Process principle

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The principles for the spatial arrangement and connection of several workplaces are referred to as process principles .

If a product has to be processed at several workstations in the course of its production, these can be arranged very differently one behind the other and next to one another. However, a systematic description reveals underlying principles that can be represented, for example, using a morphology .

Structure of the process principles according to REFA

There are several basic steps involved in planning a production system. At the beginning there is the sales program which determines the production program . This is decisive for the type of production and the appropriate process principle follows from it. REFA differentiates between the process principles "workbench production", " execution principle " ( workshop production ), "flow principle" with serial and flow production , " star principle ", " production island", "space principle" ( construction site production ) which are explained in more detail in the illustration of the structure of the process principles according to REFA . The process principles are important because they influence the layover and transport times through the design of the work processes, the flow of materials and information and thus represent important parameters for a possibly necessary reduction in planned throughput times in operational management. Four criteria are used to assess a process principle:

  • The structure of movement : Both the objects of work and the people, but also the equipment, are more or less mobile. A person's mobility can be restricted for health reasons, personal needs or because of their qualifications . The portability of a workpiece, but also of equipment, depends crucially on size and weight, and in the case of equipment, it also depends on the special requirements of the location ( environmental protection, etc.).
  • The spatial structure of a work system is determined in particular by the mobility of the system elements, the task at hand and the required work sequences, the type of provision of the work items and the link with the other work systems ( logistics ).
  • The time structure has a particular effect on the throughput time , the degree of utilization of the operating resources, the workload and the material stocks. In general, the two - contradicting - goals “minimum material stocks” on the one hand and “fully occupied technical and personnel capacities” on the other hand must be optimized.
  • This also has an effect on the organizational structure , the work organization , which in the operational sense primarily has to ensure the appropriate and timely availability of information.

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  1. REFA Association for Work Studies and Business Organization e. V. (Hrsg.): Methodology of the company organization: Lexicon of the company organization . Munich: Carl-Hanser, 1993 ( ISBN 3-446-17523-7 ). Page 11.
  2. Grap, Rolf (Ed.): Business Management for Engineers: Assess - Decide - Design . Munich: Hanser, 2007 (REFA reference book series corporate development, ISBN 978-3-446-41256-9 ). Page 71ff.