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Finished production plan. Production plan

Tasks and components of the production plan

"Competitive struggle is won in the market, but lost at home." Therefore, investors are always interested in the production aspects of the business.

Production plan based on marketing forecasts of sales volumes and product range.

The production plan contains standards, regulations regarding the organization of production, material costs, inventories etc.

The main objective of the production plan is to prove that the firm:

– can actually organize production;

– is able to produce the required volume of products of the appropriate quality;

- has the ability to acquire the necessary resources.

The production plan should answer the following questions:

1) what production operations will be performed by the company in the process of manufacturing products;

2) what material and technical resources are needed for the manufacture of products;

3) what external factors can influence the production process.

The production plan starts from brief description production process and descriptions of the main production operations in their sequence.

When describing the technological process, it is necessary to indicate:

1) what machines and tools are needed for production;

2) what raw materials and materials will be used;

3) workers, what professions and qualifications need to be hired;

4) what specific premises are needed;

5) what works will be carried out by the company independently, and what - by third parties.

The development of a production plan begins with the preparation of the main production operations and technological processes. Here you need to show:

1) where will the raw materials, materials, components come from;

2) in what sequence, and in what workshops their processing will be carried out;

3) where the products will be delivered.

If the manufacture of products will be carried out by subcontractors, then it is necessary to indicate which work will be carried out by the company independently, and which - by subcontractors. It is necessary to characterize the subcontractors (deposit, the reasons for their choice, the costs associated with their involvement). If available, copies of concluded agreements, contracts, signed protocols of intent are provided.

In the subsection "Machinery and equipment" the following is given:

Full list machines and equipment;

Calculation of costs associated with their acquisition or lease;

Information on depreciation charges for each type of equipment and service life.

In the subsection "Raw materials, materials and components":

- it is necessary to provide a list of all types of raw materials, materials and components that will be used in the production process;

- it is necessary to indicate specific suppliers, specific prices, provide explanations on financial and other terms of delivery, indicate the location of suppliers;

- show the required volume of stocks, indicate special conditions their storage.

The subsection "Industrial and non-industrial premises" provides information on all the premises necessary for the company. It is necessary to describe the premises, location, resources, availability of sites for loading and unloading operations, provision of transport communications.

At the end of the production plan, the influence of external factors on the production activities of the company should be characterized. The main external factors include:

Possibility of acquiring production resources;

Probability of manifestation of new technologies for the production of these products;

Legal restrictions - sanitary regulations, waste disposal and safety requirements.

The basis for planning the work of any enterprise is the production plan. This document fixes the volume and procedure for the production of goods or the provision of services with accompanying characteristics: the volume of raw materials used, the cost, labor costs. Consider how a production plan should be drawn up, what goals it serves, what must be reflected in this document and its sample.

A production plan is a document by which the management of an enterprise organizes work and controls labor process, consumption of raw materials and energy, employment of personnel. The production plan is the basis of the company's activities. Without it, it is impossible to effectively control the enterprise, track profits and losses, and find ways for optimization.

Such a document sets a task for each department/structural unit. The production plan is drawn up at each enterprise independently. Finding a ready-made template is virtually impossible: each organization has its own specifics. At the same time, there are generally accepted approaches and algorithms for compiling this document. Their use greatly simplifies the procedure. It is also important to know that you cannot write planning once and use it all the time. The document requires regular updating.

Work according to the production plan is more promising

What does he give

Any production plan serves several purposes simultaneously:

Determination of the number of units of goods and services needed to make a profit.
Planning a specific amount of profit, the ratio of expenses and income, any other important financial indicators.
Evaluation of the efficiency of the use of resources and raw materials.
Quality control. In the document, you can fix the specific characteristics of the goods and achieve them.
Planning the cost of raw materials.
Search for ways to optimize the process and work options.
Power control.
Monitoring the efficiency of the use of labor resources.
Evaluation of sales effectiveness.
Development of optimal ways to use the budget.
Reporting standardization.

Thus, the list of tasks to be solved by the production plan is very wide. In addition, depending on the wishes of the management, any other indicators and targets for structural divisions. The document helps to develop a development strategy - a list of specific actions of the enterprise necessary to achieve the goals of the work. The plan helps to allocate resources efficiently.

Varieties of production plans

All production plans can be divided into the following types:

Short-term - 1-2 years. They are divided into quarters and semesters. Establish what goals the company must achieve during the year.
Medium-term - from 2 to 5 years. the main objective- define organizational structure, the number of employees, capital investments and production capacities, the volume of annual income and growth dynamics, the need for investments, loans.
Long-term - from 10 years and above. The goal is to develop an economic strategy, determine the place of the organization in the market, position among competitors.

The long-term plan is specified in the medium-term, the medium-term - in the short-term. All three plans must be consistent with each other. They cannot contradict each other. Planning should provide for the dynamics of development. From the documents it should follow what indicators the enterprise will consistently achieve.

Large organizations make up all 3 types of plans, smaller ones - only medium and short-term. The work of any enterprise, especially manufacturing material values, without a plan is ineffective. A development strategy is needed even in services and trade.

Drawing up a plan is best left to specialists with specialized education.

Features of drawing up a plan

The production plan is not one document, but several at once. The most standard set includes:

A plan for the main activity, fixing the goals of the enterprise, categories of goods and volumes of their production.
Schedule of work - a list of categories of goods indicating their quantity, cost, raw materials needed. Dynamics of production - how much goods to produce and sell in each month, in each year.
Table of the company's needs for funds, investments, loans.

Among the important indicators that the plan of any manufacturing enterprise, should be called:

tariffs for public Utilities, the cost of their payment;
wage fund;
consumption of raw materials per unit of goods or services;
production process technology;
marginal profit;
availability of specialists with a certain level of qualification;
the amount of borrowed funds, the amount of interest.

Identification of capacity utilization

Determination of capacity utilization - that is, the optimal methods for using equipment and raw materials to produce the maximum volume of production - is one of the most important parts of the production plan. How is it calculated?

They determine the categories most in demand on the market and specific models of goods.
Calculate the amount of resources that must be used to manufacture one unit.
Predict the number of units of goods that can be sold in the shortest possible time.
Determine how many units of goods and in what terms the existing equipment can produce.
They analyze how long it takes to produce the required batches of goods on existing equipment.

This is a simplified power calculation algorithm. As a rule, these operations are trusted by professional economists. To correctly calculate modes, you need to know the productivity of the equipment, the speed of the staff and the consumption of raw materials. This process is associated with planning and guessing the market situation. It is almost impossible to establish the exact required volume of production. Success is considered to achieve the indicators closest to reality.

Sample production plan indicating the units of production for each month of work

Reflection of the production process

Any sample production plan for an enterprise must necessarily include a description of the production process: both globally and with respect to each product model. Only accurate fixation of the entire process will help to plan and optimize the work correctly.

It is most convenient to reflect the production process in the form of a diagram, where each action will be displayed in stages.

A clear flowchart showing the equipment, personnel and raw materials involved will help management evaluate the effectiveness of the existing workflow and, if necessary, find ways to improve. Based on the analysis, best practices can be determined.

Operating schedule

The production plan includes a section that describes the work schedule, namely:

number of shifts, duration;
number of days off / no days off;
the number of employees in a shift;
expected productivity of each shift.

Room or area for equipment placement

Such a document describes all available premises with an indication of their purpose. It is necessary to fix the area, ceiling height, condition (whether repairs are required), connected communications, entrances, exits, windows, if necessary, describe the finish. Make a conclusion about the suitability of the premises for production in the medium and long term.

If the analysis of the premises shows that it is unsuitable for increasing productivity, the search for suitable real estate with specification of specific requirements should be included in the medium-term plan. It is important to reflect the advantages and disadvantages of the existing workshop in order to achieve maximum profit.

The enterprise can plan the opening of new shops, the creation of representative offices in other regions - all this must also be fixed in the medium and long-term planning. Mandatory with a description of the requirements for real estate.

The drafters of the plan independently think over its structure

Need for materials and suppliers of raw materials

Planning helps to use resources wisely, but only if it contains information about materials and their suppliers. Information about the quality and cost of raw materials will help evaluate the quality of products and the feasibility of working with a particular supplier. Information about the conditions of work with counterparties will help, if necessary, to quickly predict how a change in the price of any of its goods will affect production.

by the most convenient way describe the need for materials and their suppliers - these are tables for each product. Specify:

weight/color/size of goods;
its key characteristics;
full composition indicating the volumes of raw materials used;
the possibility of replacing any components;
supplier information;
the price of each component.

fixed costs

An important section, which will present a list similar to most enterprises fixed costs:

rental of premises;
Communal expenses;
raw materials and starting materials;
taxes and obligatory payments;
logistics and transport;
wage fund.

The document should record the current and planned values of each expense, possibly indicating acceptable limits. This approach will help make the plan more flexible, adapted to changing market conditions. Knowing the allowable limits of each direction of fixed costs will help, if necessary, to more quickly regulate product prices.

Production cost

The manufacturer necessarily considers the full cost price for each of his goods. Without knowledge of this indicator, it is impossible to correctly select the price, which means that it threatens with losses. To calculate the total cost, add up all the values of the spent resources:

source materials;
equipment depreciation;
utilities and other energy costs;
employee's salary;
management staff salary;
insurance premiums;
transport costs;
advertising;
marketing expenses.

Production plan example

A typical example of a 1 year production plan is shown in the image below. It is made according to the most common structure and reflects the most important indicators for the manufacturer. You should not use other people's plans, but you can analyze them and adapt them for your own production.

Production plan option

Common mistakes

The most common mistakes in compiling such a document are incorrect accounting for the consumption of materials, incorrect assessment of the capacity of equipment, and an overestimated expectation of demand. These inaccuracies are detrimental to the content of the document: it is less connected to reality. An incorrect development strategy, built on erroneous calculations, will inevitably lead to bankruptcy.

Therefore, it is extremely important to monitor indicators as accurately as possible and, if necessary, adjust them. The more the company will monitor the content of the production plan, the more likely it is to achieve the optimal ratio of income and expenses.

When planning, it is extremely important to take into account the possibility of sudden events: equipment breakdown, a large private order, or a disruption in the supply of raw materials. The company must have measures in place for each such case. It is wiser to initially set lower indicators, not at the limit of the equipment's capabilities, but with success, slightly increase them.

Control over the implementation of the plan

The implementation of the control plan is carried out by virtually the entire management of the enterprise in its area of responsibility. So, the head of production controls the production of the required batch of goods within a specific time frame, the head of the supply department monitors how much raw materials they need to receive and ship every day, and so on. Control over all areas and the implementation of the plan as a whole is the responsibility of the head.

Process management. The procedure for planning, organizing production, issuing production tasks and monitoring their implementation

1 area of use

This International Standard specifies the procedure for managing production planning enterprise, including the formation, coordination and approval of production plans, operational planning and management of production processes.

The requirements of this standard apply to all departments of the enterprise.

The standard was developed by PDO.

2 Designations and abbreviations

1C SCP— automated Information system planning and production management, which is a complex of software and hardware.
ANPQP— long-term planning of product quality.
DDS- flow of funds.
PIO- Sample sheet.
WIP- unfinished production.
CDP- department of the chief technologist.
OTK- department of technical control.
PDO— planning and dispatching department
SGP- warehouse finished products

3 General

3.1 The purpose of production planning is to detail the production plan and bring it to each production unit, production line, site and workplace.

3.2 Production planning should ensure the guaranteed fulfillment by the enterprise of contractual obligations to the consumer of the finished product, taking into account any possible risks, which is achieved:

timely and uniform release finished products in the required quantity and range;
ensuring a given level of quality of manufactured products;
efficiency of the manufacturing process rational use means of production, material and labor resources, which in turn is achieved:
rejection of excess stocks;
refusal to manufacture products that are not confirmed by consumer orders;
rejection of excessive time for the performance of basic transport and storage operations.

Responsibility for the organization and management of the production planning procedure lies with the owner of the process - the head of the PDO.

The indicators of planning and production management are:

the number of cases of non-compliance with the terms of formation, coordination and approval of the production plans of the enterprise;
the number of plan adjustments after approval;
the number of downtimes in production associated with errors in planning.
the reliability of the inventory.

5 The procedure for the formation, approval and approval of monthly plans

5.1 The input data for the formation of the monthly production plan are:

sales plan (synonyms: order plan, "forecast");
information about stocks of finished products in the warehouse of the enterprise;
information on the availability of components in the warehouse of the enterprise and plans for their receipt;
maintenance and repair schedule.

5.2 The output data in the formation of the production plan are:

formed orders for production;
an agreed and approved weekly plan for shipments to the warehouse of finished products for a month.

5.3 The algorithm for the production plan formation procedure is presented in Table 1.

6.4 Planning of the PDO of the shift work of production is aimed at:

strict implementation of the weekly plan of shipments;
ensuring uniform loading and rhythmic operation of equipment and production personnel;
minimizing the WIP stock.

6.5 Product production planning is carried out on the basis of technological processes developed by CDP and preliminary timing data, as well as data on the current value of the OEE coefficient (general efficiency of equipment (lines) operation).

When working out technological processes or manufacturing pilot batches (samples), it is allowed to plan work with a deviation from technological process(according to the continuity of the process and timing), indicating the approximate time of deviation, if there are temporary permits for deviation from the CDP. (PIO).

6.6 It is forbidden to disrupt the synchronization of production chains during work planning without the consent of the CDP, to transfer products from site to site, from line to line.

6.7 Not later than 15:00 of the previous working day, the PDO issues shift orders to the foremen of production sites, which take into account the planned number of personnel for each shift.

6.8 Weekly shift work the work of the personnel is coordinated by the HR Directorate with the head of the PDO no later than 15:00 on Thursday of the previous week.

6.9 In the event of a discrepancy between the previously planned plan and the actual availability of personnel, the plan is subject to correction.

6.10 If three days before the expected launch of the product there is no complete set of equipment for assembly (according to the data in the 1C system), then the corresponding product should be excluded from the work plan. Violation allowed this rule only under the condition of operational monitoring and management at all stages by PDO employees.

6.11 In the event of an objective adjustment of the plan, the PDO notifies of all changes, as well as the reasons for their implementation, by sending all interested parties by e-mail to the addresses provided by the Production Directorate and Quality Control Department.

6.12 It is prohibited to carry out work according to oral orders of PDO employees without first including these works in the plan!

7 Process control

7.1 The input data for the management of production processes are the output data of operational planning (clause 6.2).

7.2 The outputs of process control are:

completed daily (every shift) planned tasks for the manufacture of products and semi-finished products;
report on the implementation of daily (every shift) targets and the amount of finished products moved to the warehouse in the 1C SCP system (Appendix 5).
the act of idle time (Appendix A) is filled in in case of failure to fulfill the daily (every shift) planned tasks with the obligatory indication of the reasons and actions taken.

7.3 Management of production processes is carried out by holding operational meetings with Director General. The time of the dispatching meetings is set by the General Director. In the absence of the General Director, the meeting is chaired by his substitute. The meeting should be attended by the heads of: the following services (or their deputies in the absence of heads).

Purchasing and Logistics Directorate;
Directorate of marketing and sales;
production directorate;
Quality Directorate;
Technical Directorate

If necessary, representatives of other services are also invited. Also, if necessary, based on the results of the meetings, the Planning and Dispatching Department draws up a protocol, sends it to the meeting participants, monitors the progress of the implementation of decisions.

7.4 During operational meetings, the following range of issues may be discussed:

fulfillment of the Production Order;
providing the Enterprise with components and materials, delivery times, their quantity and quality;
taking urgent measures for inconsistencies that have arisen with the consumer; providing the Enterprise with equipment, tooling, tools, design and technological documentation, as well as general technological support;
development by the Enterprise of new products;
ensuring the quality of products;
adjustment of the Production Order;
adjustment of the sales plan.

7.5 In the process of interaction with managers production units, the planning and dispatching department solves the following number of issues:

operational planning, accounting and control of the production of semi-finished products and finished products;
consideration of the product range with specific launch and production dates;
discussion of calendar and planning standards;
implementation of production plans and operational production programs, reviewing daily production reports;
other operational issues.

7.6 The organization of production process management consists in coordinating the work of all services involved in providing the Enterprise with everything necessary to carry out work in accordance with the approved plans and tasks.

7.7 The production process control algorithm is presented in Table 3.

8 Stops and restarts

8.1 In the event that a notice is received from the consumer about the suspension of the manufacture of products or parts, regardless of the recipient, the information must be immediately transmitted by e-mail and by phone to the heads of TD, DMP, PDO, DPR, WPC, manufacturing workshop, technological service manufacturing workshop, General Director.

8.2 The manufacturing shop immediately suspends work on the specified products.

8.3 At the direction of the Technical Director, the BNM (Materials Rationing Bureau) specialist makes a mark on the “STOP” mode in the product card in the 1C SCP program, a mark on the “STOP” mode in the workshop is made by the workshop safety specialist, at the direction of the head of safety.

8.4 The manufacturing workshop moves the remnants of work in progress to the “Scrap Isolator” with an accompanying document.

8.5 The blanks in the warehouse, semi-finished products for which a message about the suspension of production has been received, are identified by the warehouse workers with a discrepancy label and moved to zones specially organized in the warehouses (a rack, a shelf, an area marked with red tape on the floor), identified as the “Zone of blocked products”, up to decision making.

Responsible for the identification, movement and storage of these products is the warehouse manager (senior storekeeper) or the head of the department to which the warehouse belongs.

Warehouse workers identify blocked finished products with a discrepancy label and move them physically and in the SCP system to the Rejection Isolator of the manufacturing shop, in accordance with the STP.

To the non-compliance label for blocked blanks, semi-finished products or finished products, warehouse workers attach a document indicating the suspension of production (an email or a copy of the product card with a mark on the STOP mode).

8.6 PDO determines the availability of backlogs and reports this information in DMP.

8.7 DMP, within a day from the moment of receiving a message about the suspension of production, based on the information of the PDO, sends a response to the consumer about the presence of backlogs.

8.8 Monitoring of production shutdowns is carried out daily by the head of the PDO during operational meetings with the General Director, the name and number of parts whose production is suspended are announced.

8.9 The resumption of production is possible only after the decision of the consumer.

8.10 After receiving a message from the consumer about the cancellation of the suspension, information is sent by e-mail to the heads of the TD, DMP, PDO, DPR, DPC, for further planning and organization of work.

The production plan is the established rules for the production of products or for the provision of services. They are necessary to ensure the stable operation of the company.

What is a production plan

The production plan (PP) refers to the administrative activities of the company. It includes various management decisions concerning the number of employees, the volume of raw materials used. The PP includes the following components:

Work to be outsourced to a subcontractor.
The optimal amount of purchased raw materials.
Quality control of goods and services.
unit cost of production.
Usage .
Analysis of existing premises, owned or leased, determination of the need for new space.
Analysis of the staff: number, qualifications, salary.
Marginal profit.

The exact structure of the production plan is determined based on the characteristics of a particular company.

What is a production plan for?

The main function of PP is to achieve the goals set by the enterprise. Consider all the tasks that the production plan allows you to solve:

Attracting new customers, increasing the loyalty of representatives of the existing customer base.
Full use of all available resources to meet the needs of consumers, reduce costs.
Production of competitive goods, introduction of technological innovations.
Improving the quality of products and services.
Purchase of the optimal amount of raw materials good quality at low prices.
Creation of a reserve of resources in case of an increase in demand.
Activities within the established budget.
Decreased company loans.
Reporting standardization.
Detailing of available costs.
Creating a strategy that will be relevant even in unplanned situations.

A production plan must be available in large companies.

Principles used in planning

When compiling the PP, it is necessary to be guided by such principles as:

Continuity of planning: the plan is relevant throughout the entire production period.
The plan is required in the execution of any of the forms of the company's activities.
The principle of unity: PP must be systematic, taking into account the relationship between labor processes.
The principle of economy: PP should be such as to obtain maximum results at minimum cost.
PP must be flexible. That is, it can be changed if circumstances so require.
The accuracy of the plan should be sufficient to achieve the goals set.
Within the framework of the PP, all branches of the company are interconnected.

When drawing up a plan, you must also remember the principle of focusing on results.

How is a general document for a PP compiled?

As a rule, the production plan is drawn up for a year. It contains general production specifications. The basis for drawing up are forecasts regarding future demand for products, as well as a production load plan. When compiling the document, production rates, reserves, and the number of employees are calculated. When compiling a PP, you need to form general concept company activities. For example, the document takes into account all, not individual product categories. There is no need to dwell on particulars.

A general production plan is required for large enterprises that manufacture a large assortment products. For a small company, it will be enough to draw up a PP in the form of a work schedule.

IMPORTANT! The PP should reflect the key aspects of the enterprise's activities: the total number of employees, the established production standards.

The composition of the production plan

Consider the structure of the production plan:

Title page.
Content.
Basic information about the company.
Basic information about your products or services.
Organizational plan.
Marketing plan.
Production plan.
Investment plan.
Financial plan.
Applications.

The annex indicates additional information that may be required within the framework of the PP.

How is capacity utilization determined for a production plan?

LET'S CONSIDER AN EXAMPLE: the organization plans to manufacture garden carts. Marketing research is carried out to determine consumer preferences. Its results: among buyers, medium-sized garden carts are most in demand. price category. Data marketing research help determine which products make sense to produce. After that, the volume of products to be produced is calculated. In this case, you need to focus on the estimated demand for carts. If demand is less than the volume of manufactured products, part of the production will simply remain unclaimed.

If the organization has been operating for a long time, it makes sense to compare the commercial demand forecast with the available capacities. This is necessary in order to determine the need for additional capacity. If such a need is identified, the list of required equipment should be indicated in the PP. The following information is also provided:

Employee salaries costs.
Availability of qualified employees.
Electricity costs.

The significance of each of these indicators depends on the characteristics of the company's activities.

How to reflect the production process in PP?

In the manufacture of products, you need to determine the method of its production. When forming a PP, it is necessary to analyze the available equipment and technologies, and choose the most effective option. In this case, a choice is made between two forms of production:

Low or high degree automation.
Standard or customized technology.
The flexibility or performance of the system.

Most companies are suitable for the conveyor method of production. If the organization plans to work on special orders, other production methods will be needed. All these aspects must be reflected in the production plan.

Common Mistakes in Production Planning

Global errors in the preparation of the production plan lead to the fact that the document becomes completely irrelevant. Consider these errors:

Unjustified increase in stocks in the warehouse. The purchase of raw materials in excess leads to the fact that part of the reserves remains simply unclaimed. This leads to suspension financial processes, an increase in the cost of maintaining storage facilities.
Misuse of reserves. Assumes the direction of raw materials for third-party purposes. This leads to the fact that all goods are sold out, however, new raw materials have not yet arrived from the supplier.
Increase in work in progress. In the event of urgent orders, a decision is often made to suspend production. This entails the suspension of work processes. The problem can be solved by refusing part of the urgent orders.

IMPORTANT! It is recommended to draw up the PP 1-2 months before the start of the financial year. If the financial year coincides with the calendar year, the formation of the PP should begin in early October. More than one specialist should work on the preparation of the production plan. Heads of all divisions of the company are involved in this work.

The release of goods and the provision of services cannot be productive without a clear production plan. Effective forecasting is fundamental in any entrepreneurial activity. It is a complex process, covering a wide range of activities that ensure that materials, equipment and human resources are sufficient to complete the job. That is why, if you decide to organize your own production, you will need a high-quality document that answers all the questions posed.

At its core, production planning represents the beating heart of any production process. Its goal is to minimize time needed to produce products and costs, to organize efficiently, and to use resources and ensure maximum efficiency in the workplace.

It includes many elements, ranging from the daily activities of the staff to the ability to ensure accurate delivery times for the customer.

Production plan (PP) of the organization

PP is an administrative process that takes place within manufacturing business and includes decisions about the required amount of raw materials, personnel and other necessary resources that are purchased to create finished products according to the schedule. A typical forecasting will seek to maximize profitability while maintaining a satisfied customer base. PP, as well as marketing, financial and - an integral and important part of the analysis of the profitability of starting a business.

Thinking through the stages of product release in an organization provides answers to two main questions, namely:

1. What work needs to be done?

2. How long does it take to complete the work?

First of all, the calculations are based on sales forecasting. This is necessary condition to control the company's revenue.

General production plan

PP points:

1. Date of establishment of the enterprise.

2. Information about the capacities that are going to be used for the production.

3. Schemes and methods of supply of raw materials, semi-finished products and other resources.

4. Quantity of equipment (machines, machines, etc.). It is important to indicate whether there is enough equipment in the organization, as well as its capacity.

5. Characteristics of the workflow (illustrations, diagrams, detailed description) from the supply of raw materials to the release of finished products.

Schedule

The Master Production Plan (MPS) is based on data typically 3, 6 months or 1 year. MPS is characterized by volume indicators (tons, liters, pieces) of actually manufactured products. The marketing plan specifies the quantity of products needed, either based on forecasts, customer orders, or others.

So, the PP schedule is a visual form of presenting information about ongoing activities related to the release of products, and the periods of their implementation. This section should describe:

1. Logistics of the organization.

2. The cost of the required resources: basic materials, raw materials, spare parts, semi-finished products.

3. The cost of electricity and fuel during the technological process.

How to calculate these costs? For this, they often use normative method when the calculations of materials are carried out according to strictly established cost standards.

The scheduling is preceded by monitoring of existing capacities, which should also show and labor resources to meet the approved production targets. By the way, when organizing such business activities, it is important to choose high-quality equipment. If it is expensive, the best option would be to purchase equipment on lease.

Production and financial plan

The production and financial plan (PROFINPLAN) is an estimate of cash costs that is necessary for the production process and is the basis for calculating the required amount of financing. It also presents all indicators that show the work of an enterprise or plant.

Sections of PROFINPLAN:

Release and sale of goods;

- increase production assets;

- calculation of the cost of goods;

– Sources for covering expenses;

– supply of materials and other resources.

By the way, in this plan, similar calculations are carried out as in the financial one, which we talked about in. PROFINPLAN indicators (revenue, profit, volume of output in monetary and physical terms, fund wages, the established price, taxes and other payments to the budget) are formed in stages: first, planned targets for 1 year, then quarterly, etc.

Production control plan (PPK)

The PPK is developed specifically for each enterprise, and it must be signed by the director.

All entrepreneurs and enterprises ( , legal entities) should be carried out production control. The PPC must include:

1. Sanitary rules and control over their implementation.

2. List of qualified officials authorized to carry out control.

3. Certification of employees.

4. Medical examination, hygienic training of workers involved in the production, transportation, storage of food products, consumer services, and raising children.

5. Laboratory control.

6. List of biological, chemical and other factors that are potentially dangerous to the life and health of an employee.

7. List of works and services of an enterprise or organization that are potentially dangerous to humans, which are subject to control by the sanitary and epidemiological station, licensing or certification.

8. List of possible emergencies.

9. Required documentation: officially published regulations, the conclusion of the sanitary and epidemiological station, certificates of goods, sanitary passport, etc.

10. Additional measures to be taken to effectively control the implementation of hygienic, sanitary norms and rules.

The CPP does not have a single form and is compiled individually for each enterprise, but must include the above information.