Although modern young people are often accused of infantilism, among them there are...
| Method for calculating the number of employees of an enterprise | Calculation formula |
| 1. According to the labor intensity of the production program | N h = (T pl / F n) / K in, where T pl is the planned labor intensity of the production program, standard hours; F n - standard balance of working time of one worker per year, hours; K vn - coefficient of fulfillment of time standards (production) by workers |
| 2. According to production standards | N h = (OP pl /N vyr)/K inn, where OP pl is the planned volume of products (work performed) for a certain period of time; N vyr - planned production rate in the same units of measurement for the same period of time |
| 3. According to service standards | N h = K o / N o × C × K sp, where K o is the number of units of installed equipment; N o - unit servicing rate; C is the number of work shifts; Ksp is the coefficient for converting the number of workers present to the payroll |
| 4. By workplace | N h = M × C × K sp, where M is the number of jobs |
Note that if we use the planned (effective) working time fund of one worker per year, we will obtain the payroll number of workers. If we use the time-sheet (nominal) working time fund of one worker per year, we will obtain the turnout number of workers. The ratio of the time (nominal) working time fund to the planned (effective) one is nothing more than the coefficient of conversion of the attendance number of workers to the payroll number (Ksp).
Planned technological labor intensity The production program is determined by the standard labor costs per unit of production multiplied by the planned output. The method of calculating the number of personnel based on the labor intensity of the production program is the most accurate and reliable, since it requires the application of labor standards. Determining the number of workers according to production standards is more simplified and less accurate due to the influence of prices and material intensity of products on the volume of production in value terms. The number of workers according to production standards is determined by the formula:
N h = (OP pl / N exp) / K in,
where OPpl is the planned volume of production (work performed) in established units of measurement for a certain period of time; N vyr is the planned production rate in the same units of measurement and for the same period of time.
Note that if we apply output per production worker, per worker, per worker in established units of measurement for a certain period of time, then we obtain, respectively, the number of production workers, workers and workers for this period.
Planning the number of main workers in hardware processes and auxiliary workers performing work for which there are available service standards, comes down to determining the total number of service facilities, taking into account work shifts:
N h = K o / N o × C × K sp,
where K o is the number of units of installed equipment; N o - unit servicing rate (number of equipment units serviced by one worker); C is the number of work shifts; Ksp is the coefficient for converting the number of workers present to the payroll.
When servicing each complex unit by several workers simultaneously, the formula will take the following form:
N h = K o × K a × C × K sp,
where K a — number of workers simultaneously servicing one unit, people.
By workplace, the number of both main and auxiliary workers is determined, for which neither the scope of work nor service standards can be established (for example, crane operators, slingers, etc.):
N h = M × C × K sp,
where M is the number of jobs.
Number service personnel can also be determined according to enlarged service standards, for example, the number of cleaners can be determined by the number of square meters of premises, wardrobe attendants - by the number of people served, etc. The above formulas are used to calculate the number of both main and auxiliary workers, respectively, with adjustments to the initial data .
Number of students ( Ch u ) calculated taking into account the need for training in specific professions. In this case, the number of students is determined in average terms using the following formula:
Where Ch uo - total number of students to be trained in the planning period, people; That - Average training period for one student in this profession, months.
The planned number of paramilitary guards is determined by the number of posts and operating mode (its shifts and continuity), fire protection - by the number of fire engines, standards of their maintenance and operating mode.
The number of employees is determined based on the available industry average data, as well as according to standards developed by the enterprise and by position (designers, technologists, accountants, etc.). The number of employees and heads of functional services and divisions is reflected in staffing table - a document representing a list of employee positions grouped by departments and services, indicating the category (category) of work and salary, which is annually reviewed and approved by the head of the enterprise.
It is advisable to start headcount planning with the structural divisions of the enterprise (sites, workshops, buildings, production facilities) and end with the divisions of the management apparatus. The total number of employees in an enterprise (firm) is generally determined by summing the number of workers, students, employees and other categories in all divisions of the enterprise. Meeting the staffing needs of an operating enterprise involves not only determining the number of employees of the enterprise, but also comparing it with the existing workforce, assessing turnover, staff turnover, and determining additional needs or excess staff.
The calculation of personnel requirements ends with the determination of additional needs for personnel of one category or another and the determination of excess labor separately for each category of workers, taking into account profession, qualification (category), etc. At the enterprise additional need (surplus) (Ch d) personnel is determined by the difference between the average number of personnel in the planned year ( H ss) and the actual number for the previous year (Ch f):
Ch d = Ch ss - Ch f.
The additional need for office workers and other workers is calculated taking into account existing vacancies and the possible loss of workers due to retirement, military service, study, etc.
In conditions of economic instability, the actual need of an enterprise for personnel of certain categories of workers is constantly changing under the influence of internal and external factors. In market relations, the use of labor resources, labor, and personnel of an enterprise, as well as the production of products, is influenced by the law of supply and demand. The demand for labor, according to the theory, is determined by the marginal income of the entrepreneur, which is received from the sale of goods produced in connection with the attraction of additional labor, per unit of goods.
Based on the theory of marginal income, it is much more profitable for each enterprise to ensure an increase in industrial output by increasing labor productivity, which requires a relatively smaller number of workers to increase output. In this regard, in market conditions, the problem of social protection of workers and the unemployed both on the part of the state and on the part of employers arises.
To carry out the production process it is necessary
determine the number of main and auxiliary workers based on
from the data of the planned operational chart, taking into account the labor intensity,
effective time fund of one average worker
and service standards (for support workers).
4.1. To calculate the number of main and auxiliary
workers, we will determine the effective time fund of one worker per year.
The calculation results are presented in Table 4.
Table 4.1
| Categories of time | Plan |
| 1 Calendar fund, days | |
| 2 Weekends | |
| 3 Holidays | |
| 4 Nominal time fund, days | |
| 5 Annual leave, days | |
| 6 Time pool possible for use, days | |
| 7 Lost time for valid reasons, days (line 6 ∙ % of absences on assignment: 100) | |
| 8 Availability of time, days (line 6 - line 7) | |
| 9 Intra-shift losses, days (line 8 ∙ 2%: 100) | |
| 10 Length of working day, hours | |
| 11 Effective time fund [ (line 8 – line 9) ∙ 8 ] – 6 hours on holidays |
4.2. Let's calculate the number of main workers, Ch main, people By
professions according to formula (4.1)
Ch main = , (4.1)
de F eff- effective fund of time of one worker, hours.
The calculation results are presented in Table 4.2
Table 4.2
Ch main1= 17990/1626=10
The number of main workers is 28 people.
Number of jobs for controllers from the technical department
control (6% of the number of main workers) will be 1 unit.
4.3. To calculate the number of auxiliary workers
service standards are used.
The number of auxiliary workers should not exceed 10 -
15% from core workers. Calculation of the number of auxiliary
workers is carried out by the ratio of the number of services -
required units to the service standard.
The calculation results are presented in Table 4.3
Table 4.3
The number of support workers is 5 people.
4.4. We will draw up a staffing schedule for specialists.
The calculation results are presented in Table 4.4
Table 4.4
The number of specialists is 4 people.
4.5. Let's draw up a summary table 4.5 of the number of employees
production site
Table 4.5
The total number is 37 people.
Determining personnel requirements is the initial stage of personnel planning. An accurate determination of personnel requirements is a calculation of the required number of workers, their qualifications, working hours, employment according to functional responsibilities and placement along the production chain in accordance with the current and future development goals of the organization. The calculation is made based on a comparison of the estimated need and the actual state of the labor force on a certain date.
Planning the number of employees of organizations is associated with the indicator of the use of working time during the year, measured in man-hours or man-days. The average number of hours and days of work per employee per year is determined based on the balance of working time.
Working time balance– a system of indicators characterizing the working time resources of employees, their distribution by types of costs and use. This balance is compiled to identify reserves for increasing labor productivity through more rational use of the working time fund and determining the number of workers. The balance of working time is calculated primarily for one average worker. The working time balance is compiled by organization (enterprise), workshop, site.
The working time balance is compiled in three stages:
- 1) calculation of the average actual number of working days;
- 2) establishing the average working day;
- 3) determination of the useful (effective) working time fund in hours.
At the first stage, three funds of time are determined:
- 1) calendar– the number of calendar days in the planning period;
- 2) nominal– the number of working days that can be maximally used during the planning period;
- 3) useful (effective) working time fund average worker (in hours) is defined as the product of the number of working days by the planned average duration of a working day.
Number of working days in the planning period, it is the difference between the memorial fund and the number of no-shows (in days). Planned no-shows are regular, additional and educational leaves, absences due to illness, childbirth, performance of state and public duties.
The duration of vacations is planned in accordance with the law. Sick leave and other absences are planned according to reporting data, taking into account a possible reduction. The average working day is adjusted to take into account shortened pre-holiday days and preferential working hours for certain categories of workers.
Organizations use two methods for determining the planned number of personnel: large-scale and detailed planning.
Integrated planning consists of calculating the number of employees based on the use of a headcount index I H:
The headcount index depends on the dynamics of such indicators as the volume of production of goods and services (GOP), labor productivity (Pcs), labor intensity of the production program ( I Gr), wage fund (/WFP), average wage ( I Zpsr):
Example
The number of bakery workers in the base period was 275 people. It is planned to increase the production plan by 15.6%, as well as introduce a set of measures that will ensure an increase in labor productivity by 12%. Determine in an aggregated way how many workers will be required in the planning period.
The population index will be 1.156/1.12 = 1.032. Thus, in order to ensure an increase in production indicators in terms of volume by 15.6% with an increase in labor productivity by 12%, it is necessary to increase the number of employees by 3.2%. The planned number in this case will be 275 1.032 = 284 (persons), or 9 people more than in the base period.
When planning, it should be taken into account that there is a possibility that the shortcomings that were observed in the practice of using employees in the reporting period will continue in the planning period. In this regard, it is necessary to take into account the use of the working time fund of employees, and to draw up on its basis an action plan aimed at better use of labor, which should be reflected in the labor productivity growth index. Such studies are appropriate in cases where business policy is focused on saving labor costs and on intensive production development.
In addition, it is advisable to take into account possible changes in labor requirements in certain periods caused by differences in manufactured products. Moreover, the range of fluctuations can be especially noticeable if we estimate the number of people for each profession necessary for the production of a specific product.
You can also determine the planned number of personnel using the estimated number of personnel, which shows how many workers will be needed to complete a given amount of work at a constant level of labor productivity:
Example
The enterprise has a planned production volume of 12.5 million rubles, as well as a set of measures that will free up 24 people. Determine the planned number of employees if the level of labor productivity in the base period was 50 thousand rubles. For these data, the estimated number of employees will be (persons). Accordingly, the planned number is 250 – - 24 = 226 (persons).
The detailed planning method makes it possible to resolve the issue of providing an enterprise with personnel in accordance with the needs of economic activity, the characteristics of the technologies used, the demand for the final product in the market, and also makes it possible to improve the placement of workers in jobs. In this case, the number is determined arrangement, appearance And payroll
Number of personnel depends on the amount of work that needs to be performed in a particular structural unit, in a particular profession, on the number of service objects, as well as on the standards of time, production, maintenance, controllability or number.
It should be borne in mind that the methodology for determining the planned number of core workers has essentially not changed over many years of economic development. For piece workers, the allocation number is determined as follows:
(10.4)
where is the planned labor intensity, standard hours; – coefficient of fulfillment of labor standards.
Example
The planned technological labor intensity of the production program is 6516.5 thousand standard hours, the planned useful working time of one worker is 2075.1 hours, the planned rate of fulfillment of standards is 1.32. In this case, the deployment number will be
(persons).
A feature of the modern period of operation of the enterprise is that currently each enterprise independently sets the average percentage of fulfillment of labor standards, while previously this indicator of the fulfillment of production tasks was determined by higher organizations - ministries and departments - at a level not higher than 115-120%.
The number of workers can also be determined by shift assignment and shift duration:
where is the number of personnel, people; – production task (amount of work) per shift in accepted units of measurement; – standard time, h.
Example
The shift production task for the brigade is 65 pieces, the standard time for one product is 3 hours, the planned rate of fulfillment of standards is 1.2, the duration of the work shift is 8 hours. Accordingly, the allocated number of workers will be (persons).
Determining the deployment number of service and auxiliary workers has its own characteristics. If there are maintenance standards for the work performed, then the calculation is carried out as follows:
Where M – number of service objects, pcs.; – service rate, units/cm; – shift coefficient.
Example
The workshop has non-automatic equipment - 2500 units. repair complexity and 50 semi-automatic machines. The standard of service for repairmen is 500 units. per shift, for adjusters – 5 machines per shift. The deployment number of repairmen will be (persons), service technicians (persons).
For those works for which it is difficult to establish both the volume of work and service standards, the calculation of the number of jobs is used, i.e. a list of jobs is compiled and the need for workers for each of them is determined.
Planning the number of managers, specialists and employees is usually carried out on the basis of a normative method.
The basis for planning the number of specialists and employees is the volume of functions they perform, as well as the forecast for the further development of production. In particular, for engineers, technicians and technologists, the amount of labor costs may increase due to an increase in the range of products, an increase in production volume and an increase in quality.
To calculate the number of specialists, as a rule, the direct counting method is used, the basis of which is to determine the necessary labor costs to perform periodic functions, i.e. labor intensity of work.
The number of specialists () and employees can be determined using the formula
(10.7)
where OR is the planned volume of work by profession and qualification groups, rub.; Additional work – a coefficient that takes into account additional work and work not provided for by job responsibilities; – conditional output of one specialist, rub.
When determining the number of managers, an indicator such as the controllability rate is used:
In turn, when determining the number of specialists, a service standard may be applied. Then the calculation is performed in a similar way, only in the denominator in formula (10.8) the service norm is used instead of the controllability norm.
In addition to calculating the deployment number, during detailed planning the number of turnout and payroll is determined. The determination method is the same for all categories of personnel and for all structural divisions.
Number of turnout indicates how many workers are needed per day of attendance, taking into account work shifts:
where is the number of turnout, people; S– number of shifts; – exits to all shifts, accepted units; – outputs during shifts of maximum load, accepted units.
Headcount is the required number of employees per plan year. In this case, two main methods are used - according to the payroll coefficient and according to the planned percentage of absenteeism.
Using the payroll coefficient calculation method, the payroll number of employees is determined as follows:
where is the payroll number, people; – list coefficient.
The payroll number of employees based on the percentage of absenteeism (the sum of the percentage of absenteeism for good reasons) is determined as follows:
(10.12)
Example
It is necessary to determine the attendance and payroll number of workers servicing machines for the production of caramel mass, if there are 3 such machines on the site, each of them is served by 4 workers during a shift. The site operates in three shifts, the second shift is 70% loaded relative to the first, and the third, also 45% relative to the first, is loaded. The nominal working time fund is 260 days per year, the planned number of exits (real working time fund) is 236 days per year.
In order to determine the turnout, it is necessary to calculate the shift coefficient. We will take the outputs on the first shift as one, since this shift is the maximum load, then the outputs on the second shift are 70% of the unit, or 0.70, on the third shift - 45% of the unit, or 0.45. The shift coefficient is equal to 
. The number of turnout is 3 4 2.15 = 25.8 (people) (we do not round to minimize the calculation error). The number of workers servicing the machines for the production of caramel mass: (persons).
Calculation of the additional need for workers is necessary for recruitment, as well as for training and advanced training of workers in the organization. The additional need consists of the need to increase the number of employees due to an increase in the volume of production (services) and the need to replace those leaving the organization for various reasons.
In order to determine the additional need for personnel, the formula is used
where is the number at the beginning of the year, people; – number at the end of the year, people; – additional need for workers of the relevant profession, people.
Example
The number of employees at the beginning of the first quarter was 250 people, the planned average quarterly number was 270 people. Determine the need for additional external recruitment, if part of the additional need (15 people) can be covered by transferring from other divisions of the enterprise.
Based on the formula, we determine the number at the end of the billing period (quarter): (persons).
Therefore, the total additional requirement will be (persons). Of these, 15 people were transferred from other units, so it is really necessary to accept 25 people.
At the same time, this is information about the additional need for personnel when planning staffing, and one should also take into account information about the additional need to compensate for the planned loss of labor due to turnover reasons.
An additional need to compensate for the planned attrition arises in connection with dismissal for valid reasons (retirement, disability, transition to study while taking time off work, conscription for military service, expiration of the contract, etc.). It is most optimal to determine this need as a percentage of the average number of personnel (taking into account data for the previous period, differentiating by reasons for attrition and taking into account possible changes in working conditions or in the age structure of personnel).
The additional need in connection with labor turnover (dismissals at will and for violation of labor discipline) can be calculated using the current trend in the dynamics of this indicator and taking into account the forecast of the level of employee satisfaction with their work in the organization.
The calculation of the number of employees of an organization can be current or for the future.
Current planning– this is a determination of the number of personnel at the moment. Available resources can be assessed through targeted job analysis or job analysis. Job analysis examines how well existing resources meet the organization's requirements. In this case, the calculation must take into account the additional need for personnel.
Planning for the future– this is planning for a period of more than three years, taking into account long-term production (business) development strategies.
Headcount calculations should not be approached in a simplistic manner, since they determine subsequent work on staffing the enterprise. For this reason, when determining the need for labor, one does not limit oneself to formal calculations using generally accepted formulas, but carries out additional analytical calculations to identify the peculiarities of the production situation. Therefore, when carrying out planned calculations of the required number of personnel for structural divisions, it is necessary to involve line managers in this work.
It should be taken into account that the practice of planning for attracting workers to work both in Russia and abroad is based, first of all, on determining the necessary need for labor. Therefore, determining the need for labor is the first step in planning work with personnel at any enterprise, regardless of its form of ownership.
In contrast to Russian practice, in addition to the volume of production and the structure of work performed, foreign specialists, when planning personnel, pay attention to the age structure and psychophysiological characteristics of employees, as well as the development abilities of employees. In addition, when planning work with personnel, the possibility of career advancement of employees is taken into account, taking into account the physical and psychological requirements of the profession or workplace, as well as the capabilities of the person.
Personnel planning in an organization is an integral part of the personnel management system, which involves tracking changes in its structure, as well as an element of work with personnel, the purpose of which is to ensure that people are provided with jobs at the right time and in the required quantity, in accordance with their abilities, inclinations and production requirements. It is very important for enterprises to have such a qualified workforce that is necessary to solve pressing production problems. The costs associated with the use and development of personnel are a significant part of production costs. Therefore, competent organizational leaders strive to establish the optimal number of employees in order to ensure competitiveness.
Consequently, personnel planning will be effective if it is integrated into the overall planning process at the enterprise, and also when it is carried out using a whole set of interrelated activities combined in the operational plan for working with personnel.
Thus, personnel planning is carried out both in the interests of the enterprise and in the interests of its employees. Personnel planning in modern conditions of economic development is implemented through a whole range of measures aimed at the effective and long-term development of the enterprise.
The methodology for determining the number of core workers depends on the nature of production processes and labor organization. In work of a technological nature, which is performed by piece workers and directly affects the object of labor with the help of equipment and tools, the number is determined, as a rule, based on the labor intensity of the work. In hardware and aggregate work, where the actions of workers consist mainly of managing mechanized and automated processes, the number of workers is calculated according to service standards or headcount standards.
1) When determining the number of main workers by labor intensity of work, the initial data are:
a. Volume of the production program
b. Time norm or production norm
c. Average number of hours worked per worker per year
d. Planned coefficient of fulfillment of production standards
The calculation of the main piece workers begins with determining the standard labor intensity of the production program. The initial data for this calculation are statements of norms and prices, on the basis of which the total norms of working time spent on individual parts, and then assemblies and products, are determined. First of all, the standard labor intensity of 1 part is determined by summing up the time standards for all operations of the technological process of its manufacture. By summing up the standard time costs for all parts (assembly, finishing and others), the final operation results in the standard labor intensity of manufacturing 1 product, on the basis of which the standard labor intensity of all comparable products is determined. If the standard labor intensity is given, then the number of main workers is calculated using the following formula:
Chpl.= Trnorm/(FRV*Kvn)
To determine the number of piece workers by profession and grade, it is necessary to calculate the labor intensity of the production program by profession and grade and determine the number of hours of work of 1 worker per year by profession.
2) According to production standards. The number of planned workers is calculated using the formula:
Chpl. = V/(Nv+Kvn+FRV
V - planned volume of work in accepted units of measurement
Нв – planned production rate in the same units for 1 hour (shift)
KVN – planned rate of fulfillment of norms
FW – planned working time fund for 1 average worker in hours (shifts)
3) According to service standards. In industries and industries with hardware processes, the number of workers is calculated according to service standards.
Chpl = ((M*S)/No)Ksp; But=FRV/Tno
M – number of equipment units
C – number of shifts
KSP – coefficient of payroll or coefficient of reduction of turnout to payroll
But – the standard of service, i.e. number of pieces of equipment that must be serviced by one worker (production team)
Tno – standard service time.
The service time standard is determined by technical standardization, taking into account advanced production experience, multi-unit service capabilities, rational distribution of labor, and combination of professions.
4) According to staffing standards. The number of main workers servicing an instrumental process or complex unit is calculated.
Chpl=M*S*Nch*Ksp
M – number of units
C – number of shifts
LF – standard of service, i.e. number of workers servicing one unit
The number of main temporary workers is determined in the same way as auxiliary workers.
In this lesson:
- Task 1. Calculate the number of main workers
Problem 1. Calculate the number of main workers
Calculate the number of main piece workers by profession and category, provided that the time budget for one worker is 1752 hours. Data for calculating the labor intensity of the production program are presented below:| Indicators | product A | product B | Average coefficient compliance with standards |
| production output, pcs. | 2000 | 5000 | |
| Labor intensity by type of work, standard hours | |||
| 4th grade lathes | 3 | 2 | 1,2 |
| milling machines 4th category | 2 | 2 | 1,1 |
| milling machines 6th category | 1 | 1 | 1,2 |
| drilling machines 3rd category | 1 | 1 | 1,0 |
| grinding machines 4th grade | 2 | 3 | 1,3 |
| grinding machines 6th grade | 1 | 2 | 1,2 |
| 8th grade assembly | 4 | 2 | 1,0 |
A comment.
Unfortunately, those people who teach at our universities have “just passed by the plant,” so they often do not understand the meaning of certain indicators. If on average (!!!) the norm is exceeded by 30%, then you need to fire the standard setter and carry out a complete re-standardization of the technological process, and not calculate the number of personnel based on these norm curves.
Teachers do not understand the reasons why such situations arise and, accordingly, cannot tell students about them. And what quality of specialist will come to work at the enterprise if he has no idea about this? He can’t even imagine... There can be a lot of possible reasons. One of them is when the workshop manager needs to encourage the grinder Vasya. The management does not give a bonus, and Vasya is a “good guy”. Then the rate-setter (at the direction of his superiors, and maybe even personal sympathies) overestimates the time standard for him and Vasya becomes a “production leader”, doing exactly the same work. Other workers see this, and after some time the circle of “advanced workers” expands within the limits of the personal sympathies of the standard setter and the shop manager. And everything would be fine, but... our production cycle suddenly increases, labor productivity drops, and production costs rise. And for the shop manager - it’s good, his plan was reduced in accordance with the labor intensity, Vasya - it’s good, his salary is higher. It’s only bad for the enterprise as a whole, but no one cares, right?
And you need to be able to manage such processes, identify them, find reasons... But why? It is more important for a teacher to teach a student how to add and subtract numbers! And then the workers in the workshop will be happy to “hang noodles on the ears” of such a “specialist”, quietly laughing behind his back at the “burdock”.
The "decision" itself represents the most idiotic thing an economist can do. If the norm is “exceeded” by 1.3 times, then fewer workers are needed by 1.3 times. (which is what workers with standardization achieve, receiving wages 1.3 times higher than the calculated one). In fact, a real management decision should look like this: “reconsider the entire wage system in the workshop and renormalize technological operations, bringing them into line with the real technical process, and wages in line with real market conditions.” But you need to think about it, and adding up the numbers is much easier...
Solution.
There should be 4th grade turners...
(2000 x 3 + 5000 x 2) / 1752 / 1.2 = 7.61 ≈ 8 people (rounding down, we would increase labor intensity by more than 10%)
Milling operators 4th category
(2000 x 2 + 5000 x 2) /1752 / 1.1 = 7.264 ≈ 7
Milling operators 6th category
(2000 x 1 + 5000 x 1) / 1752 / 1.2 = 3.33 ≈ 4
Drillers 3rd category
(2000 x 1 + 5000 x 1) / 1752 / 1 = 3.99 ≈ 4
It's funny, but the condition of the problem coincided with the situation in real life. The regular artificial increase in time standards always applies to “old” high-rank workers. And such “hazing” leads to the fact that newcomers (1-3 categories) are not able to earn normal money, since they are directed to the most “unprofitable” operations (k = 1). As a result, after working like this for a couple of months, the newcomer leaves. And the shop manager then makes “Yaroslavna’s cry” about the lack of workers. For this, they then regularly punish... personnel officers. And our “specialist” after the institute receives only the best reviews. Otherwise, they might send a competent specialist to the workshop...
Grinders 4th category
(2000 x 3 + 5000 x 2) / 1752 / 1.3 = 7.02 ≈ 7 people
Grinders 6th category
(2000 x 1 + 5000 x 2) / 1752 / 1.2 = 5.71 ≈ 6 people
8th grade collectors
(2000 x 4 + 5000 x 2) / 1752 / 1.0 = 10.27 ≈ 10 people
Task 2. Determine the number of workers based on the labor intensity of the production program
Calculate the planned number of workers based on data on the labor intensity of certain types of work. The annual effective working time of one average worker is 1675 hours. Other source data is shown in the table below.
t– total labor intensity of the production program for the accounting year. Measured in standard hours.
F ef.– effective (real) fund of the working time of one worker. Measured in hours.
To v.n.– the expected average rate of fulfillment of production standards by employees in the accounting year.
n– number of types of manufactured products.
t i– planned (normative) labor intensity of a unit of the i-th type of product. Measured in standard hours.
m i– the number of products of the i-th type. Measured in pieces.
Let's substitute the values into the formula.
Main slave. =(15+21+11+7+23)*70,000/1.08*1675=77*70,000/1809=
5,390,000/1809=2980 employees.
Answer: 2980 employees.
Task 3. Determine the number of cleaners and support workers
Determine the number of cleaners and auxiliary workers in the metal machining workshop based on basic data on service standards. The source data is shown in the table below. The workshop operating mode is one-shift.
|
Indicators |
Values |
|
Number of jobs in the workshop | |
|
Including places equipped with metal-cutting machines | |
|
Service standards for certain categories of personnel and workplaces: | |
|
Smazchikov | |
|
Adjusters | |
|
Electricians | |
|
Repairmen | |
|
Quality controllers | |
|
Zatochnikov | |
|
Transporters | |
|
Standard of service for cleaners, m2 | |
|
Average area of one machine operator's workplace, m2 | |
|
Average area of other workplaces, m2 |
Solution.
In order to find the number of cleaners, we need to find the area of the workshop.
S workshop = (number of workplaces in the workshop - number of workplaces equipped with metal-cutting machines) * average area of other workplaces + number of workplaces equipped with metal-cutting machines * average area of one machine operator's workplace.
Let's substitute the values into the formula
S workshop =(600-370)*8+370*15=230*8+5550=1840+5550=7390 m 2
|
