What is the essence of operational planning. Operational planning is the preparation of current plans for a short period of time.

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When planning, many problems are solved, the main of which can be called the features of the initial state of the enterprise (planning problems are poorly structured, they are difficult to define and measure); features of the final state (the nature of the impact on goals and resources during planning is not defined, it will manifest itself only in the future; multiple goals); problems of alternatives (there is uncertainty about the available alternatives, the search for others takes time and money); problems of tools (selection of the most optimal); a large number of persons involved in planning; responsibility (the leader assumes responsibility, the plan is made by others); the problem of control (during the preparation, implementation and adjustment). This implies the need to build a hierarchy of plans in terms of their detail and deadlines.

In principle, any firm and any enterprise has a hierarchy of plans. In a series of subordination, the following types of planning can be distinguished:

• strategic, involving the long-term development of the company, the development of the main concept of development;
• tactical, involving the development of conditions for conducting business operations;
• operational, involving specific actions for the short term.

In general, we can say that strategic planning is the search for new opportunities and products, tactical planning is the prerequisites for known opportunities and products, operational planning is the implementation of this opportunity.

Tactical planning is carried out on the basis of a strategic one and is the core of the implementation of strategic plans (horizon from one to five years), primarily concerns financing, investments, average sales times, logistics, and personnel. In it, the installations made in strategic planning receive their economic justification and clarification, taking into account the trend in the development of the economic situation for the next few years.

Based on these tactical plans, short-term, or operational, planning is carried out. Its concrete expression is development plans with a period of up to one year. Its peculiarity is that the figures for the coming year are adjusted quarterly. This is done so that the planned indicators more fully reflect the ongoing changes in the environment (economy, politics, technology, competition, etc.), and as a result, the effectiveness of the plans being drawn up would increase.

Operational planning covers individual functional areas of the enterprise. The salient features of operational planning are as follows:

• carriers of planning ideas - middle and lower levels of management;
• the task of planning is to ensure relative reliability and relative structuring;
• horizon - short and medium terms;
• depth - detailing plans;
• range - a limited range of alternatives;
• the basis is the created potential.

Compared to tactical plans, operational plans are more detailed, especially in terms of the movement of production and inventories, pricing, production costs, etc. In fact, they link the tasks of various services of the enterprise. But closer coordination of the various services of the enterprise is scheduling, the validity period of which is usually 10 days. These are, in essence, programs for the movement of the product and all factors of production, indicating specific dates and services responsible for a particular type of activity.

The task of operational planning is to organize a uniform, rhythmic, mutually coordinated work of all production units of the enterprise. The most acute problem of introducing an effective planning mechanism is facing industrial enterprises. Simplified stages of planning are presented in fig. 2.3.

Rice. 2.3.

In the process of operational planning and production management, strict interaction of management bodies at all stages of the production process (from the receipt of raw materials to the sale of products) should be achieved in order to fulfill the plan for the supply of finished products in the required quantity, the required quality, at the right time and place with minimal total costs. . Operational planning and management are based on the production program, within which detailed planning tasks are developed for each production unit (workshop, site, workplace) for a certain period of time, as well as ongoing management of the production process and control of its progress.

The core of the operational planning system is the planned calculation of the result for products. By planning standard costs based on the baseline of the respective cost centers, along with the necessary equipment operation time to fulfill the implementation plan, calculate the staff time in man-hours, taking into account the number of personnel and their qualifications, and in addition, the need for auxiliary materials, such as tools , repair materials, electricity. If the number and qualifications of staff are not sufficient to carry out the implementation plan, then a plan for additional staff recruitment and stimulation should be drawn up. The complexity of planning lies in the fact that we are not talking about successive steps, but about processes occurring simultaneously. When developing any part of the operational plan, there are constant agreements, since the implementation of each part of the plan is possible only if the parts associated with it are approved. Real calculation can only be carried out on the basis of detailed production plans. In the process of operational and production planning:

• a production plan is developed by the enterprise for the months of the year;
• volumetric calculations of equipment and space loading are performed;
• selected calendar and planning standards;
• operational-calendar production plans and schedules for the production of units, parts by workshops, sections are developed by months, weeks, days, shifts (and sometimes hourly schedules);
• organized shift-daily planning.

All this should ensure the optimal course of production processes, the rational use of material and labor resources, the full and timely fulfillment of planned targets, and the maintenance of the necessary rhythm of the enterprise.

In operational planning of production, depending on the developed indicators, such basic planning methods as volumetric, calendar, as well as their varieties: volume-calendar and volume-dynamic are used.

Volumetric method is designed to distribute the annual volumes of production and sales of the company's products by individual divisions and shorter time intervals - quarter, month, decade, week, day and hour. This method provides not only the distribution of work, but also the optimization of the use of production assets and, first of all, technological equipment and assembly areas for the planned time interval. With its help, monthly production programs of the main workshops are formed and the timing of the release of products or the fulfillment of an order in all producing divisions of the enterprise is planned.

calendar method is used to plan specific time periods for launching and releasing products, standards for the duration of the production cycle and advancing the production of individual works relative to the release of finished products intended for sale. This method is based on the use of progressive time standards to calculate the production cycles for the manufacture of individual parts, planned product sets and assembly processes. In turn, the production cycle of the main product serves as a regulatory framework for the formation of projects for monthly production programs for the rest of the manufacturing shops and sections of the enterprise.

Volumetric-calendar the method allows you to simultaneously plan the timing and volume of work performed at the enterprise as a whole for the entire specified period of time - a year, a quarter, a month, etc. With its help, the duration of the production cycle for the release and delivery of products to the market, as well as the loading rates of technological equipment and assembly stands in each division of the enterprise, are calculated. The volume-dynamic method provides for the close interaction of such planned and calculated indicators as the timing, volumes and dynamics of the production of products, goods and services. Under market conditions, this method makes it possible to take into account the volume of demand and production capabilities of the enterprise to the fullest extent and creates the planning and organizational basis for the optimal use of available resources at each enterprise. It involves the construction of schedules for the fulfillment of consumer orders and the loading of production sites and manufacturing shops. In accordance with the considered methods, it is necessary to distinguish between types of operational production planning: calendar, volumetric and mixed.

Therefore, planning is a method of economic foresight and programming based on detailed calculations. On the one hand, the enterprise plan contains a task for the prospect of each employee, and on the other hand, instructions for managers on management decisions that they must make in stages, helping the team achieve the goal.

Operational planning is

Hello everyone, dear readers. They sent me on a working visit to a company that would like to become our client.

When I arrived, I was in shock. The company was in complete chaos in terms of organizational issues. People didn't know who was supposed to do what. I had to tell them about operational planning - what it is and how it will help fix the whole mess.

operational planning

Operational planning is the final stage of planning in the enterprise. It concretizes and details the production program for a decade (10 days), a week, a day and a shift, ensures timely delivery of planned targets to the departments, and also performs a coordinating function, ensuring the coordinated work of all departments of the enterprise.

The main goal of operational planning is to ensure uniform, uninterrupted production of products in given quantities and on time, while complying with product quality standards and with optimal use of production capacity.

The main functions of operational and production planning can be identified as follows:

1. development of calendar and planning standards for production (duration of the production cycle, the amount of backlog, batch size, etc.);
2. volumetric calculations of equipment and space loading;
3. drawing up operational programs for the main production and procurement workshops;
4. operational management accounting and control over the implementation of operational programs;
5. operational regulation of the production process, timely detection of deviations from the plan, development and implementation of measures to eliminate them.

Depending on the content and duration of action, operational planning is divided into two types: calendar and current.

These two types of operational planning are carried out by economists - managers and specialists of the planning and production departments and workshops of the enterprise.

Calendar planning includes the distribution of monthly targets by production units and deadlines, as well as bringing the established indicators to specific work performers.

With its help, shift-daily tasks are developed and the sequence of work performed by individual performers is coordinated.

The initial data for the development of calendar plans are the annual volumes of output, the complexity of the work performed, the timing of the delivery of goods to the market and other indicators of the socio-economic plans of the enterprise.

Dispatching of production provides for the operational control and regulation of the course of production processes, as well as accounting for the release of products and the expenditure of various resources.

At most machine-building enterprises, operational planning is divided, depending on the scope, into intershop and intrashop planning.

Intershop planning ensures the development, regulation and control of the implementation of plans for the production and sale of products by all the shops of the enterprise, and also coordinates the work of the main and auxiliary shops, design and technological, planning and economic and other functional services.

At machine-building enterprises, as a rule, production programs are developed and issued to workshops by planned services for the next year with a quarterly and monthly breakdown.

OP systems

In modern production, various operational planning systems are widespread, determined both by internal factors and by external market conditions.

Under the system of operational planning of production in the economic literature, it is customary to understand a set of various methods and technologies of planned work, characterized by the degree of centralization, the object of regulation, the composition of calendar and planned indicators, the procedure for accounting and movement of products and registration of accounting documentation.

While generally agreeing with this definition, we consider it necessary to clarify the concept of an operational planning system in accordance with the new market relations of enterprises.

This system is a set of methods and methods for calculating the main planning and organizational indicators necessary to regulate the course of the process of production and consumption of goods and services in order to achieve planned market results with minimal expenditure of economic resources and working time.

The main characteristics of any operational planning system include: methods for completing calendar tasks for enterprise divisions, the procedure for coordinating and coordinating the work of workshops and sections, the selected planning and accounting unit, the duration of the planning period, methods and techniques for calculating planned indicators, the composition of accompanying documentation, etc.

Attention!

The choice of one or another operational planning system in market conditions is determined mainly by the volume of demand for products and services, the costs and results of planning, the scale and type of production, the organizational structure of the enterprise and other factors.

The most famous at present are the detailed, custom and complete systems of operational planning and their varieties used in many large enterprises and firms, as well as in small and medium-sized businesses.

Detailed planning system designed for highly organized and stable production.

According to this system, the progress of work, technological operations and production processes for each part is planned and regulated for a certain planning period - an hour, a shift, a day, a week, etc.

The detailed system is based on accurate planning of the tact and rhythm of production lines and production sites, the correct determination of normal technological, transport, insurance, inter-operational and cycle reserves and their constant maintenance in the production process at a strict calculated level.

The use of this system requires the development of complex calendar-operational plans containing output volume indicators and the route of movement of parts of each item through all production stages and technological operations.

Therefore, it is advisable to use detailed planning with a limited and stable range of products, which takes place in conditions of large-scale and mass production.

Order-based operational planning system it is used mainly in single and small-scale production with its diverse range of products and a small volume of products and manufacturing services.

In this case, the object of planning, or the main planning and accounting unit, is a separate production order, which includes several jobs of the same type of a particular consumer-customer.

This planning system is based on calculations of the duration of production cycles and lead times, with the help of which the deadlines required by the customer or the market for the completion of both individual processes or work, and the entire order as a whole are established.

Complete system It is used mainly in serial machine-building production.

As the main planning and accounting unit, various parts are used that are included in an assembly unit or a common set of goods, grouped according to certain characteristics.

Calendar tasks for production units are developed not according to the details of a separate name, but according to enlarged groups or sets of parts for a unit, machine, order, or a certain amount of work and services.

This system helps to reduce the labor intensity of both planning and calculation work, as well as the organizational and managerial activities of the personnel of the linear and functional services of the enterprise.

With this system, the flexibility of operational planning, current control and regulation of the production process is significantly increased, which, in conditions of market uncertainty, serves as an important means for enterprises to stabilize production.

In addition to the three systems of operational planning considered, domestic enterprises use such subsystems as planning by the production cycle, by backlog, ahead of schedule, to the warehouse, etc.

Tact planning system. Planning by the cycle of product release provides for the alignment of the duration of technological operations at all stages of the overall production process in accordance with a single estimated time for the completion of interrelated work.

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Automation of operational planning processes

Operational plans are the sequential execution of tactical plans. This is a normal, daily activity that allows you to fulfill the tactical, and over time, the strategic tasks of the organization.

The main task of operational plans is the organization of the daily activities of employees, directing it into the priority direction of goals and objectives.

Operational planning is especially important at the initial stage of a business: during rapid development or work on a new line of business.

When business processes are not sufficiently debugged and the staff is disorganized, then, most likely, he will set his priorities.

Operational planning increases control over the work of personnel, results and improves overall performance.

You will be able to see how quickly and efficiently this or that employee copes, whether the quality, work standards (in production, customer service) can withstand.

Attention!

It is also important to see how much the employee is given to work, what achievements he has. Therefore, operational plans also affect motivation.

Part of the operational work and tasks is periodic. For example, writing reports, scheduled maintenance, congratulating clients on holidays, etc.

The presence of business automation tools allows you to set such tasks only once, and then periodically the system will remind the employee of the need to complete this task.

In general, business automation makes it much more efficient to set operational plans and monitor their implementation. An operational plan is a list of tasks that an employee needs to complete in order to get the desired result.

For example, in order to bring plans to employees, you need to collect them, call them or send them by e-mail. At the same time, for each employee in each task, determine the priority, deadlines and sometimes the budget.

In addition, you may be absent from the site (often employees turn a business trip of the head into a day off at the workplace) and working with remote employees makes operational planning meetings impossible or ineffective.

In the course of work, adjustments to operational plans are possible, which should be made in a timely manner.

This problem can be quickly solved by the business automation system, which significantly speeds up work and makes operational planning really operational.

Within the framework of project management, if the organization's activities are related to the implementation of projects, automation gives an even greater effect.

The manager can use the savings of time to adjust plans, analyze intermediate results and take additional actions to correct.

Operational plans begin with tactical objectives and a program of action. For each item of the program for a certain period, you need to make a list of necessary tasks for the day for each employee or department.

If the organization has departments, then it makes sense to shift operational planning to middle managers, but with the obligatory control of the plans that they put to subordinates.

Do not forget about indicators - each task should have performance criteria or a scorecard.

For example, for a sales agent it is the sales volume or income from sales, for a programmer it is a program code, compliance with the terms of reference, for a marketer it is the compliance of advertising with a marketing strategy or budget.

For operational plans, the processes of bringing them to the attention of the staff and monitoring their implementation are important.

The formulation of tasks should be simple and understandable to the employee, and control will allow not only to punish the negligent, but also to encourage those who have distinguished themselves - to obtain information for possible adjustments to tactical plans.

Operational plans and distribution of tasks among employees should be interconnected and aimed at one goal - making a profit and solving the tactical tasks of the company.

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Making plans for short periods of time

Operational planning is one of the types of planning, which involves drawing up plans for short periods of time, focused on maximum detail in previously planned work plans and their schedules.

Operationally financial planning is the planning of the financial fund and resources of the organization.

Its necessity lies in the fact that the material sphere changes regardless of the internal conditions at the enterprise and in order to “stay afloat” it needs some savings.

Operational scheduling - a detailed plan for the execution of work, determining the timing of the periods of the beginning and end of the manufacture of any product or the implementation of another scope of work.

Kinds

Operational planning in relation to subordination at the enterprise is divided into 2 types:

• Intershop. It ensures the development and control of all products manufactured at the enterprise in general, and also directs the work of each workshop or department in the right direction. This type of planning ensures the coherence of the entire production process.
• Intrashop. Aimed at the synchronous execution of all employees of their work plan. It includes the development of new monthly or quarterly plans for the manufacture of products, the preparation of flow schedules for robots.

Methods

In operational planning, depending on the specifics of production, several basic methods are used.

Volume method. It is intended for the distribution of annual volumes of production and its sale. This method helps not only to distribute the amount of work, but also to optimize the use of production assets.

Calendar method or operational scheduling. This is a detailed plan for the execution of a robot, determining the timing of the start and end periods for the manufacture of any product or the execution of another front of the robot.

Volumetric-calendar method. Allows you to plan simultaneously the terms and volumes of work performed at the enterprise.

Volume-dynamic method. It provides for the close interaction of such planned and calculated indicators as the timing, volumes and dynamics of the production of products, goods or services.

Tasks

It should be said initially that the main task of operational plans is the organization of the daily activities of employees, as well as directing it in the necessary direction, beneficial for the enterprise.

There is also a secondary number of planning tasks, which include such as:

1. fulfillment of tasks for the release of final products;
2. organization of complex production;
3. efficient use of working time.

Principles

For the first time the general principles of planning were formulated by A. Fayol. He, in turn, singled out 5 basic principles.

• The principle of the need for planning.
• The principle of unity of plans.
• The principle of continuity of plans.
• The principle of flexibility of plans.
• The principle of accuracy of plans.

The stages of operational planning for each of the methods presented above are individual. We will now consider the stages of volumetric planning:

1. Development of nomenclature and calendar plans for the launch of parts, assembly units of products.
2. Development of plan targets for the beginning and end of the production cycle separately for each workshop or department.
3. Formation of a production program for launching finished products on the market.

Source: http://site/womanadvice.ru/operativnoe-planirovanie

operational planning

The annual plan of the economy, production unit, defining the program for the year, does not affect the organization of individual works, which in agriculture has its own characteristics associated with the seasonal nature of production, the need to complete processes in optimal agrotechnical terms.

Attention!

In this regard, they draw up operational (working) plans for periods of work in industries and departments of the economy.

Operational planning serves as a means of current regulation of the course of production in order to ensure the rhythmic, uninterrupted operation of the enterprise, the effective use of production and labor resources.

Its task is to detail the main indicators of the annual plan of an economic entity, its structural unit and bring them to the direct executors. For these purposes:

• tables and network schedules for the performance of work are developed, indicating specific deadlines and executors, conditions are provided for high-performance work throughout the entire working time;
• uninterrupted supply of workplaces with the necessary materials of appropriate quality (seeds, mineral fertilizers, fuels and lubricants, etc.), electricity, feed is ensured;
• control is organized over the operational preparation of production, the implementation of plans by each structural unit, each performer in strict accordance with the developed operational plans;
• operational management of the entire course of the production process is carried out on the basis of the current order to prevent or eliminate identified organizational and technical malfunctions or inconsistencies that interfere or impede rhythmic production activities;
• available reserves of material and labor resources are identified, and measures are developed for their use in production.

For operational planning, computational-analytical, statistical, economic-mathematical and graphical methods are widely used, which make it possible to organize operational management of the technological process using personal computers.

Operational plans are further details of the annual plans. Agricultural enterprises develop:

1. plans for periods of agricultural work (for ploughing, fertilizing, sowing, caring for crops, harvesting, etc.);
2. ten-day, monthly, quarterly plans (tasks) in animal husbandry, construction, industrial and service industries;
3. work plans - tasks for specific performers to perform certain work for a period of one or several days.

Operational (working) plans are a production program for carrying out relevant work in certain periods of the year.

In the livestock sectors, operational plans are distinguished for the production and sale of products, the placement of livestock on the territory of the economy, the use of pasture land and the green conveyor, schedules for providing farms with feed.

Ancillary industries have operational plans for the periods of product acceptance, processing and sale.

Operational plans should be linked to each other by plans for the use of labor resources, tractors, agricultural machines and vehicle fleet.

The work plans in crop production by periods of work reflect the organization of labor processes in optimal agrotechnical terms, the calculation of the means of production and labor necessary for this.

They are first developed by teams, taking into account technical equipment, based on actual sown areas and expected yields in individual fields and plots.

The work plan for the periods of agricultural work includes the following main indicators:

• list (in chronological order) and scope of work, agrotechnical requirements for their implementation;
• calendar and optimal agrotechnical terms (number of working days) for the performance of each work;
• place of work (team, link, field number, crop rotation, culture, current, etc.);
• the composition of the units (brand and number of machines in the unit) or the way the work is done - manually or using live draft power;
• the number of service personnel on the unit or when performing horse-hand work;
• shift, daily and seasonal output of the unit and workers in horse-hand work;
• the daily need for tractors, combines, other agricultural machines and tools, vehicles, labor (including machine operators) and various materials (seeds, fertilizers, fuel, etc.).

The source material is taken from technological maps, which cannot replace the work plan, since they are compiled for individual crops.

The main task of the work plan is to establish the relationship and sequence of operations in the cultivation of all crops assigned to the brigade, the daily need for equipment, workers, and materials.

Particular attention is paid to the creation of conditions for the fulfillment of shift and daily production rates, the high-performance use of equipment.

The daily demand for tractor units, self-propelled combines is calculated by dividing the expected (planned) volume of work by the seasonal output of one unit, combine.

The number of machines and implements required is determined based on the daily need for tractor units and the number of machines and implements in one unit.

The need for labor force is defined as the product of the number of service personnel on one unit, the number of units and the shift ratio.

For manual work, the number of employees is determined by dividing the volume of manual work by the output of one performer for the entire period of performance of these works.

The daily need for materials is determined based on the norms of their consumption per unit of work and the amount of work that can be done per day by the household or team.

The total daily demand for tractors and labor is determined using a schedule that clearly shows the days of maximum stress. To eliminate "peaks", the schedule is leveled by some change in the calendar terms of work.

If this is not possible, provide for the involvement of additional equipment and labor.

This problem is solved with the help of a network diagram, which is an image of the sequential execution of both individual work processes and their complexes of varying degrees of complexity.

With its help, they take into account the dynamics of work, deviations from the established deadlines and norms, and find ways to overcome the difficulties that arise.

The network schedule allows you to control the implementation of the plan not only in terms of time, but also in terms of the cost of work, the timeliness of the supply of materials.

Attention!

An integral part of the working plans are plans - the routes of movement of aggregates across plots and fields. Their development makes it possible to prepare sites and fields for work in a timely manner, avoid unnecessary moving of units, timely and uninterruptedly provide jobs with materials, and machine-tractor units with maintenance.

The plan-route of the unit indicates the brand and economic number of the tractor, combine, the number of the field in the crop rotation, the type and amount of work, the beginning of their implementation, the scheme for moving the unit from one site to another.

Job plans are assignments for the performance of certain work by a brigade, a link, a separate unit.

They are given for a certain period - a decade, a week, a five-day period, one to three days, or in a chord - to perform a certain type and amount of work.

The work plan indicates the name of the contractor (or group of performers), his class, the composition of the unit, the service life of the tractor, combine, type and place of work, agrotechnical requirements for its implementation, production rate, material consumption rates, tariff category of work and the tariff rate .

The work plan is not only a planned, but also a reporting document. After completing the work plan, the foreman, agronomist and accountant on the back of this document note the timing, volume and quality of the work performed, the consumption of fuel and other materials, and the main and additional earnings are accrued.

Operational plans have a number of features. In terms of the timing of compilation and action, they are closest to the production process and are closely related to it; they are composed quite often, which gives them the property of continuity; through operational planning, the entire system of on-farm plans is linked to production management.

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Enterprise planning

To ensure the normal functioning of the enterprise, it is necessary to constantly plan activities.

Planning is the process of developing and subsequently monitoring the implementation of a plan for the creation, development and operation of an enterprise.

The following units can be planning objects: products (its type and quality), personnel, sales, finance, investments, scientific and technological development and environmental protection.

For a plan to be effective, it must include the following:

1. assessment of the external environment of the enterprise;
2. assessment of the enterprise's capabilities, taking into account favorable and unfavorable factors of the external environment;
3. definition and formulation of goals;
4. definition of current operational tasks corresponding to the goals;
5. methods of analysis and control over the implementation of the plan, providing feedback on the next cycle of planning.

Forms of organizing planning:

• From top to bottom - this is planning, when the management determines the main goals of the enterprise and the mechanisms for achieving them, and then communicates it to the staff in order to fulfill the plan. The disadvantage of such planning is that the company's management cannot always see and take into account the potential opportunities of the lower levels.
• Bottom - up - here each employee analyzes his current work, finds reserves for its improvement and submits job offers to the management of his unit in the future period.

On the basis of the submitted proposals, the head of the unit, independently or with employees, forms a plan for the work of his unit in the planning year and transfers this information to the planning department, where the process of planning and coordinating the work of all units actually takes place.

Then the plan is returned to the departments, where it is considered and approved, and, if necessary, corrected taking into account the comments and submitted for approval to the head of the enterprise.

Mixed planning - the company's management develops the main performance indicators in the planning period and transfers them to the divisions.

There, the possibilities of fulfilling the tasks set are analyzed, programs for achieving the goals are developed, and after correction, the information is transferred to the planning department, where it is reduced to a single draft plan, which, after consideration and refinement in accordance with the wishes of both parties, is agreed and approved.

Each enterprise independently determines the form of planning, but the mixed type is often more successful, because. the head determines the goals that he, as the owner, wants to achieve, and the divisions adjust them depending on the possibilities, therefore, “desires and opportunities” are taken into account.

Technology

Planning technology includes the following steps:

1. Goal definition;
2. Determination of tasks that will achieve the goal;
3. Determination of ways and means to achieve the goal;
4. Development of alternatives;
5. Determine the time to reach the goal;
6. Distribute responsibilities between departments;
7. Design a system for monitoring and adjusting the plan.

Principles and Methods

Planning principles:

• Continuity - planning should extend both to the long term and to shorter periods.
• Scientific - planning should be carried out on a scientific basis, i.e. based on reliable information, carried out by scientifically sound methods.
• Flexibility – Plans must be adjusted according to changes in the environment.
• Accuracy.
• Priority is the subordination of all programs and plans to the strategic goal of enterprise development.
• The principle of participation, formulated by and. Ansoff - it means that each employee of the enterprise should participate in the construction of the plans of the enterprise, who is directly affected by the plan.

There are several planning methods. Program-target - planning, which is based on the development of comprehensive programs focused on achieving the goals.

Balance method - drawing up various types of balance sheets of the enterprise. Normative method - the enterprise uses a whole system of norms and standards in the planning process.

The norm is the regulated value of the absolute consumption of resources per unit of output or for the performance of a unit of work. On the basis of such norms, balances of consumption of various resources are formed.

Economic and mathematical modeling - involves the use of various economic and mathematical models in the planning process, which are a formalized description of the studied economic process (object) in the form of mathematical dependencies and relationships.

Forecasting method - a set of techniques and methods that allow, based on the study of the internal patterns of the development of an object and its external relations, to derive a judgment (prediction) of a certain reliability about the future state of the object of forecasting.

A forecast is a probabilistic scientifically based judgment about the prospects, possible states of a particular phenomenon and the future and (or) alternative ways and timing of their implementation.

Intuitive methods are based on intuitive-logical thinking. They are used when it is impossible to take into account the influence of many factors due to the significant complexity of the object or the object is too simple and does not require laborious calculations.

Kinds

There are the following types of planning:

1. Operational - contains a plan for a week, shift, decade.
2. Current - from a month to a year, with distribution by quarters and months.
3. Medium-term - up to 5 years.
4. Long-term - from 5 years, aimed at solving individual independent problems of the company's strategy.
5. Strategic - a long-term plan covering a period of 10-15 years or more.

It is more correct to call operational planning operational-production (OPP). PPP is the implementation of the current activities of planning and economic services for a short period.

Attention!

The PPP is based on the production program for the production of finished products, with the help of the PPP this program is detailed and specified.

The purpose of the OPP is to ensure uniform output of products in given quantities and on time, with high quality and the best use of production assets.

Stages of the OPP:

• Volumetric planning is the distribution of work performed by departments and planning periods, taking into account the loading of equipment and space. For effective distribution, the necessary and available resources of the enterprise are compared.
• Calendar planning is the determination of the timing of production, the clarification of the tasks of each workshop, and, if necessary, the adjustment of the results of calculations.
• Operational production planning is the final specification of the production program and the organization of its implementation. If necessary, adjustments are made to work schedules.

Strategic planning (SP) is a management process that aims to develop company development goals and ways to achieve them.

The main task of the joint venture is to provide flexibility, adaptation and innovation in the activities of the organization necessary to achieve goals in a changing environment.

When the joint venture determines and predicts the parameters of the external environment, the range of products and services, prices, suppliers, markets, long-term goals and strategies for achieving them, as well as systematic management of changes in parameters.

These indicators are extremely important to determine today, because. the firm operates in a market economy based on competition.

SP stages:

1. Definition of mission and purpose;
2. Analysis of the external and internal environment of the enterprise, including an analysis of the strengths and weaknesses of the company, as well as its potential;
3. Choice of strategy;
4. Implementation of the strategy;
5. Evaluation and control of implementation.

As a result of the joint venture, the company receives a full range of information about the market and its position on it, determines its mechanism of action in the existing conditions, and most importantly, the company identifies various options for action in a changing external environment and ensures effective adaptation of the strategy to the environment.

The competitiveness and success of the entrepreneurial activity of an enterprise are determined by the carefully formulated and developed goals of the company's activities and the means to achieve them.

These goals and means are more fully reflected in operational, current and strategic planning.

Source: http://site/koi.tspu.ru/koi_books/klemasheva/page8.htm

System of economic organization plans

The result of the planning process is a system of plans. The plan includes key performance indicators to be achieved by the end of the planning period.

Essentially, a plan is a set of instructions for managers describing what role each part of the organization should play in achieving the firm's goals.

The planning process is complex and varied. This determines the complex nature of the system of plans, which can be divided into the following elements.

• The strategic plan, otherwise known as the company's master plan (often drawn up 5 years in advance) and company-wide plans, drawn up as a continuation of the strategic plan.
• Strategic plans for individual business units that make up the firm.
• Operational plans of the organization:
  • company-wide plans for current activities, the so-called "economic plans", or "profit plans", are calculated for one year. With the help of current activity plans, goods and services are produced and supplied to the market;
  • current plans of subdivisions, including budgetary ones, complement the company-wide plans for current activities.
• In addition to plans, the results of the planning process are programs (or plan-programs) and projects.

The strategic plan is a guide for decision-making at lower levels; the general goals of the organization, defined in the strategic plan, are specified in the goals of current activities, called tasks.

In addition, the strategic plan is a limiter for plans of lower levels, since it limits the number of resources needed to solve the tasks of operational planning.

The action plans of any organization can be characterized as either offensive or defensive.

Offensive plans involve the development of the organization: the production of new goods and services, entering new markets, gaining competitive advantage. Offensive plans are usually created by large firms with high economic potential.

Medium and small firms in many cases are content with defensive plans aimed at maintaining their positions in the market and preventing the bankruptcy of the firm.

The organization's development plan, being an expression of offensive plans, includes a set of measures necessary to create new areas of the company's activities.

The development plan should determine the ways to enter new positions and be able to answer the following questions:

1. What will be the conditions of demand in the future, what goods and services will the consumers of the given economic organization expect?
2. What should be the nature of the internal elements of the organization, necessary for its development?
3. What new types of products should be added to the nomenclature of the enterprise, or what part of the main products should be replaced by new goods and services?
4. What should be the methods of error prevention when investing capital and developing new products?
5. What should be the range of economic resources needed to produce new goods and services?
6. What should be the organizational ways of creating new industries, whether it will be a takeover in the form of buying up (acquisitions) of other enterprises, a merger with organizations that produce the necessary products, or the creation of new industries on their own, through research and development and entrepreneurial projects.

The development plan for a separate business unit is drawn up in the form of a business plan. Characteristic of economic organization is the development of programs and projects.

Programs usually determine the development of one of the important aspects of the life of an economic organization. These can be programs for improving technology, programs for organizing quality control, programs for accounting for the movement of stocks, and others.

Attention!

Projects differ from programs in that, “focusing on a certain aspect of the life and development of an organization, they have a fixed cost, a schedule for implementation, include technical and financial parameters, that is, they are distinguished by a high level of specific elaboration.

Typically, projects are associated with the creation and promotion on the market of new products and services of the company.

It is impossible to exaggerate the possibilities of projects in determining the exact deadlines and specific characteristics of a new product. A business plan is usually written in the form of a project.

In addition to these types of planning documents, the organization must draw up auxiliary plans that are needed for better organization of planning in enterprises: a planning organization plan, contingency plans, feedback programs, plans evaluation programs.

tactical planning

Tactical (operational) planning is making decisions about how the organization's resources should be allocated to achieve strategic goals.

Tactical planning is the making of decisions about how an organization's resources should be allocated to achieve strategic goals.

The main question of strategic planning is what the organization wants to achieve. Tactical planning focuses on how the organization should achieve this state.

That is, the difference between strategic and tactical planning is the difference between ends and means.

Other differences:

• decision-making at the tactical planning level tends to be less subjective because tactical planners have more good, specific information available. In tactical planning, computer-based quantitative methods of analysis are applicable;
• the implementation of tactical decisions is better observed, less at risk, since such decisions relate mainly to internal problems;
• tactical decisions are easier to evaluate, as they can be expressed in more specific numerical results (for example, it is more difficult for a farmer to evaluate the specific benefits of introducing products under his own brand than to calculate the increase in the production of chickens in special packaging when acquiring new facilities);
• for tactical planning, in addition to its focus on the middle and lower levels of management, it is also characteristic to gravitate towards the levels of individual divisions - product, regional, functional.

Operational mining means almost the same thing as tactical planning.

The term "operational" is more vivid than the term "tactical", it emphasizes that this is the planning of individual operations in the general economic flow in the short and medium periods, for example, production planning, marketing planning, etc.

Operational planning is also understood as the preparation of the budget of the organization.

Process

Planning activities can be divided into several main stages:

1. The process of planning, or the direct process of planning, that is, making decisions about the future goals of the organization and how to achieve them. The result of the planning process is a system of plans.
2. Activities for the implementation of planned decisions. The results of this activity are the real performance indicators of the organization.
3. Results control. At this stage, real results are compared with planned indicators, as well as the creation of prerequisites for adjusting the organization's actions in the right direction.

Despite the fact that control is the last stage of planning activities, its importance is very high, since control determines the effectiveness of the planning process in the organization.

Thus, the planning process is the first stage of the overall activity of the firm.

The planning process is not a simple sequence of operations for drawing up plans, and not a procedure whose meaning is that one event must necessarily occur after another.

The process requires great flexibility and managerial skill. If certain points in the process do not meet the objectives of the organization, they can be bypassed, which is not possible in the procedure.

The people involved in the planning process do not just perform the functions assigned to them, but act creatively and are capable of changing the nature of the action if circumstances so require.

The planning process consists of a series of steps following one after the other.

First stage. The firm conducts research on the external and internal environment of the organization. Identifies the main components of the organizational environment, highlights those that really matter to the organization, collects and monitors information about these components, makes forecasts for the future state of the environment, and assesses the real situation of the company.

Second phase. The company sets the desired directions and guidelines for its activities: vision, mission, set of goals. Sometimes the stage of setting goals precedes the analysis of the environment.

Third stage. Strategic analysis. The company compares the goals (desired indicators) and the results of studies of external and internal environmental factors (limiting the achievement of the desired indicators), determines the gap between them. With the help of methods of strategic analysis, various options for the strategy are formed.

Fourth stage. The choice of one of the alternative strategies and its development are made.

Fifth stage. The final strategic plan of the company is being prepared. Sixth stage. Medium term planning. Medium-term plans and programs are being prepared.

Seventh stage. Based on the strategic plan and the results of medium-term planning, the firm develops annual operational plans and projects.

The eighth and ninth stages, while not being the stages of the direct planning process, nevertheless determine the prerequisites for creating new plans, which should take into account:

• what the organization managed to do, realizing its plans;
• what is the gap between planned indicators and actual performance.

In general, the planning process is a closed cycle with direct (from developing a strategy to determining operational plans to implementation and control) and reverse (from taking into account the results of implementation to reformulating the plan) communication.

Organization

Intra-company planning brings good results if the planning process is properly organized from the very beginning.

Attention!

Before proceeding with direct planning, those responsible for planning in the enterprise must accept the content and sequence of the planning process.

A large enterprise, as a rule, carries out the entire planning process, without significant exceptions.

A complexly organized firm needs both a strategic plan and medium-term plans and programs, as well as all kinds of operational planning.

A large firm should take care of the preparation and implementation of projects for the development of new products, new divisions

Smaller firms often simplify the planning process, reducing it to a 5-year strategic plan and annual operational plans.

At the same time, if a small organization is focused on creating offensive plans, it also prepares a project for the development of its production (business).

Having identified the constituent elements of the planning process, those responsible for this activity should establish a sequence of planning activities.

Logically, as it follows from the scheme of the planning process, the development of tactical plans follows strategic planning.

However, many managers and planners, being strong practitioners and having extensive experience in operational planning, at the first steps in strategic planning are afraid to start planning activities with the definition of a strategy.

The formulation of the most general directions of the organization's activity seems to them too abstract, not entirely useful and even dangerous in terms of wasting time and attention to urgent tasks.

Such managers are engaged in the development of operational plans as the main type of planning activity, and strategic planning is considered as a trial, side activity.

In such cases, the sequence of planning is reversed: first, the preparation of operational plans, and then the development of a strategy.

But, as experience shows, gradually, after 2-3 year cycles, managers realize the importance of strategic planning, acquire the necessary skills and find that it is more convenient for them to follow from strategy to tactics.

There are situations when strategic and operational plans are carried out simultaneously.

The main disadvantage of this practice is the appearance of an obstacle to effective planning: the urgency of operational decisions begins to dominate over strategic problems, and the company loses its main guidelines for its activities.

The planning process in the organization continues continuously throughout the year.

Two main parts of planning are carried out in different periods of the year: the preparation of a strategic plan usually takes place in the I and II quarters (quarters) of the financial year, the remaining time is occupied by operational planning. Operational plans specify the content of the 5-year plans for the first year of action.

In order for the planning process to be continuous and there is no gap between the two 5-year plans, many organizations draw up so-called rolling (transitional) plans.

In a rolling plan, a new year is added each time instead of the elapsed year. This takes into account changes that have occurred in the state of the market, technology, policies, internal factors of the organization in the previous year, and the necessary changes are made to the newly drawn up plans.

In sequential planning schemes, certain planning activities (such as budgeting) are carried out regularly, annually, at approximately the same time of the year.

But if there are serious deviations in the fulfillment of the plans, then there is no other way out than to revise the plan at the moment when these deviations are discovered (for example, to revise the budget not in January, but in May).

The following are involved in the planning process:

1. first, the top management of the organization;
2. second, the planning team;
3. thirdly, heads and specialists of departments.

Ideal, as already mentioned, is a situation where all employees of the organization are involved in the discussion and drawing up plans.

Attention!

Top management is the architect of the planning process, determines its main phases and planning sequence.

Top management must make the planning process accessible and understandable to every employee of the organization, he must be able to involve his employees in it as much as possible.

Another function of top management is to develop the firm's strategy and make strategic planning decisions. The management of the company determines the general goals of its development and the main ways to achieve them.

Developing a strategy requires top management to be analytical and think big.

The management of the middle and lower levels, as well as the specialists of the departments, are involved in the development of operational plans.

The duties of specialists also include an analysis of the internal and external environment of the organization, making forecasts. Department heads and staff members come together in evaluating alternative strategies proposed for the organization.

The planning service takes part in the development of the company's strategy, clarifying its main goals. However, planners carry out this function, acting as advisers, consultants.

Often, the key issues of the strategy are discussed by the planner and the top manager in a personal conversation, discussion. The final decisions related to the approval of the strategy are made by the top management.

Planners, along with other specialists, analyze and evaluate the external and internal environment of the firm. They often hold the most valuable information about the firm.

Together with managers, planners participate in making forecasts about the possible future of the company, preparing the forecast part of the final plan.

Planners provide advice and consultation on planning techniques and promote the spread of professional planning methods.

The planning service assists senior management in organizing and conducting the training necessary to ensure that all planners are ready to implement effective innovations in this process.

Planners should strive to create a spirit of creative attitude of workers to planning their future, to teach people to interact with each other.

Before you start to implement something, you need to make a plan. It allows you to evaluate the forces, calculate what and where you need and in what quantity. At the same time, strategic and operational planning are distinguished. We will consider the tasks and goals for the second of them.

What is operational planning and how does it differ from strategic planning?

When studying something, one should start with terminology. Operational planning is an activity that consists in calculating the situation and compiling development models for short periods of time. It presents the planned work in the most detailed form. Operational planning is the final stage of the overall process of calculating situations and compiling development models. The key goal pursued in this case is to organize a uniform production of products in given volumes that meets the quality criteria. What is the difference between strategic and operational planning? Speaking about them, a number of differences should be noted:

1. Operational planning is carried out by middle and lower-level managers, while strategic planning is the prerogative of senior managers.
2. Operational decisions are routine and are made daily. Strategic ones require more time to prepare.
3. Operational planning does not provide for the development of an alternative option, while for strategic decisions their presence is mandatory.
4. The operational one considers only internal information sources, while the strategic one is also interested in external ones.

This is the difference between them, in general terms. You can, of course, delve into the details and consider all this more carefully, but this will already be a deviation from the topic. So let's move on to the next point.

Methods and tasks of operational planning

The basic goal that must be addressed is the organization of the work of the enterprise's employees in such a way that production is efficient. In addition, there are other tasks:

1. Fulfillment of the set requirements for the quantitative and qualitative indicators of production.
2. Efficient use of working time.
3. Creation of continuous production.

A number of methods are used to achieve and fulfill these objectives. There are four in total:

1. Volumetric method of operational planning. It is used to "break" the annual time period into shorter-term components. As a result, plans for a month, a week, a day, and even an hour are highlighted. Its advantage is that the more detailed the planned production volume, the easier it is to carry out the performance monitoring function. In this case, in addition to the "what and when" calculations, the optimization of processes at the enterprise is also carried out.
2. Calendar method of operational planning. It consists in determining the specific dates for launching a certain product into production, as well as the end of its manufacture. Although it can be adjusted if the market entry is successful. The calendar method is used to calculate the duration of the production cycle. It, in turn, underlies the monthly program of the workshop.
3. Mixed method of operational planning. Assumes a union. In this case, the duration of the production cycle and the volume of work performed over a certain period of time are planned simultaneously. Used for combined activities.
4. Dynamic method of operational planning. It is built on the consideration of a number of indicators, such as volumes, terms, production dynamics. It is believed that it is he who allows you to fully and reliably take into account the real capabilities of the enterprise. This method has one useful special tool - the customer order schedule.

Classification

Operational planning of work is divided into two main types:

1. terms and content. In this case, current and operational scheduling are distinguished.
2. By scope. In this case, inter- and intrashop planning is distinguished.

Classification is different from methods, keep in mind so as not to be confused. So, in this case, scheduling is the distribution of annual plans between departments. In addition, this also includes bringing the required figures to the performers of the work. As a basis, data such as the delivery time of products and the complexity of work are used. Current planning implies the availability and regulation of the consumption of materials for the release of goods. Now to another look. Intershop planning provides for the regulation of work by all shops. That is, if No. 1 did not make a blank from materials, then No. 2 will not be able to produce products. Additionally, there is coordination of the activities of support services. That is, if the warehouse is full, then there is no point in making something for sale.

Data such as the master sales plan and the order book are used as the basis. Intra-shop planning is based on scheduling the work of production sites and production lines. This allows you to concretize and detail the production program. The goals of operational planning pursued at the same time are to ensure uniform and uninterrupted production of products in certain quantities and for a specified time period, while maintaining quality standards and making the best use of available capacities. In addition, a coordinating function is performed, thanks to which the coordinated work of the company's divisions is ensured.

About functions

Let's go through what operational planning at the enterprise allows us to do:

1. Develop production schedules. These include the size of the backlog, the size of the batches, the duration of the production cycle, and the like.
2. Calculations of volumes of loading of areas and equipment.
3. Drawing up operational programs for the main procurement and production shops.
4. Implementation of management accounting and control over the implementation of plans.
5. Operational regulation of production processes, timely identification of existing deviations from the targets, development and implementation of measures that will eliminate them.

Let's look at a small example. The operational plan is drawn up for the day. Constantly. Whereas accounting is a week late. The manager needs to know whether it is possible to conclude a contract for the urgent production of a product, whether there is capacity for this. He uses management accounting capabilities, referring to the head of the shop, and then decides that the urgent order can be taken (or not). There are great opportunities. The main thing is to use them. A competent organization of operational planning allows you to create an extremely useful and flexible system that has tremendous potential.

About time and content

Oh, how many points of view and approaches to solving certain problems exist. If the content and terms of work play a role, then in this case there are two types of operational planning, the work with which is entrusted to managers and specialists:

1. Calendar. In this case, the distribution of monthly targets to production units is implied, when special attention is paid to the deadlines. The established indicators are brought to the knowledge of specific performers of the work. With its use, shift-daily tasks are developed, and the sequence of work carried out by individual employees is agreed upon. In this case, the initial data are the annual production volumes, the labor intensity of the work performed, the timing of deliveries to the markets and other indicators of the socio-economic plans of the enterprise.
2. Intershop. It is used to ensure the development, regulation and control over the implementation of the set plans for the production and subsequent sale of products. An important place here is occupied by the coordination of the work of the main and auxiliary units, design and technological, planning, economic and other services.

In general, we have considered what operational planning management is. The review was carried out on separate points. But they act as part of a certain system, right? And what effect can be observed in this case? We are now looking for the answer to this question.

About systems in general

Various elements are formed into one community. If everything is built adequately, efficiently and effectively, then such operational planning systems show themselves very effectively, allowing you to successfully carry out activities. In the modern world, they are influenced by both internal factors of the enterprise and external market conditions. But let's formulate the very concept of a system for this case. This is the name of a certain set of different technologies and methods of planned work, which can be characterized by a certain degree of centralization, the procedure for the movement and accounting of products (materials, raw materials, blanks), the object of regulation, documentation, the composition of calendar and planned indicators. All this is used to influence the course of the process of creation and consumption of goods and services. The pursued goal of the system is to achieve the planned market results by spending the minimum possible amount of economic resources and working time on this. How can it be characterized? To do this, we can highlight the main indicators of the system:

1. The procedure for coordinating, interacting and linking the work of sections and shops.
2. The planning unit used.
3. Techniques and methods for calculating indicators.
4. duration of the planning period.
5. The composition of the accompanying documentation.
6. Methods for the formation of calendar tasks for business units.

The choice of a particular system depends on the demand for services and goods, the costs and results of planning, the scale and type of production, the organizational structure of the company, and some other points. A simple description without considering the most popular options is worth little.

Therefore, the most well-known operational planning systems will be considered. These at the moment are detailed, per-complete and custom-made. They are used both in small and medium-sized businesses, as well as in large companies.

Detailed system

Operational production planning of this type is suitable for a stable and highly organized commercial structure. This system deals with the planning and regulation of the progress of work, processes and technological operations for each part for a certain period, which can last an hour, a shift, a whole day, a week or even more. It is based on the exact calculation of the rhythm and tact of the functioning of production sites and production lines. Also, this system is characterized by an adequate definition of technological, insurance, inter-operational, transport and cycle reserves. They must be constantly maintained in the production process at the calculated level. The use of a detailed system requires that high-quality calendar and operational plans be developed, where there will be indicators of the volume of output, as well as the route for the movement of the part of each item. Moreover, it is necessary to indicate all production stages and technological processes. It is advisable to use such operational planning of production only if there is a stable and limited range of products being created, that is, in mass and large-scale production.

Custom and complete system

Where and in what cases can they be applied? The order system is used when single or small-scale production is carried out, where there is a diverse range of products and a small amount of products created or services provided. In this case, a separate order, which includes several similar jobs for a specific consumer, acts as the main planning and accounting unit. This system is based on the calculation of lead times and the duration of production cycles. Due to this, the deadlines for the requirements of the customer or the market are estimated.

The complete system is used, as a rule, in serial machine-building production. Basic master planning and accounting items use different parts that are included in the general set of goods or subassemblies. They are grouped according to certain criteria. Calendar tasks for production departments are created not for individual parts, but for sets or groups. Moreover, so that they are enough for a unit, a whole machine, an entire order or an agreed amount of services and work. Such a system makes it possible to reduce the complexity of planning and calculation work and organizational and managerial activities of employees of the functional and line services of the enterprise.

The architecture of this system allows increasing the flexibility of operational planning, regulatory mechanisms and current control. And this, it should be noted, in the conditions of market uncertainty is an important tool for enterprises, which allows to stabilize production.

Brief description of subsystems

Operational and production planning is a very voluminous subject of study. Therefore, alas, it will not be possible to consider in detail all the points. For that, you need a book. But to mention briefly - this is quite possible. We have already considered the three most popular options for operational planning systems. But they are formed from certain subsystems, right? So they should be given at least a few words.

Operational and production planning provides for the presence of subsystems of the release cycle, warehouse, ahead of schedule and a number of other processes and working moments. We will not consider all of them, because this is a great amount of material. But here's one as an example.

Let's talk about the warehouse subsystem. So, we have a production where goods are made. For him, you need to have a sufficient amount of wood. Suppliers are working as planned, supplying new boards, logs, sawdust - everything that is needed. A certain amount of stock is formed in the warehouse. It is calculated how many cubic meters of boards, logs and sawdust are spent on the manufacture of products, and if there are problems with suppliers, then the time for which the accumulated stocks will last. At the same time, in the operational plan, it is necessary to provide for suppliers to replenish the warehouse. Moreover, it is desirable to register contacts already in the document itself, or simply have an agreement. Operational and production planning in the considered example will allow preventing the stoppage of processes running at the enterprise and avoiding losses.

Dealing with finance

Special attention should be given to planning in the field of cash. Why? Yes, because long-term activity is not possible without money. If they are not there, then it will not work to pay suppliers for resources and materials, and workers for labor. And if at first it is still possible to agree on a slight delay, then later ... In general, the enterprise will not continue its activities. Therefore, the operational is important, because with its help you can avoid more serious and unpleasant situations. For example, if a decade before the payment of wages it is clear that there is not enough money to pay for labor, then this means that you need not wait ten days, but do something. The specifics depend on the situation. If the strategy provided for the creation of a reserve fund for this purpose, then operational financial planning may provide that a certain amount should be taken from it. Didn't the leadership care about this? Well, then you need to urgently look for someone to sell goods / services, and in such a way as to meet the available ten days. After all, if there is a long delay, then the labor inspectorate, and there also the prosecutor's office, can get involved. And their attention is better not bother. There are quite a few options for dealing with finances. If it is not possible to sell products and there is no reserve fund, then you can always turn to specialized organizations. For example, in a banking institution. But in this case, it is better to have ongoing negotiations or another source that will cover the payments. Otherwise, the problems can only get worse.

Conclusion

So it was considered what constitutes operational planning. Let's go over the main points again. The main task that must be solved is to organize the work of the company's employees so that production is efficient. A number of methods and systems can be used to achieve this. Ideally, if it is possible to reduce manufacturing defects, use resources economically, optimally load production facilities, process equipment and workers. It should be noted that planning as a management function is closely related to organization, motivation, coordination and control. Therefore, it is better to consider it in practice not separately, but as a component of the whole complex. This point of view will avoid various unforeseen and unpleasant moments. After all, if it is calculated how many resources are needed, but the situation for coordinating workers is not outlined, then it may turn out that the plan is not as good as it was originally thought.

According to our statistics, due to the poor quality of operational production planning (OP), up to 50% of orders brought by the commercial departments of enterprises are not completed on time. That is, for buyers of products from Russian factories, placing orders for them turns into a roulette: with a high degree of probability, it will be necessary to withdraw funds from circulation for an advance payment for a long time and wait a long time for delivery. At the same time, the average load of enterprises' equipment does not reach 60%.

Operational planning is the "heart" of production processes. Without a "big" plan, the enterprise is able to live for some time, without a financial plan - too. And not a day can go without operational planning: each worker, coming to the shop in the morning, must have a plan for the shift. The higher the quality of the OP, the more efficiently the entire plant will work.

How to build the right operational planning system?

Restore the value of the production plan. During the period of enterprise reform in the 1990s-2000s, many plant owners attracted managers from the financial sector. As a result, planning has become almost exclusively financial.

At almost every plant, we see how well budgeting and financial control are built up, managers are able to calculate the cost, profitability, etc. The financial plan is the law, the financial service is the force. The “red line” of the annual budget and financial KPIs goes through many management processes. The production plan and the planning department often do not have the status they deserve.

This is the reason for the confrontation between commercial divisions and production. Formally, they have a common financial performance indicator - maximum revenue, minimum cost, maximum profit. But local KPIs that determine the ways to achieve this goal are different. Commercial divisions work with the buyer that is on the market. Often these are small-scale orders, small lots with frequent shipments and different profitability. Production tries to fulfill orders in large batches so as not to rebuild equipment, and by hook or by crook, small batches are left for later. Planners, on the other hand, are often only witnesses to the tug-of-war.

At one of the enterprises for the production of components for engines, both the operational plan itself and its execution were a field for pulling a blanket between the commercial department and production. Firstly, the planning department was removed from the subordination of the director of production, in which it was located, and reported to the general director. He was given arbitration functions: to identify contradictions between the commercial department and the shops, to look for the best compromise for the interests of the enterprise between small and large parties. In addition, the KPIs of the sales department employees and shift foremen were synchronized. It is clear that they cannot become completely identical, but all of them laid down the criterion for fulfilling the operational plan established from above, calculated on the basis of the requirements for shipment from the “merchants”. Punishment in the ruble for non-fulfillment of the operational plan quickly led to the fact that the parties learned to negotiate. On the one hand, we determined the size of the "break-even" batch for each article, so as not to overload production with small batches, from which the cost of restructuring production to order is greater than the income from the order. On the other hand, they stopped leaving for later “uncomfortable” orders for the workshops and, thereby, disrupting the deadlines for their implementation, since any order that fell into the production plan is important.

Thus, the planning center was restored at the enterprise, and not one of the tails - neither the commercial department, nor the workshops - wagged the dog any more. Which immediately had a positive impact on financial performance.

Operational planning should not be too "hard". All restrictions that take place in the production process can be divided into hard and soft ones. Strict restrictions - which workshop can perform certain operations, on which production lines and with what productivity, in what sequence. Soft restrictions - which of several interchangeable machines can be used, what tools the adjuster will need to work, what is the composition of the personnel teams for the next shift. The former should be fixed by regulatory and reference information and be reflected in the plan, the latter should be left at the mercy of the foreman of the site and not complicate the planning process with redundant and rapidly changing information.

At a medium-sized machine-building enterprise, a very detailed specification of regulatory and reference information was introduced and a planning system was built on it. The calculation of the plan took 3-4 hours daily, and at the output, shift tasks were formed for each equipment inventory number. However, in the execution of these tasks, failures constantly occurred. The analysis showed that the reason is that the plan regulates the work in the workshop in too much detail: up to the choice of equipment and the assignment of workers to the task. At the same time, errors were made in the choice of equipment - restoration repairs, replacements and damage to equipment were not taken into account. There were also embarrassments with the appointment of workers: the system simply did not know that this or that employee took sick leave or took time off from work.

They wanted to solve the problem by making the data collection procedure even more complicated. But then the planners themselves rebelled - it was they who had to collect and reflect in the system all the facts of the movement of thousands of equipment positions and fix the whereabouts of hundreds of employees. It was possible to avoid new expenses for automation and increase in the staff of controllers due to the fact that soft restrictions were given to the discretion of the shops. For example, the selection of equipment and tools was made by the worker himself. And the assignment of performers to the operation was carried out by the shift foreman after receiving a shift assignment with a list of technological operations for the shift. Due to this, the implementation of plans approached 100%. And the calculation time of the plan was reduced to 1 hour.

Expand your time horizons. At many enterprises, operational planning becomes exaggeratedly operational: it is reduced to a couple of days. This leads to non-fulfillment of orders and inefficient use of equipment. After all, the terms of order fulfillment, which the commercial department agrees on, the technological cycles of manufacturing products, and longer cycles of supplying components cannot be synchronized in a short time period. Operational planning should take into account the future and, most importantly, not be interrupted by the last day of the calendar month. The difference between the planning period and the accounting period is that, unlike the last one, the horizon does not tend to collapse to the point on the 31st. Each day spent in production adds another new day - with its own orders, shipping dates, changeovers and queues.

At one steel plant, there was a monthly cycle for taking orders in the commercial department. Orders were taken daily, and by the middle of the month the production program was known. Deviations were allowed related to payment and adjustments to the delivery time of transport by customers. But the production of this whole picture saw only one day. A real "Groundhog Day"... The result of this planning was a low utilization rate of the equipment, which was often reconfigured for the production of a day's assortment. The transition to a four-day operational planning horizon made it possible to form enlarged launch batches to minimize changeovers and associated downtime and losses. It was possible to increase the equipment utilization rate to 84% and add about 35 hours per week, which used to be spent on changeovers. Remarkably, the commercial department managed to keep production from the temptation to "see" the backlog of orders a month ahead. In this case, there was a high risk of violation of the terms of shipment due to an excessive increase in production batches and the formation of surpluses of finished products in warehouses. The enterprise managed to find a "golden mean" in the operational planning horizon, setting the rule for the duration of the horizon at 3-4 durations of the technological cycle.

"Pull" planning through shipping. Shipment without failures, a warehouse that works like a clock, allow you to "pull up" the operational planning of production.

A stationery manufacturing company located in the Moscow region has experienced a slowdown in production growth. Expansion of the territory is impossible, and the transfer of the site is unprofitable. It turned out that the bottleneck is the warehouse of the enterprise: the shipment of products is slow. Trucks accumulate in a small area of ​​the warehouse, or stand idle at the narrow entrances to the plant.

The warehouse was automated using WMS (Warehouse Management System), a warehouse management system. The introduction of cellular storage and automation of the selection of small batches made it possible to increase the turnover of the warehouse by three to four times.

After that, production ceased to “correspond”: it did not produce those types of products that buyers were waiting for, and produced those that themselves had to wait for buyers and took up space in the warehouse. Identified inconsistencies in the warehouse and production KPIs (speed of shipment in hours and maximization of output in pallets) were eliminated by replacing them with a general indicator - delivery to the warehouse of the assortment planned for shipment in the next 2-3 days. Thus, it was possible to synchronize the timing of the release of products in production and the timing of the execution of orders from the commercial service.

As in the first example, the meaning and functions of the planning department were transformed, the planners developed algorithms for coordinating the requests of the commercial department and production, and the problems of waiting for shipment and packing the warehouse were resolved. The waiting time from ordering products in the sales department to reaching the customer has been reduced from five days to one.

Set up the information function of the OP. One of the main functions of planning is feedback and transparency of flows in production. Information about the planned dates for the release of products from the workshop is important primarily for the commercial service and the production director.

At the enterprise-manufacturer of medical equipment, there was a constant failure to meet the deadlines for fulfilling orders. The commercial department was dissatisfied with the fact that “we provide you with orders, there is equipment, but why is half of the required assortment produced?”.

Managers of the commercial service blamed the production workers, and they argued that the merchants were taking on excessive obligations that could not be fulfilled within a technologically acceptable timeframe.

Not the best situation has developed in the production itself. Technologists inflated production norms - this is usually done in order to increase the wage bill. In order for the worker to earn more, he is given a double time rate for a simple operation.

In addition, the production speed indicated by technologists and the actual production speed may differ. Without independent sources of information, production management was forced to rely only on reports from specialists. And run to the shop to observe the movement of "their" orders.

To solve the problem, the planning process was reorganized. Instead of five planners, one person began to deal with operational planning in a specialized information system. The planning department was reorganized - the released four specialists were transferred to the positions of dispatchers working with the shops. Their new task is to bring the planned tasks prepared in the information system to the shops and control their implementation. It was possible to do without additional costs for increasing the staff, and investments in the information system paid off with a vengeance. Operational planning has become really operational - the time for preparing a plan has been reduced from 3 days to 2 hours! Usually dispatchers are aware of all deviations in the course of production, but they report about it at reports and meetings once a day. Now they report this to a specialized system and inform production management and the commercial department through it. Shipment variance data is visible "in real time" and corrected by the planner before it's too late.

For example, information on the required materials, loading of equipment and release began to be transmitted to the production directorate every hour, and emergency data transmission was added in case of emergency. The commercial department got the opportunity to find out how each order is being fulfilled, and saw the real deadlines for their implementation. In case of force majeure situations that lead to violation of deadlines (and they happen in any production), it is possible to notify customers in time.

Automate the routine part of the OP. In many industries, it is already difficult to do without automation of operational planning. First of all, this concerns small-scale production with a large range of output. To solve the problems of operational planning, there are tools in the form of specialized APS systems (Advance Planning Scheduling). Working with APS frees the planner from routine and from mistakes, for example, from using uncomfortable "Excel" tables with thousands of cells. A list of orders and data on production technology (limitations) are entered into the automated system. Based on these data, a production plan is built and shift tasks are formed.

APS (Advance Planning Scheduling) and MES (Manufacturing Execution System) should be distinguished. Planning systems - APS. They involve the so-called advanced planning with optimization and production scheduling. MES are systems responsible for execution: the execution of what was planned, with ready-made values ​​generated by APS. Ideally, an enterprise should have integrated APS (for example, ORTEMS), MES and WMS.

The stationery company had to think about improving the efficiency of the OP, because one of the large retail chains expressed dissatisfaction with the way the delivery took place. The leaders of the distribution network set a strict requirement: "The shelf should not be empty for a minute." And they threatened not only with fines, but also with “removal from the shelf” for violation of this requirement. Why there were deviations in terms of deliveries?

Let's see how the planning system functioned before automation. The lady planner, a veteran of the enterprise, the only one of her kind in several production departments, usually before 12 o'clock received a list of orders that came from the commercial department. Most of the orders are marked "urgent": they need to be shipped tomorrow.

Therefore, the planner has four hours to explode the product using Excel. The product must be decomposed into its component parts, taking into account all its options. Next, calculate the size of the minimum lot and make a calculation of the equipment load and standards for each worker.

Cinderella the planner must do all this before 16:00 - until the shift task is issued to the workshop. In reality, by 4 pm Cinderella only had time to unpack the orders: decompose the finished products into their component parts, calculate their assortment and quantity. She did not succeed in distributing the equipment: she did not have enough time and understanding of the current picture in the shops.

When the planned tasks hit the shops, the pickers ran around the shops, looking for dyes of the right colors, where the molds for the production of the necessary parts were installed, whether there was in stock what they produced yesterday, etc. Because of this, the deadlines for most of the orders were broken.

Management set the task of automating planning. We needed a system that could do the routine work of a planner: quickly unpack the specification, that is, calculate the need for incoming semi-finished products that are included in the finished product, and then “decompose” the nodes into pieces of equipment - dozens of injection molding machines and hundreds of molds.

Selected with the help of consultants APS system ORTEMS who has accomplished all these tasks. Now, in a few minutes, the system unbundles a portfolio of orders for a month in advance. Orders for semi-finished products related to finished products are formed in advance; are placed according to the technological map for equipment; the required molds and the necessary injection molding machines are selected. The system analyzes the requirements for optimal production batches and generates them taking into account what is already in stock.

The APS system also helps you make optimal use of your equipment. If we have a mold that produces square parts in yellow, then, most likely, we need to schedule the production of square parts of the same color after it. This is relevant when there is a lot of production and it should be done within a few days (i.e. use the same mold). And if there are no such parts in the plan, then plan the production of yellow parts, but of a different color (thus minimizing the change of dye to injection molding machine).

Thanks to the ORTEMS system, the planner receives ready-made information within an hour in order to analyze the configuration, availability of materials, equipment loading, and make adjustments related to soft restrictions, that is, those that the automated system cannot take into account. Thus, the quality of operational planning and production efficiency increase by an order of magnitude.

Appreciate planners! Even an automated planning system is a man-machine system. Planning cannot be completely "automatic". Of course, automation leads to a reduction in the number of "bookkeepers" in the planning department. But the reduction in the share of routine work should be compensated by an increase in the share of the creative component in the work of planners.

In addition, automated systems, no matter how perfect they are, are not able to take into account all the limitations that exist in production. And optimization algorithms cannot arrange absolutely all orders and operations in an ideal sequence. The planner, who critically comprehended the schedule formed by the machine, should put the final point in the operational plan before he goes to the workshops. Only the planner can put the finishing touches on the portrait of an optimal plan. It is the synergy of people and technologies that makes the EP system a perfect tool for maintaining the efficiency of an enterprise.

About ORTEMS

APS-system ORTEMS (Advanced Planning & Scheduling, automated production planning system) is a unique line of software solutions for operational production planning and optimal production scheduling.

Key goals of the project:

• Shipment of batches on time
• Reducing finished product residues
• Optimization of production by changeovers
• Equipment loading optimization

Typical tasks of the implementation project:

• Formation of a balanced production program
• Optimization of the production program by work centers, taking into account the limitations of the production process
• Visualization of batch placement in production
• Bidirectional integration with existing systems
• Adjustment of the production schedule based on the fact of manufacturing production batches