Industrial infrastructure, its elements and features in the context of diversification. Belarusian National Technical University

Enterprise infrastructure- these are the services that perform the supporting functions for the normal functioning of the main core activities of the enterprise. They serve the main and auxiliary production.

In fig. 3.1 shows a diagram of the infrastructure of the enterprise.

Rice. 3.1 General scheme enterprise infrastructure

The production infrastructure at the enterprise is aimed at ensuring the uninterrupted and efficient functioning of the enterprise itself.

V infrastructure includes:

- tool economy;

Repair facilities;

Material and technical supply;

Transport facilities;

Organization of product sales;

Information communications at the enterprise.

Instrumental economy is created to provide production with tools and technological equipment, organize their storage, operation and repair.

One of the most difficult types of work is the design and manufacture of technological equipment. They account for more than 80% of the labor intensity of all work on the preparation of production. For the manufacture of products, it is necessary great amount tools. Before organizing the production or purchase of a tool, it is necessary to determine the needs for it. Determination of tool requirement is based on wear rates.

Wear rate- this is the operating time of the tool until its final wear.

In practice, industry standards are used for the use of tools per 1000 machine-hours or 100 units. finished products.

An important function of organizing the tool economy is the regulation of the stock of tools.

The minimum number of tools required by the enterprise for smooth operation forms revolving fund... It includes warehouse stocks in the central tool warehouse (CIS) and in the workshop tool storage rooms (CDF), operational fund at workplaces and temporarily out of order tools (sharpening, repairing, restoring and checking). Tools at workplaces and in the KFM are the workshop revolving fund of the tool, and if we add to it the instruments that are in the CIS, then we get the plant-wide revolving fund of tools.

For the normal storage and timely delivery of tools, the organization of a modern automated warehouse is of great importance, in which a complex stock of tools is created and their uninterrupted supply to the workshops is ensured. Savings of tools is achieved by improving their working and operating conditions. The main task of the enterprise's repair facilities is to ensure the uninterrupted operation of the equipment. To maintain the equipment in a state of full readiness and work at the enterprise, scheduled preventive maintenance should be carried out. Distinguish between current, medium and major planned repairs.

Maintenance is carried out during the operation of the equipment, when individual parts are replaced.

Medium repair- this is a deeper intervention in the operation of the equipment, with the replacement of the main parts and assemblies.

Overhaul associated with the complete replacement of the main parts, assemblies, rubbing surfaces.

Unscheduled repair - in case of emergency.

Material and technical supply- carries out direct and feedback with the market:

Purchases raw materials, materials, fuel;

Designed to reduce the time of goods movement from supplier to consumer;

Reduces distribution costs;

Helps minimize inventory material resources.

Material and technical supply functions at the enterprise:

Procurement planning based on the balance of grounded aggregate demand and coverage of its resources from various sources;

Establishing rational economic relations for the supply of products to the enterprise;

Organization and planning of supply of production units of the enterprise with products for industrial and technical purposes;

Operational regulation of the movement of material resources based on strict accounting and control.

There are two forms of supply: transit and warehouse.

At transit form supply, the company receives material directly from the supplier, which speeds up delivery and reduces transport and procurement costs; however, its use is limited by transit release rates, below which the supplier does not accept orders for execution. Using this form of supply for materials with little demand leads to increased inventory and associated costs.

Provision of material resources for workshops, sections and other departments involves the implementation of next complex works:

Planned establishment of quantitative and qualitative supply targets;

Preparation of material resources for production consumption;

Release and delivery of material resources from the warehouse of the supply service to the place of its direct consumption or to the warehouse of the shop;

Operational regulation of supply in the context of improving technological modes, design and regulatory documents;

Strict accounting and control over the use of material resources in the divisions of the enterprise;

Improving the organization of material and technical supply at the enterprise on the basis of the latest achievements of science and practice.

Material and technical supply of the entire nomenclature of material resources to a large extent depends on the availability and complexity of production stocks in the warehouses of the enterprise - on warehouse supply. The main purpose of stock planning is to guarantee availability required types, volumes and terms of delivery of materials. Mainly warehouse, insurance, minimum and maximum stocks are planned.

Stocks- those that are in stock at the time of checking and planning. The amount of inventory depends on the receipt of materials in the warehouse and its release from the warehouse.

Insurance stocks- those that are usually not released into the production process. These are the so-called emergency stocks, which guarantee continuity production process in case of supply disruption or in other difficult situations.

Minimum stock is the volume of reserves, upon reaching which

a signal for a rush order for the material is received. The time for filing an application for an order must be set in such a way that in the period before the receipt of the ordered material, the insurance reserve remains intact.

Maximum stock level indicates what materials may be in stock at maximum number... It can help you avoid excessively high inventory levels and excessive capital investment costs associated with warehousing.

Allowable minimum stock level- This is the amount to which it is theoretically possible to reduce stocks before placing an order for their replenishment.

The most advanced supply chain optimization systems include logistics and the Kanban system.

Logistics includes all tasks related to the management, storage and movement of materials between suppliers and customers.

The main principle of the Kanban system is the delivery of products (material resources) to the customer in a “just in time” manner. At all stages of the production cycle, the required part, the unit is delivered to the place of production consumption strictly according to the schedule, exactly when the unit is assembled, and in the quantity that is necessary for the rhythmic release of a strictly defined volume of production, and the unit is delivered when it is needed at the assembly ...

Product distribution system- this is the final stage of the production cycle, which is the most important in market conditions. The very concept of "sales" is the volume of products sold at a given time. Marketing actively influences production activities and product quality. The sale of products takes place in four stages:

1) the conclusion of contracts for the supply of products;

2) drawing up an implementation plan;

3) shipment of products to consumers;

4) receipt of money to the current account.

When considering sales problems, an enterprise must have not only reliable data on the market demand for each type of product it produces, but also an assessment of the various determinants of demand. If most of the factors that determine demand, the company is unable to influence (taxes, social factors, international crisis, etc.), then it can influence a number of factors. Such factors are usually called parameters of influence on sales.

The parameters of influence on sales are divided into:

Initial - the price of the product, its quality and packaging, service, location of the enterprise, sales channels, assortment;

Combined.

An integral element of the enterprise infrastructure is transport facilities... Its main task is reduced to timely and uninterrupted maintenance of production with vehicles for the movement of goods during the production process.

At the enterprise, where there are stable and stable cargo flows (mass production), transportation is carried out according to the schedule, along constant routes and with the same intensity. In case of unstable cargo flows in the conditions of serial and single production, the movement of goods is possible on the basis of one-time tasks or an enlarged shift schedule.

Interdepartmental transportations can be carried out in a rolling or circular pattern.

For fan pattern one-way, two-way and rolling movement of vehicles is characteristic.

In one-way traffic, the transport moves only in one direction, for example, parts are moved from one workshop to another.

With two-way movement, the interaction of workshops is carried out, for example, the transportation of parts from the mechanical workshop to the thermal workshop and vice versa.

The fan pattern includes a warehouse and the supply of materials and parts to workshops from the warehouse.

The disadvantage of such a transportation organization scheme is that vehicles are sent from the warehouse to the workshops with the maximum load, and are returned empty. This reduces the efficiency of transportation.

At ring pattern the route of movement is designed so that, having loaded at the warehouse, it is possible to go around the shops in turn and return to the warehouse for a new consignment.

V modern conditions very important is such an element of the enterprise infrastructure as information communications... When characterizing the resources of an enterprise, we are definitely talking about information technologies. Recent advances in information technologies can help improve the exchange of information in the enterprise.

When looking for ways to improve the production structure, one should keep in mind the complexity of this process.

The main ways to improve the production structure:

Search and implementation of a more perfect principle of building a production structure (for projected enterprises) and the use of reserves for improving the structure (for operating enterprises);

Rationalization of the relationship between the main, auxiliary and service shops;

Improvement of the layout of the enterprise (compliance of the general plan of the enterprise with the selected basic technological processes);

Development of specialization, cooperation and combination of production:

Unification and standardization of processes and equipment.

Since the process of moving to a new production structure is more complicated than creating a new one organizational structure, you should define:

The principles and methods of improvement, in accordance with which the production structure will be improved;

Factors of the internal and external environment that need to be taken into account (the production structure should change in accordance with changes in the external environment);

Trends in the improvement of the production structure.

The main trend in improving the organizational structure is the transition from linear-functional to divisional and matrix... With regard to the production structure, this is expressed in the deepening of the financial independence and responsibility of the production units of the enterprise, i.e. in turning them into centers financial accounting(profit and cost). In this understanding, the effectiveness of the activity is determined not by the quality of performance of the functions assigned to it, but by the financial results.

In the future, enterprises should move to a production structure where there are no procurement and tool shops, where the number of mechanical and repair shops has been reduced.

One of modern trends improvement of the production structure continues to be formation of flexible production processes... The production structure of the enterprise, consisting of flexible modules aimed at changing needs, reflects the new nature of production as customer-oriented, which corresponds to the new trends in creating a perfect production structure. Such methods and forms of its change as reengineering of business processes, a general system of quality management in accordance with international ISO standards 9000 in its various modifications.

Conclusions.

1. A prerequisite efficient operation of the enterprise is the construction of a rational production structure. The system of stable interaction between the divisions of the enterprise (sections, workshops), due to the existing division and cooperation of labor, forms production structure enterprises.

2. The production structure significantly determines the continuity of the production process, the rhythm of the production of products, the reduction in the amount of work in progress, the level of labor productivity, the efficiency of the use of material and labor resources enterprises.

3. The factors that determine the production structure of the enterprise include the nature of products manufactured, nomenclature, assortment and volume of output; the level of specialization and cooperation of production; the level of development of technology, technology and organization of production and the complexity of manufacturing products.

4. The production structure of an enterprise in any socio-economic system should ensure the proportionality of all divisions of the enterprise, compliance with the organizational structure and human resources enterprises. The production structure of an enterprise must be flexible and dynamic.

5. Those divisions that serve the main and auxiliary production are called the infrastructure of the enterprise. This includes storage and transport facilities, material and technical supply at the enterprise and the organization of sales of products. The production infrastructure of the enterprise must ensure the uninterrupted and efficient functioning of the enterprise itself.

6. When determining the directions for improving the production structure, it is necessary to take into account that, since the transition to a new production structure is a more complicated process than the creation of a new organizational structure, it is necessary to determine the principles and methods of improvement, in accordance with which the production structure, internal and external factors will be improved. environments to be taken into account; and trends in the improvement of the production structure.

Questions for self-control

1. What is the production structure of an enterprise?

2. What are the factors that determine the production structure

tour of the enterprise.

3. What types of production structures do you know? What are their advantages and disadvantages?

4. What are the requirements for the production structure of the enterprise?

5. What is the importance of improving the production structure for the enterprise?

6. What is the purpose of the enterprise infrastructure?

7. List the main directions of improving the production structure.

Industrial infrastructure of the enterprise is a set of subdivisions that are not directly related to product development.

Their main purpose is the maintenance of the main production processes. These include auxiliary and service shops and farms engaged in the movement of objects of labor, provision of production with raw materials, fuel, all types of energy, maintenance and repair of equipment and other means of labor, storage of material values, sale of finished products, their transportation and other processes intended for creating normal conditions for conducting production.

The production infrastructure of the enterprise includes the followingfarms:

Tool shops and enterprise services must provide the main production with high-quality tools and equipment at minimum manufacturing and operating costs. Through the fulfillment of its tasks, the introduction of advanced technology, the mechanization of labor-intensive work, as well as improving the quality of products and reducing their cost depends on this service. Transport, supply and warehouse workshops and enterprise services must ensure the timely delivery of all material resources, their storage and movement in the production process. The rhythm of the production process and the economical use of material resources depend on the work of these services. Repair shops and services of the enterprise must ensure the working condition of the technological equipment by means of its repair and modernization. The service life of the equipment, the amount of losses from downtime and the overall efficiency of the enterprise depend on this service. Energy workshops and services must provide the enterprise with all types of energy and organize its rational use. The level of power supply of labor and the development of progressive technological processes that use energy depend on the work of these workshops.

25. Concept and composition of property.

Enterprise property - everything that the company has and uses in entrepreneurial activity (means of labor, objects of labor, labor resources).

Formed at the expense of participants' contributions.

Property composition:

Material and material elements: land plots, buildings, structures, machines, equipment, raw materials, semi-finished products, finished goods, cash.

Intangible items: the reputation of the company and the circle of regular customers, the name of the company and the trademarks used, management skills, personnel qualifications, patented production methods, know-how, copyrights, contracts, etc., which can be sold or transferred.

26. The capital of the organization: own and borrowed.

Capital enterprises Is part financial resources the enterprise is advanced and invested in production with the aim of making a profit.

Real capital- existing in the form of means of production.

Cash capital- existing in the form of money and used to acquire the means of production.

Equity the enterprise represents the value (monetary value) of the property of the enterprise, which is wholly in its ownership. (Authorized or joint capital, various contributions and donations, profits directly dependent on the results of the company's activities, retained earnings).

In accounting, the amount of equity capital is calculated as the difference between the value of all property on the balance sheet, or assets, and all the liabilities of the enterprise at a given point in time.

Borrowed capital- this is capital that is attracted by an enterprise from outside in the form of loans, financial assistance, amounts received on collateral, and other external sources for a specific period, under certain conditions under any guarantees.

For successful production, it is necessary to rationally build the production process in space, i.e. determine, based on the characteristics of production, the most effective structure of the enterprise.

The production structure of an enterprise is understood as the composition of its constituent sections, workshops and services, the forms of their relationship in the production process.

The production structure characterizes the division of labor between the divisions of the enterprise and their cooperation. It has a significant impact on the technical and economic indicators of production, on the structure of enterprise management, the organization of operational and accounting.

The production structure of the enterprise is dynamic. As the technology and technology of production, management, organization of production and labor improve, the production structure also improves.

The improvement of the production structure creates conditions for the intensification of production, the efficient use of labor, material and financial resources, and the improvement of product quality.

In contrast to the production structure, the general structure of the enterprise includes various general plant services and facilities, including those related to cultural and consumer services for employees of the enterprise (housing and communal services, canteens, hospitals, clinics, kindergartens, etc.).

Elements of the production structure

The main elements of the production structure of the enterprise are workplaces, sites and workshops.

The primary link in the spatial organization of production is workplace.

A workplace is called an organizationally indivisible (in given specific conditions) link of the production process, serviced by one or more workers, designed to perform a certain production or service operation (or a group of them), equipped with appropriate equipment and organizational and technical means.

The workplace can be simple and complex. A simple workplace is typical of a discrete type of production, where one worker is busy using a specific piece of equipment. A simple workplace can be single or multi-station. In the case of using complex equipment and in industries using hardware processes, the workplace becomes complex, since it is served by a group of people (brigade) with a certain delimitation of functions during the process. The importance of integrated jobs increases with the level of mechanization and automation of production.

The workplace can be stationary and mobile. The stationary workplace is located on a fixed production area equipped with appropriate equipment, and the objects of labor are supplied to the workplace. A mobile workplace moves with the appropriate equipment as the objects of labor are processed.

Depending on the characteristics of the work performed, workplaces are divided into specialized and universal.

The final results of the enterprise work significantly depend on the level of organization of workplaces, a reasonable determination of their number and specialization, the coordination of their work in time, the rationality of location on the production area. It is in the workplace that the direct interaction of material, technological and labor factors of production takes place. At the workplace level, key productivity drivers are used.

Plot - production unit, uniting a number of jobs, grouped according to certain criteria, carrying out part of the general production process for the manufacture of products or maintenance of the production process.

At the production site, in addition to the main and auxiliary workers, there is a supervisor - a foreman of the site.

Production sites are specialized in detail and technology. In the first case, the workplaces are interconnected by a partial production process for the manufacture of a certain part of the finished product; in the second - by performing the same operations.

The sections, interconnected by permanent technological links, are united into workshops.

The workshop is the most a complex system, which is part of the production structure, which includes production sites and a number of functional bodies as subsystems. Complex relationships arise in the workshop: it is characterized by a rather complex structure and organization with developed internal and external relationships.

The shop is the main structural unit of a large enterprise. It is endowed with a certain production and economic independence, is a separate organizational, technical and administrative unit of production and performs the assigned production functions... Each workshop receives from the plant management a single plan task that regulates the amount of work performed, quality indicators and marginal costs for the planned amount of work.

Specialization of workshops

Workshops of an enterprise can be organized according to technological, subject and mixed types.

With the technological type of structure, the workshop specializes in performing homogeneous technological operations (for example, in a textile enterprise - spinning, weaving, finishing shops; in a machine building - stamping, foundry, thermal, assembly).

Technological specialization leads to the complication of the relationship between sites and workshops, to frequent changeovers of equipment. The arrangement of equipment by groups performing similar work leads to oncoming transportation of objects of labor, increases the length of transportation, the time spent on equipment changeover, the duration of the production cycle, the volume of work in progress, working capital, significantly complicates accounting. At the same time, the technological specialization of workshops also has certain positive aspects: it provides a high load on equipment and is distinguished by the relative simplicity of managing production that is engaged in performing one technological process... The construction of workshops according to the technological principle is typical for enterprises producing a variety of products.

With the subject type, workshops specialize in the manufacture of a specific product or part of it (assembly, assembly), using various technological processes.

Such a structure creates the possibility of organizing subject-closed workshops in which various technological processes are carried out. Such workshops have a complete production cycle.

Subject specialization has significant advantages over technological specialization. Deeper specialization of workplaces makes it possible to use high-performance equipment, provides an increase in labor productivity and improves product quality. The closed construction of the production process within the workshop reduces the time and money spent on transportation, and leads to a reduction in the duration of the production cycle. All this simplifies management, production planning and accounting, leads to an increase in technical and economic performance indicators. Assigning a production cycle for a specific product to the shop increases the responsibility of the shop team for the quality and timing of work.

However, with a small volume of production and labor intensity of manufactured products, subject specialization may turn out to be ineffective, since it leads to incomplete loading of equipment and production areas.

It should be borne in mind that even in conditions of a significant scale of production and a stable nomenclature of production, the subject specialization of workshops does not completely replace the technological one. The peculiarities of the technological process lead to the fact that procurement shops (for example, foundry, stamping) are built according to technological specialization.

Along with the technological and subject structures at industrial enterprises, a mixed (subject-technological) type of production structure has become widespread. This type of structure is often found in light industry (for example, footwear and clothing manufacturing), mechanical engineering, and a number of other industries.

The mixed type of production structure has a number of advantages: it provides a decrease in the volume of intrashop transportation, a reduction in the duration of the production cycle for manufacturing products, an improvement in working conditions, a high level of equipment utilization, an increase in labor productivity, and a decrease in production costs.

The improvement of the production structure should go along the path of expanding subject and mixed specialization, organizing sections and workshops with a high load of equipment, centralizing auxiliary divisions of the enterprise.

Functional divisions of the enterprise

Industrial enterprises can be organized with a full or incomplete production cycle. Enterprises with a full production cycle have all the necessary shops and services for the manufacture of a complex product, and enterprises with an incomplete production cycle lack some shops related to certain stages of production. So, engineering plants may not have their own foundries and forging shops, but receive castings and forgings by cooperation from specialized enterprises.

All workshops and farms industrial enterprise can be divided into workshops of the main production, auxiliary workshops and service farms. At some enterprises there may be ancillary and side workshops.

The workshops of the main production include workshops that manufacture the main products of the enterprise. The main shops are divided into procurement (blacksmith, foundry), processing (mechanical, thermal, woodworking) and assembly (complete set of products).

The main tasks of the main production are to ensure the movement of the product in the process of its manufacture, the organization of a rational technical and technological process.

The task of the auxiliary shops is the manufacture of tooling for the production shops of the enterprise, the production of spare parts for the plant equipment and energy resources. The most important of these shops are instrumental, repair, and energy. The number of auxiliary shops and their sizes depend on the scale of production and the composition of the main shops.

Ancillary shops include, as a rule, shops that extract and process auxiliary materials, for example, a container shop that manufactures containers for packaging products.

Side workshops are workshops in which products are made from production waste or used auxiliary materials are recovered for production needs (for example, a workshop for the recovery of waste and cleaning materials).

The purpose of service farms is to provide all parts of the enterprise with various types of services; instrumental, repair, energy, transport, warehouse, etc. An important place in the production structure of the enterprise is occupied by services for the supply and preparation of new products and advanced technology. The latter includes an experimental workshop, various laboratories for testing new materials, finished products, and technological processes.

The maintenance system of the production process is aimed at ensuring its uninterrupted and efficient functioning.

With the strengthening of the orientation of enterprises to the needs of the consumer, the composition of the service divisions has significantly expanded, studying the demand for products, who are engaged in the assembly of finished products, who provide supervision and control over the use of products, who carry out installation, commissioning and warranty repair products from the consumer. Service departments have the necessary stock of parts, assemblies and assemblies to repair the sold products.

Also, a large role in the enterprise is played by social infrastructure units, which are designed to provide social service workers, primarily the implementation of measures to improve labor protection, safety, health care, recreation, sports, consumer services, etc.

In fig. 8.1. the production structure of a machine-building enterprise is shown.

Factors influencing the production structure

Analysis, assessment and substantiation of directions for improving the structures of enterprises should be carried out taking into account the factors and conditions of their formation.

The factors influencing the formation of the production structure of the enterprise can be divided into several groups.

General structural (national economic) factors determine the complexity and completeness of the structure of the enterprise. These include: the composition of the sectors of the economy, the relationship between them, the degree of their differentiation, the expected growth rates of productivity, foreign trade relations, etc. Sectoral factors include: the breadth of the industry's specialization, the level of development of industry science and design and engineering work, the specifics of the organization of supply and sales in the industry, the provision of the industry with services from other industries.

Regional factors determine the provision of an enterprise with various communications: gas and water pipelines, transport highways, communication facilities, etc.

General structural, sectoral and regional factors together form external environment functioning of enterprises. These factors must be taken into account when forming the structure of the enterprise.

A significant number of factors affecting the production structure and infrastructure are internal to the enterprise. Among them, the following are usually distinguished:

features of buildings, structures, equipment used, land, raw materials and materials;

the nature of the product and its manufacturing methods;

the volume of production and its labor intensity;

The infrastructure of the enterprise includes divisions for servicing the main production, as well as social services for the team. Accordingly, a distinction is made between the production and non-production infrastructure of the enterprise.

The production infrastructure aims to ensure the smooth and efficient functioning of the production process. Main production maintenance works are performed by auxiliary divisions and service facilities: instrumental, repair, transport, energy, storage, material and technical supply and product sales services.

Improvement of the production infrastructure is one of the factors for improving the activities of the enterprise.

Procurement and sales services play an important role not only in the normal functioning of the production process. They have a significant impact on the value of production costs by creating and maintaining an optimal stock at a minimum cost, while ensuring proper warehousing, storage and accounting of material resources and finished products.

The tool economy at the enterprise is created to carry out work to provide production with tools and technological equipment, organize their storage, operation and repair. The intensity of the use of equipment, the technological parameters of its work, the level of labor productivity and, in general, the results of the work of the enterprise, depend on the level of organization of the instrumental economy and the quality of the tool.

The main task of the repair facilities is to ensure the uninterrupted operation of the entire fleet of machines and equipment by carrying out planned repairs and ongoing maintenance. To prevent irrational losses in production and reduce repair costs, a preventive maintenance system is used, which includes of various kinds maintenance and repair works of equipment according to a pre-drawn up plan in order to ensure efficient operation of the equipment.

In addition, the repair facility performs Maintenance and maintenance of buildings, structures, production and office space... Overhaul of buildings, as a rule, is carried out with the help of a specialized repair organization.

The main task of the transport sector at the enterprise is the timely and uninterrupted maintenance of production with vehicles for the movement of goods during the production process. According to their purpose, vehicles can be subdivided into internal, interdepartmental and external transport. Improving the organization of the transport economy involves the elimination of excessively long-distance transportations, oncoming, return, empty and not fully loaded vehicles.

The energy sector meets the needs of the enterprise for electricity and heat, process steam, compressed air, industrial oxygen, and natural gas. However, it is more advisable, if possible, to conclude a long-term service contract with major manufacturers for the supply of energy resources.

The non-production infrastructure of the enterprise is created to provide social services to the employees of the enterprise. It includes housing and communal structures, kindergartens, nurseries, medical centers, clinics, hospitals, sanatoriums, rest houses, boarding houses, health centers, canteens, canteens, schools and other necessary services.

Non-production infrastructure is an important component of the overall structure of the enterprise, which ensures the normal life of the team. Availability essential elements non-production infrastructure at the enterprise creates the opportunity and gives confidence to its employees to meet vital social needs, thereby creating the preconditions for a good business spirit and highly productive work of the team.

V last years due to the complex financial condition Russian enterprises, a significant part of which are simply unprofitable, are shutting down some services of non-production infrastructure or transferring them to the jurisdiction of municipal authorities. Such a development of events, as a rule, worsens social services for employees of enterprises.

B. Gribov, B. Gryzinov