What is obvious loss of working time? Analysis of the use of working time and ways to reduce non-production costs and lost working time

Working time is represented by two parts - productive and unproductive. Productive expenditure includes the time interval when an employee is engaged in activities regulated by an employment contract, internal regulations and job description of the organization. The unproductive part is represented by lost working time - periods of time used irrationally, which negatively affects the productivity of the organization.

What is lost working time?

Lost working time- the time period during which the employee is absent from the workplace or is engaged in activities that are not productive for the enterprise.

For your information

Ultimately, due to unauthorized breaks, the productivity of his work decreases. Lunch and technological breaks, preparing the work site and cleaning it, maintaining production equipment in normal technical condition are initially included in and are standardized time expenditures.

Types of lost working time

For a thorough analysis of lost production time, special calculation formulas are used.

Whole-day losses of an enterprise for a calendar year:

CDP = (Df-Dpl)*Krf*Ppl, where:

DF - the number of days per year actually worked by one employee

Dpl - number of days according to plan

KRf - the actual number of employees of the enterprise

Ppl - planned duration of one shift (in hours)

Intra-shift losses of working time of the enterprise for the calendar year:

VSP = (Pf-Ppl)*Df*Krf, where:

Pf - actual duration of the shift

Intra-shift losses per employee per shift:

VSP=(Pf-Pl)

A number of reasons that arise during work lead to downtime at work.

Working time loss rate

To determine whether an employee is effectively using the regulated time, the coefficient of lost working time is calculated. This method of monitoring is recommended both in the event of a decrease in turnover or a decline in labor productivity, and for preventive purposes. Ideally, the resulting coefficient value is equal to one. This means that the employee rationally uses the regulated working hours. However, it is almost impossible to completely prevent lost work time.

To calculate the coefficient of loss of working time due to solving organizational and technical issues (Kpot), the following formula is used:

Kpot = Tpot/Tsm, where:

Tpot - time lost due to solving organizational and technical issues

Tsm - standard time of work shift

The coefficient of loss of working time due to violation of labor discipline (KNTD) is calculated in a similar way:

Kntd=Tntd/Tsm, where:

TNTD - time of losses due to violation of labor discipline

Overall coefficient:

Kpot=(Tpot+Tntd+(Tfotl-Tnotl)/Tsm*100, where:

Tfotl - time actually spent on rest

Tnotl - time to rest according to the standard

Formula

(Chpl-Chf) * Krf, where:

Chpl - the number of hours according to the plan worked by one employee per year

Chf - the number of hours actually worked by one employee per year

Krf - total number of employees in fact

In this way, the amount of lost working time of all enterprise personnel for one calendar year is calculated.

To calculate the efficiency of production time, three mandatory indicators are required, which are used in all formulas for analyzing time losses (all-day, intra-shift, total losses):

• Number of days and hours worked by one person per year (planned and actual)
• Total number of employees (planned and actual)
• Planned and actual duration of one work shift

Damage from loss of working time

Due to improper distribution of time resources, the following types of economic damage arise:

• lost volume of trade turnover;
• insufficient production of goods and services;
• the potential profit of the enterprise can be received in a smaller volume;
• loss of important clients;
• lack of motivation and motivation of staff

Elimination of lost working time

It is advisable to carry out comprehensive measures, including:

• Monitoring compliance with labor discipline, introducing a system of fines for its violation (being late, being away from the workplace, talking or making phone calls on non-production issues, leaving work early, etc.) Introduction of software for office employees that allows you to monitor the time spent by an employee to view third-party sites, social networks
• Providing measures for the uninterrupted operation of production equipment - regular checking of the serviceability of mechanisms and the service life of components. Timely repair of technical equipment. Replacement of equipment that has exhausted its service life.
• Introduction of a motivation system for employees working with maximum efficiency. Motivation of personnel (bonuses, salary increases, etc.) is an important measure towards increasing labor productivity and eliminating lost working time.
• Selection of candidates who best suit the vacant position when hiring
• Ensuring staff development

To identify the causes of lost working time, it is recommended to conduct regular audits of staff performance.

1. Working time photo (FW) is a method of observing the work of one or a maximum of 3 employees. The observation sheet records all the employee’s actions and the time spent on them. Each action is assigned a special index. At the end of the inspection, calculations of lost working time are carried out. An example of verification using the working time photograph method is given below.

As an example, we took a furniture production workshop in one of the cities of Russia.

The object of control is the assembler of the technical control department.

Shift from 8:00 to 17:00.

Lunch from 12:00 to 13:00.

Regulated breaks: 10:00-10:15, 15:00-15:15

Observation sheet

Decoding the working time cost index

1. Timing is a method of selective observation. The report indicates the time spent on a specific operation. The difference between the timing method and working time photography is that the actions on the observation sheet are not indicated in direct sequence, but more attention is paid to the time spent on cyclic actions.

For example, let’s take a sheet of timekeeping for the working hours of a promoter conducting a promotion in a shopping center.

1. Momentary observation. This method is often used in factories or enterprises with a large number of employees. Periodically, the observer makes a round to monitor the work of personnel and notes ongoing activity or downtime.
2. Photochronometry. It is a combination of PDF and timing methods. It complements these two methods of observation, resulting in a complete picture of the time spent on individual production operations. It is performed as follows: during the day, observations are carried out using the PDF method, and measurements are taken several times (optimally 2-3 per shift) using the timing method.

The nuances of losing working time

Lost production time is a fairly serious problem that can result in serious material losses for the organization. In order to avoid them, it is necessary to carefully monitor the distribution of working time.

The working time fund is a necessary concept for analyzing important indicators, for example, the nominal number of personnel, the rational use of labor resources. The FW shows the number of hours or days worked by an employee during a given period. Expressed in man-hours or man-days.

When eliminating the causes of irrational use of time resources, you should pay attention to the following nuances:

• At some enterprises, rewarding employees for production achievements can cause undesirable reactions in the form of negligent attitude to labor standards. Sometimes an employee can increase the productivity of his activities only by ignoring occupational safety. As a result, the business will eventually suffer losses, for example due to illness or injury to an employee. With a material bonus system, it is important to monitor the situation and, if necessary, conduct conversations with staff about labor safety standards.
• The economic damage from lost working time due to temporary disability of employees can become enormous. You should monitor the working conditions in the organization and strive to improve them, for example, provide staff with special clothing in winter, monitor the condition of equipment, and take measures to ensure fire safety.
• It is more cost-effective for an organization to split an employee’s vacation period into parts throughout the year (for example, vacation twice a year for 14 days). In this way, massive shortages of labor resources in certain months and loss of profits can be avoided.
• For companies related to the service sector or sales, it is effective to implement a verification system using secret visitors or secret shoppers. This form of verification allows you to see all the shortcomings in customer service, and also allows you to control the employee’s time spent.
• Conducting open checks (using PDF methods, timing, photo timing) must be as correct as possible. If you use inspections only as a way to punish workers, you can get indignation and resistance from the work collective in response. Therefore, before observation, it is recommended to hold a meeting at which it will be explained in detail for what purposes the inspection is being carried out and how its results may affect further work.
• Carrying out inspections using PDF, timing or photo timing methods requires serious preparation associated with material and time costs. In some cases, their implementation is impractical. It is more cost-effective to conduct such checks for large companies with a large number of employees.
• To standardize time costs, an integrated approach is required, combining different inspection methods, as well as an analysis of the condition of production equipment and labor safety conditions. Personnel checks alone may not be enough

If employees are informed that new labor time standards will be applied based on the results of the audit, they will intend to work more slowly.

Work on analyzing the distribution of time and the reasons for its loss should be carried out by competent employees and regularly submitted in the form of reports. For the head of an organization, it is necessary to understand that the correct use of time is the key to stable work and achieving maximum profit. The more cases of lost working time are identified, the higher the likelihood of increasing labor productivity.

The most important reserve for increasing labor productivity in construction is the rational use of workers’ working time and the time of use of construction machines through the comprehensive reduction of all types of losses. Systematic identification of losses of working and machine time and a detailed analysis of their causes make it possible to find ways to reduce and eliminate them. With a properly organized construction and installation process, there should be no loss of working time for workers and time for using machines. However, in practice, due to existing shortcomings in technology and work organization, whole-shift, intra-shift, obvious and hidden time losses occur.

The amount of total loss of working time on the site, as well as the reasons for their occurrence, are identified as a result of processing actual data based on existing accounting and reporting forms, as well as by conducting special studies and control walks of construction sites.

Lost working time can be obvious or hidden. Explicit ones include downtime, delays, and absences from work. Explicit losses of working time can be whole-shift or intra-shift. Hidden losses include all non-productive costs, usually intra-shift.

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

Shortcomings in the organization of construction production cause unproductive costs, which, in essence, represent hidden losses of working time. Hidden losses of working time include labor costs that are not included in the work projects and do not provide an increase in construction products or improve their quality. The following classification of reasons causing hidden losses can be given.

Improper organization of labor: irrational arrangement and storage of materials, parts, structures, causing additional labor costs for transport and loading and unloading operations; violation of the construction and installation process technology, causing additional work; the use of ineffective methods of work in comparison with PPR and technological rules; use of materials and parts that do not meet the requirements of the project; deviations from the optimal number of workers in a team or unit; performing work that does not correspond to the profession and skill level of workers.

Inconsistency of the quality of initial building materials, parts, structures and finished products with the quality established by the standards. Increased labor intensity of work due to the use of low-quality materials that require modification and adjustment or elimination of defects.

Violation of production discipline: correction by workers of defects committed through their own fault; correcting defective products made by other workers.

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

Hidden losses of working time are divided into three groups:

Due to the fault of the worker;

Due to the fault of the administration;

For other reasons.

Losses of the first group are determined using timing observations. You can use observations carried out to design production standards, check the level of compliance with existing standards, and take photographs of workers' working days. It is important that the volume of work performed is accurately measured. In some cases, to study hidden losses, special observations are carried out using the photo accounting method.

The second group of hidden losses is determined by payment documents (work orders). From the work orders, all work performed by the worker that was not included in the work production plan is selected. In some cases, hidden losses of working time due to the fault of the administration will be determined using a photograph of the working day.

The third group of working time losses is identified by payment documents and acts that record hidden working time losses.

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

It should be emphasized that certain types of whole-hour losses of working time are, in principle, inevitable and are partially taken into account in the balance of working time of construction and installation organizations. Such losses include absence from work due to temporary disability, maternity leave, performance of state and public duties, and students’ leave to take exams.

Actual whole-shift losses are compared with planned ones. Direct losses include the amount of obvious whole-life losses that exceed the planned indicators. These losses are determined as the difference between the timesheet indicator and the average annual indicators calculated in the working time balance to determine annual output.

The total whole-shift loss of working time as a percentage is determined by the formula

where P is the time worked during the survey period, man-days;

P - whole-shift loss of working time, man-days.

Hidden losses of working time are identified by studying the actual conditions of work and comparing them with the PPR and technology requirements, as well as conducting control walks of work sites. At the same time, the quality of the work performed is compared in accordance with the technical conditions, and additional amounts of work associated with reworking and correcting the product are determined. The study of work orders allows us to establish the volume and labor intensity of paid excess work for the period of time being surveyed.

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

The total loss of working time is determined by:

, (12.25)

where P in - intra-shift loss of working time, %;

P s - hidden losses of working time, %.

To determine the balance of working time, identify obvious intra-shift losses in the working time of performers or the time of use of machines, as well as to eliminate existing shortcomings in the organization of labor and production, photographs of the working day (WPD) and photographs of the time of use of machines (FVIM) are taken. In addition, with the help of FRD and FVIM, it is possible to establish the degree of use of workers according to their qualifications during the working day, obtain data to determine the optimal composition of the team and the appropriate division of labor between individual performers, and establish the level of fulfillment of standards for all work during a shift.

In the practice of technical standardization, two main types of working day photography are used – individual and unit (team) photography. Observations for the purpose of compiling photographs of the working day are carried out using photo recording methods (graphic, mixed, digital) and must be carried out throughout the entire work shift. Observing this condition leads to distortion of the observation results.

For photographs of a working day, observations are carried out according to a classification scheme for the expenditure of working time of performers and the time of use of construction machines. At the same time, along with recording the total loss of time, the reasons causing these losses are established.

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

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

In the process of taking photographs of the workers' working day, simultaneously with recording the costs of working time, it is necessary to keep records of the volume of products completed.

Observation materials carried out for the purpose of compiling photographs of the working day are processed on ON forms (non-cyclical processing), and then transferred to FRD and FVIM forms.

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

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

If there is a deviation from the normal flow of the process, a note must be made with a brief description of the reasons for the deviation (otherwise the quality of the observation data is reduced and may lead to the impossibility of further analysis);

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

Presence of engineering and technical personnel at the site (which is recorded on the form or in notes).

The results of photographs of the time of use of machines are processed on the FVIM form, which differs from the FRD form in the nomenclature of time spent.

The section “Balance of machine use time” is compiled according to the established classification scheme for machine use time. The remaining sections of the form are similar to photographs of the workers' working day.

The results of photographs of the working day and the time of use of machines, as they accumulate, are reflected in the “Summary of the results of photographs of the working day” (SFRD and SFVIM). Based on the summary data, the structure of working time is further analyzed, a final conclusion is given on shortcomings in the organization of work and proposals are made for its improvement.

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

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

where N ztp - labor costs per unit of production according to the norm, man-hours;

N ztf - actual labor costs for the volume of production completed, man-hours;

V f is the volume of production completed during the observation period.

The analytical level of compliance with standards characterizes possible productivity in the absence of time loss:

where is the actual expenditure of working time on the completed volume of production without taking into account the loss of working time, man-hours.

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

Using photographs of working hours, you can also calculate the following indicators necessary for assessing measures to improve labor productivity:

percentage of operational work per task:

, (12.28)

Where t OPZ - time of operational work on a task;

T- duration of the working day photograph.

percentage of losses depending on the worker:

P 2 = ( t excellent – t exc(n) + t pvr)100/ T, (12.29)

Where t exc - time for rest and personal needs, actual;

t exc(n) - the same, normative;

t pvr - time of losses depending on the worker.

percentage of losses beyond the control of the worker:

P 3 = ( t npr + t pop)100/ T, (12.30)

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

t pop - time of losses on organizational issues.

increasing labor productivity as a result of eliminating excess rest and losses depending on the worker:

D W 1 = (t excellent – t exc(n) + t nvr)100/( t pzr + t ORZ + t orm + t exc(n)), (12.31)

Where t pzr - time for preparatory and final work;

t orm - time for servicing the workplace.

increasing labor productivity as a result of eliminating organizational, technical and non-production losses:

D W 2 = (t npr + t pop)100/( t nzr + t ORZ + t exc(n)), (12.32)

total increase in labor productivity

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

One of the forms of workers’ participation in improving the organization of work and reducing the loss of working time is self-photography of the working day. The purpose of self-photography is to identify losses of working time by workers themselves and to develop, with their participation, measures to eliminate these losses.

Time spent is recorded on a special form during downtime or during designated breaks. Specialists should advise workers conducting self-photography on recording techniques and processing the results. Processing the results of self-photography ends with the analysis and development of an action plan to improve the construction process. Self-photographing data should be widely discussed at meetings and operational meetings of construction sites.

Working time is the time during which an employee, in accordance with the internal labor regulations of the organization and the terms of the employment contract, must perform labor duties, as well as other periods of time that are classified by law as working time (Article 91 of the Labor Code).

The production process can be viewed as a process of increasing the time spent on manufactured products. In this regard, the first question that arises when organizing labor is to determine what time expenditure is necessary and should be included in the norm. It is also important to determine the efficiency of using employee time and equipment. All these issues are resolved based on the classification of working time costs.

Classification of time costs can be carried out in relation to three elements of the production process: the item, the workers and the equipment. Classification in relation to the subject of labor (Fig. 5.1) is also a classification in relation to the production process, because in this case we are talking about the time required to transform the subject of labor into a product of labor. Based on this classification, the composition of time spent included in the standards is established.

When calculating labor standards, the costs of working time for preparatory and final work, operational time, maintenance of the workplace, for rest and personal needs, and regulated (standardized) breaks are established.

Preparatory-final time is the time spent preparing for the execution of a given task and the actions associated with its completion: obtaining tools, devices, technological and planning documentation:

Familiarization with the work, drawing;

Instruction on how to perform the work;

Installation of fixtures and tools;

Equipment adjustment;

Removing fixtures and tools after completing the work;

Delivery of devices, tools, documentation.

The peculiarity of the preparatory-final time is that it is spent once on a job (a batch of objects of labor) and does not depend on the amount of work performed on a given task.

In some productions, preparatory and final time is not allocated.

Time is called operational, spent on changing the shape, size, properties, subject of labor, as well as on performing auxiliary actions necessary to implement these changes. Operating time costs are repeated with each unit of production or a certain amount of work. It is divided into main and auxiliary.

Basic (technological) time is spent on a purposeful change in the subject of labor (its size, shape, composition, properties, condition and position) Auxiliary - the time during which raw materials, workpieces are loaded, finished products are removed, equipment is controlled, changes in its operating modes, and monitoring the progress of the technological process and product quality.

Workplace service time is the time spent by a worker on caring for equipment and maintaining the workplace in normal condition. Time for maintaining a workplace is divided into technical and organizational. Job site maintenance time is spent looking after the equipment for that specific job. In particular, this category includes the time for replacing worn out tools, adjusting equipment, removing chips, etc.

Organizational service time is spent on workplace maintenance associated with performing work throughout the entire shift. This category includes the time spent on setting up tools at the beginning and cleaning up at the end of a work shift, and on cleaning and lubricating equipment.

Time of regulated breaks includes time for rest and personal needs and time for breaks for organizational and technical reasons. Time for rest and personal needs is established to maintain normal performance and for personal hygiene. The length of rest breaks depends on working conditions. Rest time also includes time for industrial exercises.

The time of regulated (standardized) breaks for organizational and technical reasons is objectively determined by the nature of the interaction between workers and equipment. Eliminating these interruptions is practically impossible or economically impractical. For example, if one worker operates several machines, then in many cases it is impossible to completely synchronize the worker's time with the machine time. The consequence of this is breaks, which must be included in the time standard.

Time for unregulated breaks includes downtime of equipment and workers caused by violations of established technology and production organization. These breaks are not included in the time standard

When analyzing the time spent by workers, first of all, the time of their employment and the time of breaks are highlighted. An employee's time of employment includes the time he performs a production task and the time he is engaged in other work. The latter includes the time of casual work outside the established schedule and the time of unproductive work (correcting defects, searching for materials, tools, devices, etc.).

Busy time can also be divided into the time of direct work, transitions (for example, during multi-machine work) and active monitoring of the progress of the technological process, which is necessary in order to ensure its normal progress. If a worker is engaged in active surveillance, he should not perform other functions. In addition to active observation, passive observation is also possible, which is one of the types of breaks in a worker’s employment for organizational and technical reasons.

Passive observation time can occur when servicing automatic lines, devices, and multi-machine work. The economic feasibility of passive observation is established as a result of calculations of optimal service standards and numbers. If possible, passive observation time should be used to perform simple functions (laying out tools, cleaning the workplace, etc.), the execution of which is stopped if employee intervention in the production process is necessary.

When analyzing working time costs, unregulated breaks are identified for organizational and technical reasons and due to the fault of the employee. The time of unregulated breaks for organizational and technical reasons includes downtime of equipment and workers due to waiting for workpieces, documentation, tools, etc., as well as excess time of breaks associated with non-synchronization of the production process. The time of breaks due to violation of labor discipline (through the fault of the employee) is due to the late start and premature completion of work, excess rest time, etc.

To calculate labor standards, it is essential to divide the time spent into overlapping and non-overlapping.

To overlapped usually refers to the time a worker performs those elements of the labor process that are carried out during the period of automatic operation of the equipment. Non-overlapping is the time for performing labor techniques (installation of workpieces, quality control, etc.) with stopped (non-working) equipment and the time for machine-manual techniques.

In a broader sense, overlapping (combinable) should include the time spent on the weight of work that is performed simultaneously (in parallel) with those elements of the operation that determine its duration. It is especially important to consider the overlapping time costs when an operation is performed by several workers.

The time that equipment operates without any participation of workers is called free machine (hardware) time. It is necessary to strive to ensure that this time is used for multi-machine maintenance, combining functions and professions.

When establishing labor standards and analyzing working time costs, the latter are divided into standardized and non-standardized. Standardized amounts include the costs of basic and auxiliary time, time spent servicing the workplace, rest and personal needs, regulated breaks for organizational and technical reasons, and preparatory and final time, which are necessary for given specific conditions. The total amount of these time costs per unit of production is usually called piece-costing time.

Production losses, which includes the time during which the employee is present at the workplace, but is not busy implementing the production program.

Such losses include:

Waiting time and downtime as a result of repairs and re-adjustment of equipment;

Unreasonable loss of time during the procedure for applying for a job and obtaining the necessary permits and permits;

Training of new employees with unreasonably high staff turnover;

Time spent making mistakes and correcting them;

Other types of lost working time.

Non-production losses reflect cases of employee absence from the workplace during working hours.

Among the main types of such losses are:

Annual holidays during peak season;

Long sick leave;

Preferential absence time and additional vacations;

Absenteeism, tardiness and early leaving work;

Study leaves and absences related to training;

Absence by agreement with the manager;

Compensation for socially significant actions (for example, additional days of rest for donors);

Other types of losses.

When analyzing non-productive losses based on an array of information on no-shows, problem areas are identified, irrelevant, duplicative and not regulated benefits are identified, and proposals are formulated to reduce the number of no-shows.

If necessary, the data array is analyzed from the point of view of the discrepancy between the available labor resource and the requirements of the production program.

Equipment usage time structure

Installed or assembled and commissioned equipment is divided into equipment intended for operation, equipment left for major repairs, and reserve equipment. Comparing the number of actually operating equipment with the number of installed equipment allows us to identify the number of used equipment and establish the reasons for its inactivity.

To characterize the use of equipment, the equipment utilization rate is used, defined as the ratio of the number of actually operating equipment to the total number of installed equipment.

When analyzing, it is important to identify the use of equipment by the time of its operation. Indicators characterizing the use of equipment over time are called coefficients of extensive use of equipment Ke and are determined by the formula K e = T f / T in, where T f is the actual operating time of the equipment and channels; T in - possible operating time of the equipment (according to plan or calendar).

To determine the calendar time fund, it is necessary to multiply the number of pieces of equipment by the number of calendar days of the reporting period and by the number of hours per day. The operating (normal) operating time of equipment is determined based on the established mode of its operation.

The planned equipment operating time fund is defined as the difference between the operating time fund and the time required for scheduled preventive maintenance. Equipment shutdowns provided for in the plan for scheduled preventive maintenance should be minimal, but without compromising the quality of the repairs performed.

The degree of intensity of equipment (channels) operation is determined using indicators of the use of power (throughput) of the equipment per unit of time of actual operation. The production capacity of a particular type of equipment is determined by the number of communication services that can be obtained using this equipment per unit of time, subject to its fullest use. The production capacity of an organization as a whole is measured by the number of communication services that the organization can provide at the best use of all its equipment per unit of time.

The degree of equipment utilization in terms of power (throughput) is determined by the intensive use coefficient Kin, which is calculated by the formula:

K in = Q f /Q in;

Q in = T f * N p,

where Q f is the volume of work (products) actually performed during the time worked; Q in - the amount of work that can be completed according to the standards during the time worked; T f - actual operating time of the equipment; N p - the rate of productivity (throughput) of equipment (channel) per unit of time.

The main ways to increase and use fixed assets are:

Increasing the use of existing communication means through the activation of communication services and rental to other organizations;

Improving forms of customer service, improving the organization of production processes and introducing scientific organization of labor;

Introduction of new cost-effective communication technology, mechanization and automation of production processes for the transmission of information and operation of communication equipment;

Reconstruction of fixed assets, ensuring increased productivity of equipment, equipment and communication systems;

The most rational construction of a communication network, increasing the network of communication points and operating time of fixed assets;

The fastest commissioning of communication facilities available in communication organizations and the sale of redundant and unnecessary equipment;

Improving the use of the organization’s production space, which will allow additional communication facilities to be placed in the same areas;

Compliance with the rules of technical operation, timing of repairs and their quality, elimination of downtime of equipment, machines and communication systems due to their malfunction;

Application of forms of material and moral incentives to stimulate improvement in the use of fixed assets;

Systematic analysis of the use of fixed assets in order to identify reserves for the use of fixed assets.

Working time is represented by two parts - productive and unproductive. Productive expenditure includes the time interval when an employee is engaged in activities regulated by an employment contract, internal regulations and job description of the organization. The unproductive part is represented by lost working time - periods of time used irrationally, which negatively affects the productivity of the organization.

What is lost working time?

Lost working time- the time period during which the employee is absent from the workplace or is engaged in activities that are not productive for the enterprise.

For your information

Ultimately, due to unauthorized breaks, the productivity of his work decreases. Lunch and technological breaks, preparing the work site and cleaning it, maintaining production equipment in normal technical condition are initially included in and are standardized time expenditures.

Types of lost working time

For a thorough analysis of lost production time, special calculation formulas are used.

Whole-day losses of an enterprise for a calendar year:

CDP = (Df-Dpl)*Krf*Ppl, where:

DF - the number of days per year actually worked by one employee

Dpl - number of days according to plan

KRf - the actual number of employees of the enterprise

Ppl - planned duration of one shift (in hours)

Intra-shift losses of working time of the enterprise for the calendar year:

VSP = (Pf-Ppl)*Df*Krf, where:

Pf - actual duration of the shift

Intra-shift losses per employee per shift:

VSP=(Pf-Pl)

A number of reasons that arise during work lead to downtime at work.

Working time loss rate

To determine whether an employee is effectively using the regulated time, the coefficient of lost working time is calculated. This method of monitoring is recommended both in the event of a decrease in turnover or a decline in labor productivity, and for preventive purposes. Ideally, the resulting coefficient value is equal to one. This means that the employee rationally uses the regulated working hours. However, it is almost impossible to completely prevent lost work time.

To calculate the coefficient of loss of working time due to solving organizational and technical issues (Kpot), the following formula is used:

Kpot = Tpot/Tsm, where:

Tpot - time lost due to solving organizational and technical issues

Tsm - standard time of work shift

The coefficient of loss of working time due to violation of labor discipline (KNTD) is calculated in a similar way:

Kntd=Tntd/Tsm, where:

TNTD - time of losses due to violation of labor discipline

Overall coefficient:

Kpot=(Tpot+Tntd+(Tfotl-Tnotl)/Tsm*100, where:

Tfotl - time actually spent on rest

Tnotl - time to rest according to the standard

Formula

(Chpl-Chf) * Krf, where:

Chpl - the number of hours according to the plan worked by one employee per year

Chf - the number of hours actually worked by one employee per year

Krf - total number of employees in fact

In this way, the amount of lost working time of all enterprise personnel for one calendar year is calculated.

To calculate the efficiency of production time, three mandatory indicators are required, which are used in all formulas for analyzing time losses (all-day, intra-shift, total losses):

• Number of days and hours worked by one person per year (planned and actual)
• Total number of employees (planned and actual)
• Planned and actual duration of one work shift

Damage from loss of working time

Due to improper distribution of time resources, the following types of economic damage arise:

• lost volume of trade turnover;
• insufficient production of goods and services;
• the potential profit of the enterprise can be received in a smaller volume;
• loss of important clients;
• lack of motivation and motivation of staff

Elimination of lost working time

It is advisable to carry out comprehensive measures, including:

• Monitoring compliance with labor discipline, introducing a system of fines for its violation (being late, being away from the workplace, talking or making phone calls on non-production issues, leaving work early, etc.) Introduction of software for office employees that allows you to monitor the time spent by an employee to view third-party sites, social networks
• Providing measures for the uninterrupted operation of production equipment - regular checking of the serviceability of mechanisms and the service life of components. Timely repair of technical equipment. Replacement of equipment that has exhausted its service life.
• Introduction of a motivation system for employees working with maximum efficiency. Motivation of personnel (bonuses, salary increases, etc.) is an important measure towards increasing labor productivity and eliminating lost working time.
• Selection of candidates who best suit the vacant position when hiring
• Ensuring staff development

To identify the causes of lost working time, it is recommended to conduct regular audits of staff performance.

1. Working time photo (FW) is a method of observing the work of one or a maximum of 3 employees. The observation sheet records all the employee’s actions and the time spent on them. Each action is assigned a special index. At the end of the inspection, calculations of lost working time are carried out. An example of verification using the working time photograph method is given below.

As an example, we took a furniture production workshop in one of the cities of Russia.

The object of control is the assembler of the technical control department.

Shift from 8:00 to 17:00.

Lunch from 12:00 to 13:00.

Regulated breaks: 10:00-10:15, 15:00-15:15

Observation sheet

Decoding the working time cost index

1. Timing is a method of selective observation. The report indicates the time spent on a specific operation. The difference between the timing method and working time photography is that the actions on the observation sheet are not indicated in direct sequence, but more attention is paid to the time spent on cyclic actions.

For example, let’s take a sheet of timekeeping for the working hours of a promoter conducting a promotion in a shopping center.

1. Momentary observation. This method is often used in factories or enterprises with a large number of employees. Periodically, the observer makes a round to monitor the work of personnel and notes ongoing activity or downtime.
2. Photochronometry. It is a combination of PDF and timing methods. It complements these two methods of observation, resulting in a complete picture of the time spent on individual production operations. It is performed as follows: during the day, observations are carried out using the PDF method, and measurements are taken several times (optimally 2-3 per shift) using the timing method.

The nuances of losing working time

Lost production time is a fairly serious problem that can result in serious material losses for the organization. In order to avoid them, it is necessary to carefully monitor the distribution of working time.

The working time fund is a necessary concept for analyzing important indicators, for example, the nominal number of personnel, the rational use of labor resources. The FW shows the number of hours or days worked by an employee during a given period. Expressed in man-hours or man-days.

When eliminating the causes of irrational use of time resources, you should pay attention to the following nuances:

• At some enterprises, rewarding employees for production achievements can cause undesirable reactions in the form of negligent attitude to labor standards. Sometimes an employee can increase the productivity of his activities only by ignoring occupational safety. As a result, the business will eventually suffer losses, for example due to illness or injury to an employee. With a material bonus system, it is important to monitor the situation and, if necessary, conduct conversations with staff about labor safety standards.
• The economic damage from lost working time due to temporary disability of employees can become enormous. You should monitor the working conditions in the organization and strive to improve them, for example, provide staff with special clothing in winter, monitor the condition of equipment, and take measures to ensure fire safety.
• It is more cost-effective for an organization to split an employee’s vacation period into parts throughout the year (for example, vacation twice a year for 14 days). In this way, massive shortages of labor resources in certain months and loss of profits can be avoided.
• For companies related to the service sector or sales, it is effective to implement a verification system using secret visitors or secret shoppers. This form of verification allows you to see all the shortcomings in customer service, and also allows you to control the employee’s time spent.
• Conducting open checks (using PDF methods, timing, photo timing) must be as correct as possible. If you use inspections only as a way to punish workers, you can get indignation and resistance from the work collective in response. Therefore, before observation, it is recommended to hold a meeting at which it will be explained in detail for what purposes the inspection is being carried out and how its results may affect further work.
• Carrying out inspections using PDF, timing or photo timing methods requires serious preparation associated with material and time costs. In some cases, their implementation is impractical. It is more cost-effective to conduct such checks for large companies with a large number of employees.
• To standardize time costs, an integrated approach is required, combining different inspection methods, as well as an analysis of the condition of production equipment and labor safety conditions. Personnel checks alone may not be enough

If employees are informed that new labor time standards will be applied based on the results of the audit, they will intend to work more slowly.

Work on analyzing the distribution of time and the reasons for its loss should be carried out by competent employees and regularly submitted in the form of reports. For the head of an organization, it is necessary to understand that the correct use of time is the key to stable work and achieving maximum profit. The more cases of lost working time are identified, the higher the likelihood of increasing labor productivity.

According to the classic definition, losses are understood as periods of working time not spent on completing a production task or regulated breaks. The study of this topic was of greatest relevance during the Soviet period, in conditions of permanent production competitions. Then, the main reason for the phenomenon under study was considered to be the employee’s dishonest attitude towards work, manifested in such misconduct as lateness, absenteeism, extraneous activities during the shift, damage or irrational use of raw materials or equipment, etc. Currently, the approach to understanding the causes of temporary leaks has changed . This is primarily due to the emergence of new professions characterized by the complexity and variety of work functions and, as a consequence, multitasking. In addition, at many enterprises there is unevenness in the receipt of orders, which leads to an uneven workload for personnel at all levels.

Kinds

Of the many bases for classification of temporary losses, which abound in the specialized literature, we present the most universal ones.

1. Depending on the production process:
   • productive or planned losses (time for preparation and maintenance of the workplace, regulated breaks);
   • unproductive or above-plan losses (time spent performing random unplanned work, unregulated breaks in work due to deficiencies in business processes or violations of labor discipline).
2. Depending on the duration of the loss:
   • whole-shift losses (study leaves, maternity leave, leave at your own expense, absences due to illness, absenteeism, etc.);
   • intra-shift losses of working time (downtime, losses due to violations of labor discipline or microtraumas, breaks for women to feed children, part-time work as agreed with the administration, etc.).

Estimation and calculation methods

Mathematical methods make it possible to estimate the percentage of lost working time, the calculation formula for which is selected based on the objectives of the study. For each type of loss mentioned above, you can choose your own calculation scheme. However, the simplest, most visual and frequently used indicator is the coefficient of lost working time, which is calculated by the formula:

Kprv = Tntd/Tsm,

where Tntd is the time of non-fulfillment of the production task; Tcm—shift duration.

It is recommended to calculate the coefficient separately for leaks that occurred due to the fault of the employee and for organizational and technical reasons. Accordingly, each formula uses its own value for the period of non-fulfillment of the production task. You can install it using one of the following methods:

• timing;
• photograph of a working day;
• moment observation method;
• complex method.

How are they paid?

To calculate the loss of working time, the formula was given above, now let’s turn to the monetary issue. Payment for an employee’s work in case of unfulfilled quotas or unfulfilled production tasks depends on the reasons for the leakage of working time. Paid losses include losses caused by the employer, as well as downtime resulting from force majeure or force majeure. As for payment for unfulfilled work that occurred as a result of erroneous actions of the employee or violation of labor discipline, each situation must be considered separately. Depending on the nature of the violation, the head of the organization can take disciplinary action against the employee, deprive him of bonuses, or bring him to financial liability. The choice of one measure or another must be made by the employer in accordance with current legislation and local regulations of the enterprise.

How to reduce

As a rule, measures to minimize damage to working hours include:

• monitoring the condition of equipment and timely repairs;
• improving workplace ergonomics;
• schedule optimization;
• strengthening labor discipline, approval of relevant local regulations;
• employee training;
• creation or improvement of a personnel motivation system.

Most often, choosing one of these measures is not enough to reduce labor losses at an enterprise. The most effective for this purpose is the use of an integrated approach that involves both working with personnel and optimizing organizational and technical conditions. The selection of certain corrective tools should be preceded by analytical work, including mathematical calculations regarding time leakage and standardization of the production process.