The production structure of any enterprise or organization is the totality of all internal divisions and communications, as well as their clear relationship. Such subdivisions include workshop workplaces, production sites, departments, farms, etc.
A clear production structure created during the foundation or reconstruction of each enterprise, and the correct choice of its type predetermine the efficiency of all production processes and the quality of the final product. The production structure of an organization is determined by its profile, scale, industry affiliation, technological specialization, the size of the main divisions (workshops, workshops and production sites) and other factors.
In addition to the main divisions, the production structure includes a number of additional (auxiliary) structural units, the main purpose of which is to ensurecontinuity and efficiency of the main parts of the enterprise, which produce the final product intended for sale.
The auxiliary divisions of the enterprise include functional departments, governing bodies and laboratories. Their size and nature of activity must be fully proportionate to the specialization and characteristics of the main production sites. Only such a reasonable and logical construction will enable the entire production structure to fully function.
In addition, the production structure includes a number of service shops or sections that are engaged in the manufacture and repair of means of production, sharpening and tuning tools, household equipment, fixtures and appliances. The service links of the production structure also include areas for monitoring the performance of equipment, mechanisms and machines.
In other words, the production structure of an enterprise is a form of organization of production processes, which includes the composition, capacity and scale of individual structural units, as well as the nature and type of relationships between them.
Structural units of the main production should be formed in full accordance with the profile and specialization of the enterprise, specific types of products, scale and production technology. At the same time, the organizational and production structural construction of the enterprise should havea certain degree of flexibility. This is due to the fact that along with the timely release of products, improving their quality characteristics and reducing production costs, there may be an urgent need to re-profile the enterprise due to the rapidly changing market conditions.
To solve such problems, a certain structural flexibility is required, due to the rationality of the specialization and location of workshops, their cooperation within the enterprise, as well as the unity of the rhythm of production processes and technological operations.
