZ: AVTOVAZ-Perspective and the Reforming Center, created as part of the implementation of the RF Government Decree No. 902 dated November 7, 2009.
For guaranteed employment of employees of subsidiaries, training, retraining and advanced training of personnel was organized on the basis of joint programs of the Ministry of Education and Science of Russia, the Ministry of Health and Social Development of Russia, the Ministry of Industry and Trade of Russia, the Department of Employment of the Samara Region and the Ministry of Education and Science of the Samara Region. In the period 2010 - 2011. 6,622 employees of subsidiaries underwent training and internship:
- an internship was organized for 500 employees of subsidiaries at Avtoframos;
- 219 employees of subsidiaries underwent training at leading enterprises of the Russian Federation;
- a training program for 1000 AVTOVAZ employees in educational institutions of the Russian Federation was implemented, followed by training abroad at the enterprises of the strategic partner Renault-Nissan in France, Romania, Spain, England, South Korea, India, Turkey. The main areas of internship and training are: modernization of the design process and launching into production of new car models (400 people); increasing production efficiency and labor productivity through the introduction of the alliance production system (APW) (96 people); improvement of product quality (504 people). The structure of foreign internships is shown in Fig. 2.
Figure 2. The structure of internships at the enterprises of the Renault-Nissan Alliance
A temporary (for 3 years) operating portfolio of the enterprises "Reforming Center" and "AVTOVAZ-Perspektiva" was determined, which included 6 758 workers. The operational portfolio includes works on dismantling equipment, preparing production areas for the preparation of production of new and modernized car models (more than 160 thousand square meters), repairing equipment and tooling, maintaining production areas.
As a result of measures taken to retrain employees and promote their employment, the number of enterprises "Reforming Center" and "AVTOVAZ-Perspective" decreased by 5 678 people(84% of the total). Areas of employment are shown in Table 1.
The provision of employment in these enterprises was carried out in the following areas:
- 4,913 people found work at the enterprises of Togliatti, 3,080 of which (63%) - after raising their qualifications and learning a new profession;
- 205 people found work in other cities and regions, of which 83 people (40%) - after training;
- 43 people quit due to conscription into the Russian Army;
- 469 people quit for other reasons.
48 people - started their own business;
The dynamics of the number for the period - May 2009 - April 2010 is shown in Fig. 3.
Figure 3. Dynamics of the number of subsidiaries
Part of the employees of subsidiaries who had undergone training and retraining (including at the leading enterprises of Russia and at the plants of the Renault-Nissan Alliance) and who wished to continue working at AVTOVAZ were hired by the plant under fixed-term employment contracts.
In 2011, the shares in the authorized capital of LLC Reforming Center and LLC AVTOVAZ-Perspektiva, owned by AVTOVAZ, were acquired by the Management Company of the DSK Group of Companies, and they are now independent business units with guaranteed orders for the performance of work in LLC AVTOVAZ.
Conclusions. The program to optimize the number and ensure employment of JSC AVTOVAZ personnel, implemented by the corporation with the participation of state support, made it possible to achieve the set goals and ensure:
- optimization of the headcount and reduction of personnel costs for the real production program (reduction of expenses by 9891 million rubles relative to the actual expenses of 2009 and reduction of the number of personnel from 105,960 people to 71,260 people);
- to increase production efficiency and labor productivity;
- to preserve the work and functions of AVTOVAZ social infrastructure facilities transferred to federal and municipal ownership;
- to organize work on training, retraining and advanced training of workers for the tasks of modernizing production and in professions in demand in the spheres of urban economy;
- to carry out work on the modernization of production and preparation of factory premises for the production of new car models;
- to prevent mass layoffs, growth of social tension in the collective of the plant and the city of o. Togliatti, providing employment and guaranteed wages for the work performed by employees, while retaining the highly qualified staff of AVTOVAZ;
- return from October 2010 the possibility of increasing wages to employees (average monthly wages of employees excluding management for 2009 - 15820 rubles, for 2010 - 17,598 rubles, for 2011 - 22614 rubles), as well as expanding the social package.
Reviewers:
- Nikiforova Elena Vladimirovna, Doctor of Economics, Professor, Director of the Institute of Finance, Economics and Management, Togliatti State University, Togliatti.
- Afonichkin Alexander Ivanovich, Doctor of Economics, Professor, Head. Department of Marketing and ITE, Volga University named after V. N. Tatishcheva, Togliatti.
Bibliographic reference
Mikhalenko D.G. PROGRAM FOR OPTIMIZING THE ORGANIZATIONAL STRUCTURE OF JSC AVTOVAZ // Modern problems of science and education. - 2012. - No. 4 .;URL: http://science-education.ru/ru/article/view?id=6919 (date of access: 02/01/2020). We bring to your attention the journals published by the "Academy of Natural Sciences"
Volzhsky Automobile Plant (Volzhsky Automobile Plant) (abbreviated name - VAZ and AvtoVAZ) is the largest Russian automobile plant for the production of passenger cars. That is why consideration of its production and organizational structures is of interest.
The automotive complex includes the following main production facilities:
Metallurgical production;
Press production;
Production of preforms and dies;
Mechanical assembly production;
Assembly and body production;
Manufacturing of plastic products;
Manufacturing of technological equipment;
And also auxiliary:
Tool production;
Repair and maintenance of equipment.
The enterprise consists of 185 shops, of which 55 are main, 96 auxiliary, 19 machine-tool, 16 scientific and technical, as well as functional departments. Work on the provision and maintenance of production is concentrated in large specialized workshops. The total number of employees at the enterprise is about 160 thousand people. Of these, 97.5 thousand people are industrial and production personnel. At the same time, the average category of workers is 3.71 (including basic - 3.36, auxiliary - 3.98). The shift factor of the work of metal-cutting equipment in the main production - 1.78; in the auxiliary - 1.27. Return on assets - 0.884.
Manufacturing process the car is carried out under careful quality control in several stages. The body - as the most important part is made directly in the body production of OPP VAZ. The assembly is carried out in a specially equipped workshop of ZAO "Super-Auto" at complex stations equipped with all the necessary equipment and tools. It can be said about such cars that it is a hand-assembled machine - almost all technological operations are carried out by the company's specialists manually, as, for example, at the famous Rolls-Royce plant. Further, full bench diagnostics of the finished car and its running tests are carried out, followed by adjustment of the units. Each car enters the sprinkler chamber, where it is tested for the moisture permeability of the interior. Then the machines are tested on a roller stand. And then each car travels from 40 to 50 kilometers under the control of an employee of the company's quality control department. And if, after such a serious check, any problems are found, the company's specialists eliminate them before the car gets to the finished product parking lot.
The technological flows of the enterprise are built taking into account the complete manufacture of the vehicle, ensuring its high quality.
Welding and finishing of the body is carried out at a specialized welding area located at the premises of the SKP JSC "AVTOVAZ", equipped with modern welding equipment, rigging and tools, allowing to obtain high quality geometry of the body and its front surfaces. The body is manufactured on the basis of a set of serial body parts supplied by OJSC "AVTOVAZ" and a set of original parts manufactured by third-party Suppliers.
Body painting is carried out in the painting line of the main production of JSC "AVTOVAZ" in strict accordance with the factory technology for the preparation and painting of bodies. After completion of all operations, the painted body is transported to the car assembly workshop of ZAO Super-Auto.
The assembly production of the car assembly workshop is organized on the basis of manual post assembly using modern universal assembly equipment, tooling and tools. The car assembly process is carried out on five conveyor lines. The main assembly line is 2 km long. A finished vehicle rolls off the assembly line every 22 seconds. Manual assembly, plus the responsibility of each post for the quality of the work performed, as well as strict control by the Quality Control Department, ensure the high quality of the car.
Avtovaz created a corporate center, completely reorganizing its management structure, which currently allows to optimize and integrate the main business functions: marketing and sales, production and quality control, finance, personnel and investments. JSC "AVTOVAZ" has a linear - functional management structure. JSC AVTOVAZ has a hierarchical form of government and a collegial decision-making style. Also JSC "AVTOVAZ" has a list of divisions, for example, quality management, equipment management, etc.
PEST - analysis
When conducting a PEST analysis, it is necessary to analyze the possible impact on the company's activities of four main factors of the macroeconomic environment:
Political; political;
Economic economic;
Social social;
Technological technological.
| Macro environment factors | Factor condition | The nature of the influence | The degree of influence | Possible enterprise actions | The likelihood of a factor (in shares) | Probability of Impact |
| Political | ||||||
| Increase in the value of customs duties | unstable | + | Slight increase in product cost | 0,3 | 0,6 | |
| Reducing the amount of tax payments on the territory of other states for branches | unstable | + | Increase in the price of products abroad; Improving product quality | 0,1 | 0,1 | |
| Introduction of new quality standards for cars | stable | - | -3 | Implementation of the latest technologies | 0,9 | -2,7 |
| Reducing the amount of tax payments by residents of the Russian Federation | unstable | + | Improving product quality | 0,2 | 0,8 | |
| Total: | -1,2 | |||||
| Economic | ||||||
| Decrease in the rate of inflation | stable | + | Investing free funds; Increase in the share of borrowed funds | 0,5 | ||
| Deteriorating situation in the banking sector | unstable | - | -3 | Taking loans from more reliable banks | 0,8 | -2,4 |
| Stability of major currencies | unstable | + | Stabilization of export and import relations | 0,4 | 0,4 | |
| Reducing the interest rate of the Central Bank | stable | + | Increase in business activity of the enterprise due to cheaper credit and an increase in the supply of money from the consumer | 0,3 | 0,6 | |
| Total: | -0,4 | |||||
| Socio-cultural | ||||||
| Preference for foreign car brands | stable | - | -3 | Decrease in price; Provision of shares | 0,8 | -2,4 |
| Increased requirement for product quality | stable | - | -2 | Price drop | -2 | |
| Deteriorating life of the population | unstable | + | Provision of shares, draws | 0,7 | 2,7 | |
| Decrease in the level of savings of the population | unstable | + | Price drop; Increased production output | 0,3 | 0,3 | |
| total: | -1,4 | |||||
| Technological factors | ||||||
| Improvement of production technologies | stable | + | Reducing costs; Increased quality; Increase in turnover rates | 0,5 | 1,5 | |
| Improvement of advertising technologies | stable | + | Carrying out promotions / events / presentations; Expansion of advertising channels | 0,7 | 0,7 | |
| Management system transformation | stable | + | Conducting a number of activities to achieve management development and personnel | 0,4 | 0,4 | |
| Total: | 2,6 |
Consequently, the futuristic is caused by socio-cultural factors that have the most negative impact on the enterprise. Technological factors have the most positive influence on the successful development of an enterprise.
SWOT matrix
An important fact is the increase in fashion for foreign cars, which again has been observed in recent years.
| P / p No. | Factors | Impact result | Actions of JSC "AVTOVAZ" on negatively influencing factors |
| Decrease in the level of income of the population | Decrease in sales of LADA cars / decrease in sales of new foreign cars | ||
| Car dealership incentives for car buyers | Stabilization of sales of LADA cars / stabilization of sales of new foreign cars | Support of service and sales network enterprises in the sale of LADA cars on credit | |
| Seasonal changes in buying activity | Decrease in sales of LADA cars in the 4th quarter of 2009 compared to the 3rd quarter by 12.1% | Carrying out activities by JSC AVTOVAZ and enterprises of the service and sales network aimed at stimulating consumer demand, adapting the pricing policy to changes in seasonal purchasing activity | |
| Decrease in lending to dealers and end consumers from banks | Decrease in sales of LADA cars / decrease in sales of new foreign cars | Expansion of the geography of supplies of LADA cars, introduction of contracts with service and sales network enterprises with new forms of payment and terms of delivery of cars. Bonuses for dealers when selling cars. | |
| Increase in the cost of imported components, an increase in prices for new cars as a result of changes in exchange rates | Decrease in sales of LADA cars / decrease in sales of new foreign cars | Carrying out measures to reduce the cost of manufactured products | |
| Inflation | Growth in the cost of energy carriers and components | Search for alternative suppliers of materials and components, development of a base of suppliers of raw materials, reduction of costs and improvement of the quality of supplied goods and materials | |
| Decrease in the import of used foreign cars as a result of increased customs duties | Stabilization of sales of LADA cars / growth of sales of new foreign cars assembled in Russia | Introduction of additional options in the complete set of cars, preparation for the production of new models, modernization of existing models | |
| Growth of defects in finished products as a result of violation of terms, volumes of supplies and quality of components | Decrease in sales of LADA cars / growth in sales of new foreign cars | Carrying out measures to improve the quality of products | |
| Cancellation of VAT on the sale of used cars | Growth in the supply of used cars sold through car dealerships | Increasing the competitiveness of cars, preparing for the production of new cars. |
The main task in the production of Lada cars is to improve the quality of products, which can lead to an increase in buyers.
Strategic segmentation of existing and potential types of activities (business) of the enterprise - strategic areas of management:
1 SZH - an increase in the relative market share, an increase in the share of cost recovery.
2 SZH - an increase in investment, an increase in the share of cost recovery.
3 SZH - introduce strict investment control and redistribution of funds between 2 SZH and 5 SZH (in case of excluding its sale and refusal to invest).
4 SZH - introduce strict investment control and redistribution of funds between 2 SZH and 5 SZH (in case of excluding its sale and refusal to invest).
5 SZH - either make serious investments, or sell, or invest nothing and get a possible residual profit.
6 SZH - to be excluded from the product portfolio of the enterprise.
Introduction
A necessary condition for the successful operation of an enterprise is the rational construction of its production and organizational structure, therefore this topic is relevant.
The organization and orderliness of socio-economic systems, their ability to develop effectively and achieve their goals is a sign of high culture and civilization.
Order and consistency in an organization occurs when elements and processes are in a relationship that ensures sustainable functioning and development. The task of the architect of the organizational structure of the enterprise (such is the director, president, manager) is to find a level of consistency that meets the target criterion (function).
The purpose of this work is to study the production and organizational structures of the enterprise.
To achieve this goal, the following tasks were identified:
1. To study the types and basic elements of production structures.
2. Consider the types of organizational structures of the enterprise.
3. Give organizational and economic characteristics of OJSC AvtoVAZ.
4. Analyze the production and organizational structure of AvtoVaz.
5. Develop recommendations for improving the production and organizational structures of OJSC AvtoVaz.
The subject of this work is the production and organizational structure of the enterprise.
The object of the research is the production and organizational structure of AvtoVaz OJSC.
When writing a term paper, scientific economic literature and Internet resources were used.
The work allows us to consider the question posed from different points of view. He also examines the production and organizational structure with a specific example. Allows you to assess the importance and inevitability of the existence of these structures.
When writing the term paper, the following research methods were used: selection and analysis of educational- methodological literature on this issue.
The work is presented on 37 typewritten pages. Consists of: introduction, two chapters, conclusion and bibliography. The work contains 9 applications.
Chapter 1. Characteristics of the production and organizational structures of the enterprise
- Concept, types and basic elements of production structures
The production structure of an enterprise reflects the nature of the division of labor between individual departments, as well as their cooperative ties in a single production process for creating products. It has a significant impact on the efficiency and competitiveness of the enterprise. The composition, size of production units, the degree of their proportionality, the rationality of location on the territory of the enterprise, the stability of production links affect the rhythm of production and the uniformity of output, determine production costs and, consequently, the level of the enterprise's net income. Therefore, an efficient production structure of an enterprise must meet the following requirements:
1.simplicity of the production structure (sufficient and limited composition of production units);
2. absence of duplicate production units;
3. ensuring the straightness of the production process on the basis of the rational placement of divisions on the plant territory;
4. proportionality of the capacity of workshops, sections, equipment throughput;
5. stable forms of specialization and cooperation of workshops and sections;
6. adaptability, flexibility of the production structure, that is, its ability to quickly restructure the entire organization of production processes in accordance with the changing market conditions.
There are two types of production structures:
1. Integrated production structure (multistage). With her, the enterprise has all stages of the production process: procurement, processing and production.
2. A specialized (1-2-stage) production structure, in which one or two stages are absent. The production process for the missing stages is provided in the form of cooperative deliveries from other enterprises.
Like any system, the production structure has its own elements.
The primary element of the production structure is the workplace - it is part of the production area of the workshop, equipped with basic equipment and auxiliary devices, objects of labor, serviced by one or more workers. A part of the production process is carried out at the workplace; several detail-operations can be assigned to it.
There are three types of jobs:
- simple workplace (one piece of equipment, one worker);
- multi-station workplace - one worker serves several types of equipment (as a rule, working in automatic mode);
- a complex workplace (typical for continuous production processes) - one unit or installation is served by a team of workers.
Depending on the assignment of the production area to the workplace, stationary and mobile workplaces are distinguished. Mobile workplaces refer to such categories of workers as adjusters, repairmen, transport workers. Production areas are not allocated to them.
According to the level of specialization, workplaces are divided into specialized (the workplace is assigned the performance of three to five detail-operations) and universal (fixing of detail-operations is either absent, or their number is quite large - more than 20).
The totality of workplaces where technologically homogeneous operations or various operations for the manufacture of one or two types of products are performed makes up a production site.
The plots are created according to two principles:
1. Technological. The site consists of the same type of equipment (a group of lathes, a group of milling, drilling machines); workers on the site perform a certain type of operation. There is no assignment to workplaces for the manufacture of certain types of products. This type of sites is typical for small-scale and single types of production organization.
2. Subject-closed. At such a site, various types of equipment are used, which are located in the course of the technological process. Workplaces specialize in the manufacture of a certain type of product (parts). The site employs workers of various specialties. A variety of this type of site are production lines. This type of section is typical for large-scale and mass production, its work is more efficient than a section created according to the technological principle.
Several production sites are combined into workshops.
A workshop is an administratively separate part of an enterprise, specializing either in the manufacture of products or parts of it, or in performing a certain stage of the production process. Headed by the head of the shop.
By designation, workshops are subdivided into:
1) basic - the production of the main profile products or the finished part of the production process. According to the stages of the production process, the main shops are subdivided into procurement, processing and production;
2) supporting - the production of auxiliary products for the intended purpose for the main shops (tool, repair shops, energy facilities, construction shop);
3) servicing - the provision of production services to both the main and supporting shops (transport facilities, energy facilities, construction shops);
4) experimental - production and testing of models and prototypes of new types of products being designed;
5) ancillary and secondary - the implementation of the extraction and processing of auxiliary materials, for example, a quarry for the extraction of molding earth, peat extraction, a refractory shop supplying the main shops with refractory products (at a metallurgical plant). Ancillary also includes workshops for the production of containers for packaging products. Side shops are those in which products are made from production waste, for example, a shop for consumer goods. In recent years, the share of these workshops in the production structure has grown significantly;
6) auxiliary - cleaning the factory area, growing agricultural products.
A production unit as an element of the production structure is a complex of specialized workshops that have an independent management structure (but do not have the right of a legal entity). A production unit is created at very large enterprises, holding companies, concerns; can function as a branch (subsidiary JSC) while maintaining legal independence (Appendix 1).
1.2. Types of organizational structures of an enterprise
An organizational structure is understood as an ordered set of stably interconnected elements that ensure the functioning and development of an organization as a whole. The organizational structure is also defined as a form of division and cooperation of management activities, within the framework of which the management process is carried out according to the corresponding functions, aimed at solving the assigned tasks and achieving the intended goals. From these positions, the organizational structure is presented in the form of a system of optimal distribution of functional duties, rights and responsibilities, the order and forms of interaction between the management bodies that are part of it and the people working in them.
Today, the basic principle of building any organizational systems - biological, technological and social - is hierarchy.
Organizational structures built in accordance with these principles are called hierarchical or bureaucratic structures. Such organizational structures are linear, functional, linear-functional, divisional. I will consider in more detail each of these structures, their advantages and disadvantages.
The linear organizational structure is based on the principle of uniform distribution of orders, according to which only the higher authority has the right to issue orders. Compliance with this principle should ensure the unity of management. Such an organizational structure is formed as a result of building a management apparatus from mutually subordinate bodies in the form of a hierarchical ladder, i.e. each subordinate has one leader, and the leader has several subordinates. (Appendix 2)
The advantages of this structure include:
- simple construction
- unambiguous limitation of tasks, competence, responsibility
- tough management of governing bodies
- efficiency and accuracy of management decisions
Disadvantages:
- difficult connections between authorities
The linear management structure is used by small and medium-sized firms that carry out simple production, in the absence of broad cooperation ties between enterprises. The head of this type of structural management has several subordinates. In modern conditions, the disadvantages of the structure outweigh its advantages. This structure is not compatible with the modern philosophy of quality.
The functional structure is based on the creation of divisions to perform specific functions at all levels of management. These functions include research, production, sales, marketing, etc. (Appendix 3)
Here, with the help of directive guidance, hierarchically lower levels of management can be connected with various higher levels of management. The transmission of instructions, instructions and messages is carried out depending on the type of task. For example, a worker in a workshop receives assignments not from one person (foreman), but from several staff units, i.e. the principle of multiple subordination applies.
Functional services usually include highly qualified specialists who perform specific types of activities, depending on the tasks assigned to them.
The advantages of this structure include:
- reduction of coordination links
- reduction of duplication of work
- strengthening vertical ties and strengthening control over the activities of lower levels
- high competence of specialists responsible for the performance of specific functions
Disadvantages:
- ambiguous distribution of responsibility
- difficult communication
- lengthy decision-making procedure
- the emergence of conflicts due to disagreement with the directives, since each functional leader puts his questions first.
Functional-linear structure is a combination of a linear structure with a system for allocating certain functions. Under line managers, special units are created that help the line manager in performing certain management functions. (Appendix 4)
Staffs at several levels of the hierarchy should provide advice and participate in the preparation of decisions, but they do not have the right to make decisions and direct the subordinate units or executors.
The larger the company and the more complex its management structure, the more acute is the issue of coordinating the activities of functional services or creating large specialized divisions with highly qualified specialists. The advantages and disadvantages of a linear-functional structure include:
Advantages:
- Opportunity to obtain a high degree of professional specialization of employees
- Determine precisely the locations and resources needed (especially personnel)
- Promotes standardization, formalization and process programming
Disadvantages:
- Hinders horizontal alignment
- Has difficulty reacting to change.
Divisional management structure is the most common form of management organization in a modern industrial firm. (Appendix 5)
Its meaning is that independent departments are almost completely responsible for the development, production and marketing of homogeneous products, or independent departments are fully responsible for economic results in certain regional markets.
Each branch department is an independent production and economic department, consisting of departments and factories. Such an independent division is more focused on maximizing profits and gaining market positions than with a functional management system.
Experience shows that where the factor of engineering and technology is important, the divisional form of management has unconditional advantages.
The key figures in the management of organizations with a divisional structure are not the heads of functional departments, but the managers (managers) who head the production departments.
The structuring of an organization by department is usually done according to one of three criteria; by products or services provided (product specialization), by customer orientation (consumer specialization), by territories served (regional specialization).
Benefits:
- it provides management of diversified enterprises with a total number of employees of the order of hundreds of thousands and geographically remote subdivisions;
- provides greater flexibility and quicker reaction to changes in the environment of the enterprise in comparison with linear and linear - staff;
- when expanding the boundaries of independence of departments, they become "profit centers", actively working to improve the efficiency and quality of production;
- a closer connection between production and consumers.
Disadvantages:
- a large number of "floors" of the management vertical; between workers and the production manager of the division - 3 or more management levels, between workers and the company's management - 5 or more;
- disunity of the headquarters structures of the departments from the headquarters of the company;
- the main ties are vertical, therefore, there remain common for hierarchical structures disadvantages - red tape, overworked managers, poor interaction in solving issues related to divisions, etc.;
- duplication of functions on different "floors" and as a result - very high costs of maintaining the management structure;
- in departments, as a rule, a linear or linear - staff structure with all their shortcomings is preserved.
Linear, linear-functional and divisional management structures are classified as bureaucratic and relatively stable over time.
In addition, there are adaptive (organic) governance structures. They began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply exacerbated competition among enterprises and life demanded from enterprises high efficiency and quality of work and a quick reaction to market changes, and on the other hand, the inability of hierarchical structures to meet these conditions became obvious. The main property of organic management structures is their ability to change their shape, adapting to changing conditions. The types of structures of this type are design, matrix (program-target). When implementing these structures, it is necessary to simultaneously change the relationship between the divisions of the enterprise. If, however, the system of planning, control, resource allocation, leadership style, methods of personnel motivation is maintained, and the desire of employees for self-development is not supported, the results of the introduction of such structures may be negative.
The main principle of building the project structure is the concept of the project, which means any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. (Appendix 6)
The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed start and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, move to a new project or are fired (if they worked on a contract basis).
Advantages:
- high flexibility;
- reduction in the number of management personnel in comparison with hierarchical structures.
Disadvantages:
- very high requirements for the qualifications, personal and business qualities of the project manager, who must not only manage all stages of the project life cycle, but also take into account the place of the project in the company's project network;
- splitting of resources between projects;
- the complexity of the interaction of a large number of projects in the company;
- complication of the development process of the organization as a whole.
Conclusion: The advantages outweigh the disadvantages in enterprises with a small number of concurrent projects. The possibilities of implementing the principles of modern philosophy of quality are determined by the form of project management.
The matrix (program-target) management structure is a network structure built on the principle of double subordination of performers: on the one hand, to the direct head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the project manager or target program, who is endowed with the necessary the authority to carry out the management process. (Appendix 7)
With such an organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project group and with other employees of functional departments who are subordinate to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of divisions, departments, services is preserved. For activities that have a clearly defined beginning and end, they form projects, for permanent activities - target programs.
Advantages:
- Better focus on project (or program) goals and demand;
- more efficient day-to-day management, the ability to reduce costs and increase the efficiency of resource use;
- more flexible and effective use of the organization's personnel, special knowledge and competence of employees;
- the relative autonomy of project teams or program committees contributes to the development of decision-making skills, managerial culture, professional skills in employees;
- improving control over individual tasks of a project or target program;
- any work is organizationally formalized, one person is appointed - the "owner" of the process, serving as the center of concentration of all issues related to the project or target program;
- the response time to the needs of a project or program is reduced, since horizontal communications and a single decision-making center have been created.
Disadvantages:
- the difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of a project or program (a consequence of double subordination);
- the need for constant control over the ratio of resources allocated to departments and programs or projects;
- high requirements for qualifications, personal and business qualities of employees working in groups, the need for their training;
- frequent conflict situations between heads of departments and projects or programs;
- the possibility of violation of the rules and standards adopted in functional divisions due to the isolation of employees participating in a project or program from their divisions.
Thus, it can be noted that each of the organizational structures has its own advantages and disadvantages and enterprises should choose the organizational structure that best suits their requirements.
Chapter 2. Ways to improve production and organizational structures on the example of OJSC "AvtoVAZ"
2.1. Organizational and economic characteristics of JSC "AvtoVAZ"
| JSC "AVTOVAZ" (Togliatti) was registered on January 5, 1993. The president of the company is Igor Anatolyevich Komarov.The auto concern produces cars of the Lada Priora, Kalina, Samara families, as well as "classics". JSC "AVTOVAZ" belongs to the machine-building industry; the main activity is the production of passenger cars, the production of spare parts. The share of income of JSC "AVTOVAZ" from the main economic activity in the total income for 2010 is 98%.
The company is focused on the domestic market, where it is the absolute leader in sales, and on countries CIS. In 2004 the plant produced just over 712 thousand, in 2005 year - 721.5 thousand cars. V 2006 year 966,380 vehicles and auto kits were produced, 724 thousand finished vehicles were sold, including 185,673 vehicles and assembly kits for export. V 2007 year sold (according to the company) 770 thousand cars. The production of cars per employee is about 5 cars per year, and for example, “ Renault S.A. »This figure is 19 cars per year, while Honda motor - 25 cars and 88 motorcycles per year, with a commensurate number of employees. |
- 580 hectares of territory;
- over 740,000 vehicles annually;
- more than 300 km of conveyors;
etc.................
