SCIENTIFIC

WORK

SCIENTIFIC

WORK

CUTGLASS

ORGANIZATION

IN ENTERPRISES

ORGANIZATION

AT

THE

GUSEV

FACTORY G.V.

Orlova

and

E.A.

Palacheva

UDC 666.331.87

In r e c e n t y e a r s our f a c t o r y has undergone t r e m e n d o u s changes. We have built new and r e c o n s t r u c t e d old d e p a r t m e n t s . Special attention has been paid to working conditions and sanitation p r o b l e m s . Constant s e a r c h e s have been conducted for tackling t h e r m a l insulation, improving v e n t i l a t i o n - e x t r a c t i o n s y s t e m s with the purpose of facilitating physical work, andinstalling t r a n s p o r t e r s and c o n v e y e r s . Much attention has been paid to a e s t h e t i c s and brightening up the f a c t o r y a r e a . In 1967 block No. 1 was r e c o n s t r u c t e d , and f r o m the old, dark, a r e a s lacking dwelling a c c o m m o d a tion, we finally c r e a t e d a well lighted, pleasant block for our w o r k e r s . H e r e the o p e r a t o r s have lots of f r e s h air, and n o r m a l humidity and t e m p e r a t u r e s . Working conditions have been i m p r o v e d and this h a s undoubtedly led to i n c r e a s e d production, which in this d e p a r t m e n t has r i s e n by 9.4% since 1966. Better use has been made of working t i m e and production space in 1965 at the f a c t o r y where we set up a l a b o r a t o r y f o r scientific work organization and production in o r d e r to study internal r e s e r v e s in g r e a t e r depth. The l a b o r a t o r y is a routine c e n t e r . Beside v a r i o u s t e s t and investigational workshops, auxiliary d e p a r t m e n t s , and other sections, we have set up councils and c r e a t i v e work t e a m s . The scientific w o r k organization councils c o m p r i s e 125 people, and the c r e a t i v e groups 246 people, including 115 e n g i n e e r s and technicians. In all we have set up 24 c r e a t i v e groups. The groups are led by d e p a r t m e n t a l chiefs, or t h e i r deputies. The groups are occupied with r e s e a r c h , finding s h o r t c o m i n g s in existing m a n a g e m e n t , and dealing with r e a l m e a s u r e s f o r i m p r o v i n g w o r k organization. Both the l a b o r a t o r y and the d e p a r t m e n t a l councils work according to a p r e a r r a n g e d plan. The plans specify those sections, d e p a r t m e n t s , divisions, and individual w o r k p l a c e s where s h o r t c o m i n g s in m a n a g e ment and conditions have been noted, and also w h e r e t h e r e is low productivity. The development and introduction of scientific work organization plans is the r e s p o n s i b i l i t y of all m a i n s e r v i c e s in the f a c t o r y . Each new m e a s u r e is a g r e e d with the o p e r a t o r , and expenditure is specified for its introduction and the r e a l i z a t i o n of the annual e f f e c t i v e n e s s . The p l a n s compiled and c o n f i r m e d a r e d e l i v e r e d for confirmation, signed by the d i r e c t o r , and r e g u l a r l y checked. In 1968 alone the scientific work organization division p e r f e c t e d 10 plans, including 92 m e a s u r e s facilitating the r e l e a s e of 17 w o r k e r s , and e n s u r i n g annual savings of 71,600 r u b l e s . F r o m the c r e a t i v e groups in 1968 c a m e seven scientific work plans. Thus, an analysis of the operation of the p r e p a r a t i o n division showed that t h e r e w e r e such d r a w b a c k s as f a i l u r e to o p e r a t e n o r m a l working conditions and u s e of equipment. Some of the auxiliary lobs such as delivering sand to the g r i n d e r s , t r a n s p o r t i n g a r t i c l e s , etc. w e r e being done by b a s i c w o r k e r s , while auxiliary work was being neglected. The l a b o r a t o r y developed a plan f o r this section containing such m e a s u r e s as the production of new g r a p h s f o r the c o m m e n c e m e n t and completion of jobs, taking into account technical operation t i m e s , p a i n t ing equipment in light c o l o r s , and evaluating the v a r i o u s i t e m s of m a c h i n e r y , and using luminescent lighting. Specifications w e r e made to a l t e r the design of ventilation plant, for spraying the w o r k places of g l a s s p r o d u c e r s , and improving the grading section. As a r e s u l t of these m e a s u r e s the labor productivity in the section i n c r e a s e d 25.1%, the annual savings w e r e 45,700 rubles, and in all eight w o r k e r s w e r e r e l e a s e d for other duties. T r a n s l a t e d f r o m Steklo i K e r a m i k a , No. 12, p. 38, D e c e m b e r , 1969. 9 Const~ltants Bureau~ c~ division of Plenum PuL~lis/zin~ Corporation, 227 ~;'est 17th Street~ New Yar~ N. )1. ]0011. 4ll rights reserved. This article cannot be reproduced (or any purpose whatsoever without permission of the publisher. :t eoDy of this article is available from the publisher for $15.00.

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To reduce cullet and damage to the ware, the laboratories have developed double-story carriers with compartmentalized inserts on conveyers for use in various departments in production blocks Nos. 4 and 5. They have also developed accumulative cell shelving and mobile trucks with cubicle compartments which protect the surface of the goods in transport. The introduction of cell containers has reduced culler and production loss in this department 1.5% and produced a saving of 30,000 rubles per almum. From a study of the operation of the marketing division it became clear that the warehouses were making irrational use of equipment, and there were certain other deficiencies. The scientific work organization plans specified a new method for transporting goods from the second story of the warehouse to the loading bays. According to the organisational plan there was to be regular formulation of documentation, and improvements in the lighting around the work places, etc. These measures facilitated loading work, reduced culler and regrading of the ware, and cut the number of complaints. The laboratory handling scientific working, following experience of the Ribinsk Motor Factory, have developed a method for determining the levels of work results and production management, using basic and auxiliary departments, and taking into account the special features of our plant. During the processing of results of socialist competitions together with the basic factors, we have examined the level of work management. The general factor for the level of scientific work organization is determined on the basis of a group of coefficients, characterizing: labor productivity, the use of molten glass, output of acceptable products, the working capacity of operators, the quality of the products, safety conditions, sanitary, hygienic, and aesthetic work conditions, the use of working time, techologieal norms, the stability of the work team, the state of the working discipline, and mechanization of work. Since July 1968, the factory has been operating in conditions of new economic reform. Domestic reform has created new potential for improving production, but together with this has put high demands on the state of intrafactory domestic accountancy, producing the need for deep and routine analysis of production and economic activity within the f a c t o r y . In these conditions the significance of scientific work o r g a n i z a tion h a s been p a r t i c u l a r l y high lighted. A continuous i m p r o v e m e n t in the technology of work organization will p e r m i t the collective of the Gusev Cutglass F a c t o r y f r o m y e a r to y e a r to i n c r e a s e its output. In the last seven y e a r s alone output at this plant has doubled, and the l a b o r productivity i n c r e a s e d by 76%.

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