ORGANIZATION AND PLANNING OF AN AIRCRAFT CONSTRUCTION ENTERPRISE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-01043R002600160003-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 426
• Document Creation Date: December 23, 2016
• Document Release Date: June 3, 2014
• Sequence Number: 3
• Publication Date: January 1, 1957
• Content Type: REPORT

Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
? flifilISHIT1011
STAT
(ORGANIZATION AND PLANNING OF AN AIRCRAFT CONSTRUCTION
ENTERPRISE)
(ORGANIZATSIYA I PLANIROVANIYE SAMOLETOSTROITEL'NOGO
PREDPRIYATIYA)
By V. I. Tikhomirov
STATE PUBLISHING HOUSE FOR THE DEFENSE INDUSTRY
Pages 1-611
STAT
PREPARED
PREPARED BY
TECHNICAL DOCUMENTS LIAISON OFFICE
MCLTD
WRIGHT-PATTERSON AIR' FORCE BASE, OHIO
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
t
THIBLET1011
(ORGANIZATION AND PLANNING OF AN AIRCRAFT CONSTRUCTION
ENTER PR ISE)
(ORGANIZATSIYA I PLANIROVANIYE SAMOLETOSTROITEL'NOGO
PRED PR IYATIYA)
By V. I. Tikhomirov
STATE PUBLISHING HOUSE FOR THE DEFENSE INDUSTRY
Pages 1-611
PREPARED BY
TECHNICAL DOCUMENTS LIA I SON OFFICE
MC LTD
WRIGHT-PATTERSON AIR FORCE BASE, OHIO
Carpenter Litho & Prtg. Co., Sprinafiell, Ohio 9-58-2Y0
STAT
Declassified in Part - Sanitized Copy Approved for Release 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
V.I.Tikhonirov
ORGANIZATION AND PLANNING OF AN AIRCRAFT
- CONSTRUCTION ENT&PRISE
State Publishing House for the Defense Industry
Moscow, 1957
STAT
Declassified in Part - Sanitized Copy Approved for Release 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
?
This book discusses the principal questions of organization and
planning of an aircraft construction enterprise: the forms and meth?
ods of the organization of production, the productive and organiza?
tional structure of the enterprise, the administration of the enter?
prise, the organization, standardization and payment of labor, the
technical preparation and servicing of production, and the internal
planning in the plant.
This book also includes a number of standards, so that it nay
be used as a handbook in practical work.
Reviewers:
Assistant Professors R.M.1hrasevich and A.A.Lapshin, and Engineer V.F.Novatskiy
Editor: L.A.Gilfberg
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
1
3
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
This book is an attempt at a systematic exposition of the subjects of organiza-
tion and planning of an aircraft construction enterprise.
The book has been written for the engineering and technical staff of the avia-
tion industry, and may also be useful to students of higher institutes of aviation.
The book discusses the principal questions in the organization and planning of
an aircraft construction enterprise: forms and methods of organization of produc-
tion; productive and organizational structure of the enterprise; administration of
the enterprise; organization; standardization and payment of labor; technical prep-
aration and servicing of production; and internal plant planning. As far as pos-
sible, I have attempted, in discussing these questions, to give full consideration
to the advanced experience of USSR and foreign aircraft construction plants.
Several standards have also been included in the book, which permits its use
as a handbook in practical work.
I consider it my duty to express my gratitude to Professors A.N.Ter-Narkaryan
and N.A.Orlov, to Engineer V.I.Zaytsev and to the reviewers, Assistant Professors
A.A.Lapshin and R.M.Tarasevich and Engineer IT.F.Novatskiy for their valuable com-
ments-made in looking through and reviewing the manuscript.
I also express my thanks to all persons who have helped me, by their advice, to
work out individual chapters of the book.
Since this is the first work on this subject item, it is naturally not exempt
from faults. I shall accept with thanks all comments and suggestions directed to-
ward improvement of this book.
11
The Author
INTRODUCTION
The subject of this branch of study is the organization and planning of the
production-economic and financial activity of a socialist aircraft construction en-
terprise.
Other special courses of study do not cover the enterprises as a whole, but
merely investigate some definite portion (aspect) of production: some, only the
methods of designing machines, others, the materials of which they are manufactured,
still others, the processes of their manufacture, etc.
In the course of study "Organization and Planning of an Industrial Enterprise",
the action of the economic laws of socialism is investigated under the conditions
of a specific enterprise, and, in accordance with the demands of these laws, the
principles and methods of the planned organization of production are developed. The
Socialist State industrial enterprise is considered as the fundamental element of
socialist industry, as the unit productive-economic organism.
The Congress of the Communist Party USSR has pointed out the importance of
teaching the engineering and technical personnel the methods of organizing and
planning the sound and profitable productive and economic activity of the socialist
enterprise. The resolution of that Congress reads as follows:
"It is necessary that young engineers and agronomists, after graduation from
the educational institutions, shall have sufficient knowledge with respect to the
specific economy and organization of production" (Bib1.1).
This book will consider the problems, organization, and system of administra-
SIWT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
1
STAT
e
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
tion of the Socialist State industrial enterprise; it will describe the forms of
specialization of the aircraft construction industry and the advanced methods of
organization of its technical preparation and servicing; the methods of labor organ-
ization, standardization, and wage payment; the procedure for the preparation of the
technological, industrial, and financial plan of the enterprise, the calculation and
analysis of the economic indices of its profitable operation; the methods of opera-
tional planning of the industrial process in time, assuring a rhythmic course of
production and uniform delivery of the finished product, in accordance with a pre-
determined schedule.
The economic indices are the measure of the rationality of the systems of or-
ganization of production and labor to be recommended, since "always and in all
things there must be calculation as to what is more advantageous and what is less
advantageous, what will yield a greater economic effect and what will yield a lesser
economic effect?' (Bib1.2). For this reason, economic questions are discussed in
this course in inseparable combination with all of its divisions.
In this book, the exposition of the material is limited to a description of the
systems and methods of organizing and planning the industrial activity of the enter-
prise, as its primary activity. The questions of organization and planning of the
nonindustrial activity .of the enterprise will be merely listed in this textbook, in
order to avoid overloading it.
Production is social everywhere and under all conditions. It never remains
static for a long period at a single point, but is always in a state of flux and
development. The changes and development of production always begin by modification
and improvement of the implements of production. The technical aspect of social
production is studied directly by the natural sciences, while its economic aspect is
studied by the economic sciences. The study course "Organization and Planning of an
Aircraft Construction Enterprise?' is a part of the system of economic sciences and
is related, on the one hand, to the courses of political economy of socialism and of
2
O
?
industrial economics and, on the other hand, to the technological subjects: study
of materials, machine design, machine-building technology, and safety measures. In
this course, the economics of the enterprise is studied in intimate connection with
the development of the technology of production, since *the economist must always
look forward, toward technological progress, otherwise he will immediately slide
backward?' (Bib1.3).
In the organization of production, objective and subjective aspects must be
distinguished.
The objective aspect resides in the inseparability of the organization of prod-
uction from the method of production, organization reflecting the economic essence
of that method and characterizing its internal structure and coordination of its
processes.
The objective aspect of the organization of production is conditioned by the
economic laws of a given society; it cannot be arbitrary and unfounded; human beings
are unable to modify or eliminate its essential nature and basic characteristics to
conform to their own views. For instance, it is impossible to provide constant
planned expansion of a capitalist enterprise, since the economic law of competition
and anarchy of production governs capitalist society. On the other hand, the ex-
istence of social property in the implements and means of production, and the opera-
tion, in the socialist society, of the law of planned, proportional development of
the national economy makes the planned development of socialist enterprise an ob-
jective necessity. Such functions of socialist production as administration, stand-
ardization, planning, wage payment, accounting, etc. are an objective necessity,
without which the socialist enterprise cannot function.
The specific systems, methods, and forms of organization of production, on the
other hand, constitute the subjective aspect of the organization of production,
which may either encourage the expansion of production or retard it. For instance,
the use of progressive standards of output and corresponding forms of wage payment
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003 q
3 STAT
STAT.
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
stimulates the growth of labor productivity. On the other hand, the use of statis-
tical standards based on past experiences, and of obsolescent forms of wage payment,
encourage lack of personal responsibility, wage equalization, and high labor mobil-
ity.
Methods and forms of organization of production are effective where they cor-
respond to the objective side of production and encourage its expansion. For in-
stance, the use of the production-line method in processing technologically uniform
parts, in the assembly of typical units, etc, leads to better utilization of equip-
ment and.considerably increases the labor productivity. On the other hand, the use
of the production-line method in a department handling parts of different natures
and with operations of different duration, may adversely affect the utilization of
equipment and lower the productivity of labor.
The more the systems, methods, and forms of organization and planning of prod-
uction correspond to the demands of the economic laws of socialism, the stronger
will be their influence on production.
In the socialist method of production, enterprises are not considered separ-
ately but as links in a single chain, of a branch of industry, of an economic re-
gion, or of the entire industry of our country. The problems and plan of an indust-
rial branch or of an economic region determine the problems and plan of each enter-
prise that forms a part of it, while the organization and planning and production in
industry provide an organic relationship between the enterprises and coordinate
their work. In turn, the successful and timely fulfillment of the State Plan by
each enterprise has a favorable effect on the fulfillment of the plan of socialist
industry as a whole.
All sides of the operation of a socialist enterprise are considered in the con-
text of their interrelations, their interwoven causal relationships, their mutual
development.
The history of socialist development is the history of the development of the
4
O
methods and production, which have superseded each other throughout the course of
the centuries. To each method of social production there correspond its own forms
and methods of organization, which have developed and changed with the developmunt
of production.
The invention of machines, which has led to the conversion of handicraft and
manual production into machine production, and to the development of large-scale
industry, has marked a turning point in the means of production, and in the organ-
ization of production.
In the manual method of production, the subdivision of the productive process
depended on the specialization and qualification of the workmen, i.e., on a subject-
ive factor, which excluded the possibility of the scientific division of the labor
process, but in the machine method of production, the subjective principle in the
division of labor is eliminated. In the machine system, the productive process is
dissociated into its component elements in accordance with the laws of science, re-
gardless of the individual qualities of the workmen. To the machine system, the
workman is a pre-existing material condition of production.
The rise of large-scale industry was accompanied by an immense concentration
of capital, by the centralization of production in the hands of the capitalist, by
an enlargement of the scale of production and of the number of workmen employed at
an enterprise, as well as by the spatial expansion of the enterprise and the per-
fection of its technology. Under these conditions, the methods of organization and
administration of the enterprise assumed great significance; the capitalist was
concerned with their improvement, in order to intensify the exploitation of the
workmen. This explains the increased interest in questions of the organization of
production, and the appearance, during the first quarter of the Twentieth Century,
of various theories of the profitable organization of production.
The Taylor system, followed by that of Ford, enjoyed the widest vogue in capi-
talist enterprises. The American engineer Taylor worked out a functional of
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 CIA-RDP81-01043R002600160003-9
5 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
production management and new methods of intensifying the working day. Taylor rec--
onmended an analysis of the labor process, its division into its elementary steps,
the elimination of the superfluous elements from such steps, and the selection of
the most productive, the indoctrination of the physically strongest workmen in the
rapid execution of these steps, and the establishment of a standard daily production
rate based on their output.
Ihylor developed a piecework-progressive-penalty wage system, which, in con-
nection with high daily output quotas, sharply intensified labor, and assured a
high rate of profit to the capitalists. V.I.Lenin unmasked the slave driving, ex-
ploiting essence of the Taylor system in a series of articles (Bib1.4), stating,
however, that the Taylor system did contain some scientific and progressive ele-
ments, which should be applied to socialist production. "...The 1hylor system, like
all the progressive elements of capitalism, combines the brutality of bourgeois ex-
ploitation with a number of extremely rich scientific achievements in the analysis
of mechanical motions in labor, the elimination of unnecessary and unskillful mo-
tions, the working out of the most correct working procedures, the introduction of
the best systems of accounting and control, etc." (Bib1.5).
A further development of Taylorism in the organization of capitalist production
was the Ford system. In the Ford automobile plants, wide use was made of inter-
changeability and standardization of the elements of design, of .the mechanization
of production, the rationalization and simplification of labor motions, and created
lines in continuous operation, conveyors and transporters, directing all these mea-
sures to speeding up the rate of the production by sharply increasing the workmans?
expenditure of mUscular and nervous energy, at the expense of premature exhaustion
of his strength.
Fordism leads to the sharp intensification of labor, owing to the use of con-
tinuous-acting machinery and conveyors, compelling work at high speed.
Such systems are widely used in capitalist industry today, where the intensifi-
6
cation of labor is continuously increasing. The state apparatus of capitalist
countries, which is completely in the hands of the monopolists, introduces anti-
labor legislation, like the Taft-Hartley law, which legalizes sIavelike conditions
of labor and the suppression of organized resistance to capital. This is vividly
confined by the class, bourgeois, character of the capitalist rationalization of
production.
The existence of private property in the implements and means of production,
the operation of the law of competition and the anarchy of capitalist production,
all make the process of production unstable and dependent on the rise and fall of
the market conditions.
Lenin said: "Capital organizes and systematizes labor in the factory for the
further oppression of the workman and to increase its own profits. But chaos re-
mains and increases in all social production, leading to crises, when the accumu-
lated riches find no purchasers, while millions of workmen perish and starve, not
finding work" (Bib1.6).
The bourgeois "science" of rationalization of production and of the administra-
tion of a capitalist enterprise sets forth the forms and methods of exploitation of
the workmen, which assure the capitalist maximum profit, propagandize and extol the
capitalist method of production, while concealing its true aims and means from the
workmen.
The scientific discipline, dealing with the organization and planning of so-
cialist production follows different objectives. This discipline, in accordance
with the demands of the economic laws of socialism, and of the economic policy of
the Communist Party and the Soviet State, is concerned with the questions of
strengthening and development, in every possible way, of the socialist enterprise,
with the questions of the steady increase of output, of improving its quality and
lowering its production cost. For these purposes, it studies and systematizes the
accomplishments of science, technology, and the advanced experience of the STAT1-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
7
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
.tors of industry, and helps to improve the methods of production and the socialist
.forms of labor organization.
The social ownership of the means of production, and the planned conduct of the
national economy, have created all conditions for the organization of the
productive-economic activity of each socialist state enterprise, based on strictly
scientific principles, which are characterized, on the one hand, by scientific prin-
ciples and methods of organization of production, financial, and economic activity,
which are common to all enterprises, and, on the other hand, the consideration of
the specific features of each branch of industry, due to the forms and scales of
the product produced by them, and of the technology of its manufacture.
The branch of science dealing with the organization and planning of the enter-
prise will help the managers of production steadily to improve the organization and
economics of the enterprise, and will help the workmen to enhance labor productivity;
and this branch of science is, in turn, enriched by the advanced experience of the
best production workers.
PART ONE
BASIC PRINCIPLES OF ORGANIZATION AND MANAGEMENT OF
AN AIRCRAFT-CONSTRUCTION ENTERPRISE
CHAPTER I
THE STATE AIRCRAFT-CONSTRUCTION ENTERPRISE AND THE FUNDAMENTAL
PRINCIPLES OF ITS ORGANIZATION
Section 1. Definition and Charadteristics of the Enterprise
The Socialist State industrial enterprise, as stated by Lenin, is an enterprise
of consistently socialist type in which the production means, the building site of
the enterprise, and the enterprise as a whole, belong to the Socialist State
(Bib1.7).
The Socialist State industrial enterprise is the property of the people and is
organized and conducted by the State for maximum satisfaction of the material and
cultural needs of society.
The State regulates, plans and controls the productive, economic, and financial
aetvity of the enterprise and issues a State assignment for it to produce an in-
dustrial product. The assortment, quantity, quality, and production cost of the
production process is established, for the enterprise, by the plan of development
of socialist industry.
The fulfillment of the State assignment in all its technical-economic indices,
on the basis of continuous technical progress, of the growth of labor productivity,
and of the fuller utilization of the internal reserves of production, is the basic
task of the enterprise.
The State industrial enterprise is the basic productive-economic unitsTATor
9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Co .y Ap roved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
k
cialist industry, which, according to plan, carries on production, markets the in-
dustrial product, and is characterized by productive-technical, organizational-
administrative and financial-economic unity.
In production-technology, an enterprise consists of a system of operating ma-
chines, selected, with respect to number and power, in proportion to the type and
scale of production.
The technological productive unity of the enterprise is characterized by the
completeness of the productive process, causing the raw materials and work in pro-
gress, during their conversion into the finished article, to pass through a number
of interrelated production stages. According to the forms of division of labor and
to the specialization of the production stages adopted, sections, departments,
shops, and technical services are established at the enterprise, and are interre-
lated by the general plan of the enterprise and by its productive structure.
With respect to organization and administration, an enterprise is characterized
by the existence of a collective of workers and a system of management of the in-
dustrial activity of that collective. The enterprise possesses the rights of a
legal person, and within the limits prescribed by its regulations, possesses admin-
istrative and economic independence. The manager 6 of the enterprise are responsible
to the State for the results of their management. The State organizes the work of
the collective of the enterprise in accordance with the principles and methods in-
herent in the socialist method of production.
With respect to financial and economic affairs, the enterprise is an independ-
ent productive-economic organism in the industrial system, which performs its activ-
ity in the manufacture and realization of its product in a profitable manner, on the
basis of unsubsidized self-support*.
46frans1atorts note: Khozraschet, i.e., having all the attributes of a State-owned
corporation or "authority", as distinguished from a governmental department. The
term will hereafter be, quite conventionally, rendered "unsubsidized" or nnonbudgetn.
10
?
To attain high economic indices in the fulfillment of the plan, the state en-
dows the enterprise with a certain economic autonomy in the field of production and
in the field of circulation.
The activity of the enterprise is subdivided into industrial and nonindustrial.
The industrial activity is composed of the processes of production, reproduc-
tion, and distribution and is directed toward the fulfillment, by the enterprise, of
the State assignment for the output of finished products. The sphere of production
includes technical preparation of production for the manufacture of the product, the
production process proper, and the technological servicing of production. The activ-
ity in the sphere of reproduction is composed of the organized selection and train-
ing of cadres, of the organized work to improve their qualifications, as well as of
the processes of renewal and expansion of the production means. The economic activ-
ity in the sphere of circulation includes the material and technical supply of prod-
uction and the processes of marketing the finished product.
The workers of the enterprise, employed in the branches of industrial activity,
belong to the industrial group.
The expenditures of the enterprise for industrial activity are included in the
production cost of the finished product of the enterprise.
The nonindustrial activity of an enterprise is directed toward the fuller sat-
isfaction of the material and cultural needs of its workers. The nonindustrial
activity of an enterprise includes the construction, operation and maintenance of
housing, restaurants, baths, nurseries, kindergartens, clubs, boy-scout amps, rest
homes, etc, and also the conduct of various subordinate industries: lumber procure-
ment, stone and sand quarrying, etc. The, relative extent of the nonindustrial act-
ivity of an enterprise depends on the results of its industrial activity. The more
profitable that activity, the larger will be the funds available to the enterprise
for improving the personal and cultural services to its workers.
The workers of an enterprise in the branches of nonindustrial activit3STATmg
Declassified in Part - Sanitized Co.y Ap?roved for Release ? 50-Yr 2014/06/03 ? CIA RDP81 01043R 02600160 q
11 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
to the nonindustrial group. The expenses of an enterprise for nonindustrial activity
are not included in *the production cost of the finished product of an enterprise,
and, are charged to net income, or to special appropriations.
Section 2. Basic Principles of the Organization and Planning of the Socialist In-
dustrial Enterprise
The organization and planning of a Socialist State industrial enterprise are
based on the following fundamental principles:
1) Planned work of the enterprise to fulfill the State assignment;
2) Technological progress of production and maximum utilization of technology;
3) Socialist competition and utilization of advanced experience;
4) Enhancement of the qualification of the cadres and payment for their labor
in accordance with its quantity and quality;
5) Observance of a regime of economy and strengthening of unsubsidized oper-
ation.
The planned work of a Socialist State industrial enterprise is due to the de-
mands of the economic law of planned-proportional development of the national econ-
omy, and is directed toward the fulfillment of the State assignment by the collec-
tive of the enterprise with respect to all economic indices. The State assignment
to the enterprise is a component part of a single plan of development of the nation-
al economy. Success in the fulfillment of the plan of socialistic industry depends
on the timely and optimum fulfillment of the plan by each individual enterprise. The.
enterprise is therefore the fundamental unit in the management of industry, and the
State assignment is law to it.
On the basis'of the State assignment, the enterprise draws up its own plan of
technological, industrial, and financial operation, the techrindrfinancial plan,
which contains'a schedule of the specific technological, organizational, and finan-
cial measures which will assure the fulfillment of the assigned tasks.
The work on the fulfillment of the techrindrfinancial plan must be accomplished,
12
41:
1
11.
in accordance with the plan, by all units of the enterprise. The planned nature of
the activity of the departments of the plant management and its auxiliary services
is expressed in the timely and careful material and technological preparation of the
shops, and in the assurance of their uninterrupted operation. The planned nature of
the shop operations means the rhythmic operation and output of finished product in
accordance with a predetermined production schedule.
The planned nature of the development of socialist production provides immense
advantages in the operation of the enterprises: it permits the organization of
production on the basis of specialization and cooperation, the application of the
achievements of science, technology, and advanced experience, the more complete
utilization of material and labor reserves.
The technological progress of the Socialist State industrial enterprise is due
to the demands of the fundamental economic law of socialism of the uninterrupted
expansion and improvement of production on the basis of the highest level of tech-
nology. The application of the highest technology, electrification, combined mech-
anization, and automation of the productive processes, permits the replacement of
manual labor by machine work, assures the continuous operation and speed of the
production processes, and high rates of growth of labor productivity. The techno-
logical progress of a machine-building enterprise means the production of more econ-
omic and improved machines for the national economy, the provision of the most mod-
ern equipment for industry, the use of advanced methods of technology and organiza-
tion of production.
The technological progress
of a socialist enterprise is accomplished in ac-
cordance with plan, and finds its reflection in the interrelated plans of techno-
logical expansion of production and of organizational-technological measures. The
plan of technological development reflect the State assignment for the incorporation
in production of the latest accomplishment of science, technology, and advnneT.Ad ex-
perience. The plan of organizational-technological measures contains suggestions
13
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
at
?NI
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
? and inventions by the workers of the enterprise, directed toward the more complete
utilization of the internal reserves of production. The realization of these mea-
' sures encourages the improvement and more complete utilization of the existing e-
quipment, and helps to fulfill the technological and economic indices established by
the State assignment.
The development of socialist competition and the wide utilization of advanced
-experience is the fundamental method of organization of production in the socialist
enterprise, a method reflecting the active and creative participation of the workers
in the improvement and expansion of production. Socialist competition reflects the
new socialist productive relationships between the workers of the industry of the
enterprise: the relation of comradely collaboration and of socialist mutual aid.
These relations are due to the existence of public ownership of the production
means, to the liberation of the laborers from exploitation, and to the distribution
of the products produced by society in the interest of the laborers themselves. The
laborers are directly and vitally concerned with the development and improvement of
their production, since the rise in the material and cultural level of their lives
depends on it. The primary element in socialist competition is the wide dissemina-
tion of advanced experience, the comradely aid given by the skilled workers to the
less advanced workers, in order to obtain a common rise. The active participation
of the workers of an enterprise in the expansion of production is expressed in their
conscious compliance with strict labor discipline, in the development of criticism
and self-criticism, in an economical attitude toward socialist property, in the
struggle for the .enhancebent of labor productivity.
1,0
The improvement in the qualifications of the personnel and the payment for
their labor in accordance with its quantity and quality is conditioned by the de-
mands of the law of steady growth of labor productivity and the law of distribution
according to work. In the socialist enterprise, the decisive force is the .personnel,
its technical qualifications and political awareness. The steady rise in the quali-
fications of the personnel ensures the development of a new technology and a more
complete utilization of the existing technology, accelerates the growth of labor
productivity, and eliminates rejects and scrap. The increase in the level of quali-
fication and culture of the workers, together with the planned increase of their
number, is a characteristic feature of the socialist training of cadres. An exten-
sive system of general educational and technological groups and schools is organized
at the plants, and branches of technicums and higher educational institutions are
organized, allowing the Soviet workman to become a highly qualified specialist at
his job. Payment in accordance with the law of distribution according to work
guarantees equal pay for equal work, relates the personal interest of the workers to
their social interest and provides them with a material incentive in the improve-
ment of their qualifications, in the better utilization of technology, and in the
growth of labor productivity.
The higher the qualification of the workman and the higher his output, the
higher will be his earnings. The State increases the real wages of the laborers
and improves their living conditions and cultural services to them, thereby comply-
ing with an important economic axiom, namely that an increase in the productivity -
of labor must precede a rise in wages.
Observance of the regime of economy and strengthening of unsubsidized opera-
tion is due to the nature of socialist production, whose growth is accomplished on
the basis of the resources themselves and of the inner sources of accumulation.. For
this reason, the constant reduction of the expenditure of living and materialized
labor per unit product is an objective necessity.
The essence of the regime of economy resides in the thrifty attitude toward
socialist property, in a wise and conscientious expenditure of labor, material and
financial resources, in preventing losses and unproductive spending in the fullest
utilization of the internal reserves of production. The regime of economy ig nar-
SI-AT
ried out at all socialist enterprises, and unsubsidized operation is its primary
15
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
method.
Unsubsidized operation is the method of planned conduct of the economy of so-
cialist enterprises, which demands comparability of the expenditures with the re- it
sults of production expressed in terms of money, the replacement of the expenditures
by an enterprise out of its own revenue, and assurance of the profitability of prod-
uction.
Profitability (income-production) of an enterprise means that the funds re-
ceived by the enterprise from the sale of its product must meet the production costs
and provide a net income above that production cost. Profitability characterizes
the economic effectiveness of the operation of an enterprise.
Unsubsidized operation creates a material incentive of the collective in the
fulfillment of the State assignment with respect to all indices, and develops the
initiative of the workers.
Section 3. Purpose of an Aircraft-Construction Enterprise, and the Specific
Features of its Production
Since imperialism does exist, the economic foundation for the occurrence of
wars also persists. The imperialist countries spend immense sums on armament, and
pay maximum attention to the expansion of the air forces and the aviation industry,
seeing in the aircraft the most powerful means of attack and of transporting atomic
and hydrogen weapons. The appropriations by the United States for war items
amounted in 1956 to almost half the Federal budget. The number of aircraft in the
United States Air Force was to have reached 40,000 by 1957. In 1955 the USAF
had 954,000 men, i.e., 50% of the personnel of the Army and Navy. The aviation
industry of the United States, which rapidly expanded in 1941 - 1945, not only
failed to reduce its activity but actually continued to expand. The aviation in-
135th to second place among the branches of
in-
dustry of the United States passed from
industry with respect to number of workmen employed, from 1935 to 1955. In 1955 it
employed 805,900 men, of wham 559,500 were production workers. The aircraft manu-
16
3
facturers of the United States produced 14,400 in 1954. The orders for aircraft
production increase from year to year. In 1955, the aircraft companies had military
orders amounting to 22.5 billion dollars. The air forces and aviation industry are
expanding at an intensified pace in other capitalist countries as well.
In order not to be taken by surprise under these conditions, the Soviet Union
is compelled to have a sufficiently powerful defense, and its material base, a de-
fense industry.
The defense industry differs from the other branches of the national economy
in the different scales of production in peace and war, by the peacetime use of its
reserve capacity for the production of civilian goods, by the forma of specializa-
tion of the enterprises, by their extensive cooperation with enterprises of nonde-
fense branches, and by a number of other features affecting the organization and
planning of production.
An aircraft construction enterprise producing both civil and military aircraft,
possess certain features of a defense enterprise.
The purpose of an aircraft construction enterprise is to produce aircraft for
the needs of the national economy-and for the national defense. The is a
complex product with very many parts. A modern heavy aircraft has over 100,000
parts (without the standardized parts), over
much as 60 km of wiring. For comparison, we
bout 3500 parts of various descriptions, and
2 million standardized parts, and as
recall that a four-ton truck has a-
a combine little more than 9000 parts.
The complexity of the aircraft and its numerous parts, its large dimensions
and size (the heaviest modern aircraft weigh 160 - 190 tons) necessarily lead, under
conditions of series production, to high expenditures of material and labor and to
high production cost for aircraft.
Thus the labor required to build a series model of a heavy American bomber,
B-52, with an output of 12 - 13 aircraft a month, amounts to 142,000 man-hours, and
STAT
8,700,000 dollars.
he . t o ch n ? c
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
17
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
The wide range of materials, semifinished products, and finished articles that
go into an aircraft, as well as the immense variety of the technological processes
of aircraft manufacture, have led to the establishment of large series-production
enterprises with a wide variety of equipment, productive shops, various technical
services, and a large staff of workmen, engineers, technologists, and employees of
the most varied skills.
Some idea as to the magnitude of aircraft construction enterprises can be ob-.
tamed from the. following Table, which has been compiled from the data of American
firms:
Name of
Company
Product
Manufactured
Floor Area of
Plant, in m2
Number of Work-
ers at Plant
Value of Annual
Production of
Company, in
Dollars
Maximum
Minimum
Maximum
Minimum
Douglas
Aircraft and
372,000
232,000
25,443
10,520
867,000,000
Guided Mis-
siles
Boeing
Aircraft
743,000
376,000
36,251
28,803
771,511,226 .
Lockheed
Aircraft and
Guided Ms, ?
siles
579,000
34,900
25,971
1,248
524,189,000
North
American
Aircraft,
Guided Mis-
siles, and
372,000
31,600
26,990
2,235
816,676,329
Electronic
Equipment
-
The frequent changes in the object of production and the continuous introduc-
tion of design improvements in the aircraft are due to the rapid technical progress
of aviation technology. The frequent modificationsof aircraft and the replacement
of one design by another are responsible for the production of aircraft in series.
Statistics indicate that the average period of series production of a civil air-
craft is 4. to 5 years, while that of a military aircraft is substantially shorter.
The frequent change of aircraft designs and the constant introduction of numer-
18
?
ous design modifications demand the organization of large design offices and devel-
opment enterprises, capable in a short time of building new aircraft and their modi-
fications. For the series production of new aircraft, within a short time, it is
necessary to have series-aircraft construction enterprises with a large tool base
and highly qualified personnel. The frequent changes in aircraft design require a
system of production organization to ensure smooth operation of the development and
series enterprises, and make it possible to change over a series-production line to
the production of a new aircraft within a short time, without stopping production.
Different Scales of Aircraft Production in Peace and Wartime. Since aircraft
construction plants are designed to produce both civil and military aircraft, the
number of aircraft produced by them depends to a considerable extent on the inter-
national situation, on the increase or decrease in the threat of war. When inter-
national tension slackens and armaments are curtailed, the program of defense prod-
uction in socialist enterprises decreases steadily. On the other hand, when the
international situation deteriorates, the program of defense production may expand.
Consequently, the program of defense manufacture may vary sharply, upward or down-
ward, from year to year, or even during the course of a single year. Defense prod-
uction on a large scale leads to a rapid depletion of the material resources of a
country and slows down the rate of development of the other branches of the nation-
al economy. For this reason, the program of defense production in peacetime never
reaches its immense wartime levels.
All this creates reserve capacity at the aircraft construction plants, which
is used in peacetime mainly for the production of a widely varying line of civilian
goods. Moreover, the existence of reserve capacity also allows new aircraft to be
put into production more often.
The extensive cooperation of the aircraft construction enterprises, with enter-
prises of other branches of industry is due, first, to the fact that the ai-rPr21NTft
S
reflects the latest achievements of science and technology in various fields of
19
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
knowledge and is the result of the work of enterprises of many branches of industry,
and second, to the necessity of utilizing the reserve capacity of aircraft enter-
prises in peacetime to increase the output of civilian goods, while, in wartime, the
capacity of nondefense enterprises must be utilized to increase the output of air-
craft.
The cooperation of the aviation industry is most fruitful with the mass
,branches of civilian machine-building, such as agricultural-machine building, auto-
mobile manufacture, and electrical engineering industry. The utilization of the
experience of these branches in the organization of mass production encourages the
enhancement of the technical level of aircraft production.
The high mobility and flexibility of the aircraft construction industry is ex-
pressed in its constant readiness to contract its civilian production and in a short
period to expand its Iarge-series or mass production of defense items.
The high mobility and flexibility of aircraft production permits aircraft prod-
uction in small series, guarantees maintenance of production technology and organ-
ization at a high level, and envisages the stockpiling of materials and tools as
well as the development of plans for change-over of a plant to the output of air-
craft in large-scale series. The mobility and flexibility of production must be
periodically verified.
Influence of Strategic Factors on the Geographic Location of Aircraft Con-
struction Enterprises and on their Specialization. In selecting the site for an
aircraft plant, one must consider not only such factors, generally recognized for
all machin-building plants, as proximity to sources of raw material and fuel,
proximity to consumers, correct specialization, multiple development of the economy
of economic regions, specialization and cooperation of production, and regional
transport facilities, but strategic factors as well. The most important of these
latter are the distance of the plant from the frontiers, its location with a view
to minimum vulnerability to aerial attack, duplication of plants producing identical
20
S.
?
OP ?
products and their corresponding decentralization, specialization and cooperation of
defense enterprises in view of the utilization in wartime of enterprises of other
branches of industry.
Section 4. The Charter and Economic Independence of an Enterprise
All aircraft manufacturers of the USSR are State enterprises and are estab-
lished by decree of the Council of Ministers USSR.
The development of aircraft enterprises is under the direct jurisdiction of the
Ministry of Aviation Industry USSR. Series-production enterprises are under the
jurisdiction of the Councils of National Economy of the economic regions.
The State prescribes the rates of expansion of production at the enterprises,
the forma and level of specialization and cooperation, the assignment for production
with a designation of its products list, quantity, planned price list and periods
of production; it provides the enterprise with the funds necessary to execute the
State assignment and the capital construction; it organizes the training and planned
assignment of graduate specialists and qualified workmen among the enterprises; it
advances the enterprise funds for materials, semifinished products, fuel and power,
and organizes the marketing of its finished products; it distributes the profits of
the enterprise and systematically inspects all of its activities.
The State manages the enterprise directly through a director.
In its activity the enterprise is guided by its charter, which defines the
position and integration of the enterprise, its fixed capital and other funds pre-
scribed by law, management of the enterprise and powers of the director, as well as
the accountability of the enterprise to the State. According to its charter, an
aircraft construction enterprise is an independent economic organization, function-
ing on the principles of unsubsidized fiscal autonomy. The charter is presented to
an agency of the Ministry of Finances for entry in the State register.
SI-AT
day of State registration, the enterprise acquires the rights of a juristic person
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
21
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
and can carry on its activity on the basis of unsubsidized fiscal autonomy.
An unsubsidized enterprise is organized for the profitable production and mar-
keting of a finished (commercial) product and is given its own funds by the State in
the form of its investment capital or fund. The capital fund includes the entire
balance-sheet value of the fixed capital assets, and the minimum working capital
necessary for the plant. By the aid of these resources, the unsubsidized State
enterprise organizes its activity.
The lower the actual cost of production, by comparison with the planned cost,
and the more machines are produced, the greater will be the profit, the more prod-
uctive the enterprise, and the smaller the funds required to organize its opera-
tions.
The activity of an unsubsidized State enterprise is placed by the State under
financial control, conducted by economic organizations, by financial agencies, and
by the banking system. Within the enterprise, ruble control is accomplished by ac-
counting and comparison, in financial form, of the expenditures and results of prod-
uction. The financial condition of an unsubsidized State organization depends on
its fulfillment of the plan in volume and in the quality of the production, on its
cost and on the rate of capital turnover. if the productive activity of the enter-
prise is deteriorating, i.e., if it does not fulfill the plan, lowers the quality
of production, overexpends the wage fund, accumulates excessive inventories of ma-
terials, semifinished or finished products, the inflow of funds will slacken, and
financial stringency will result. On the other hand, fulfillment and overfulfill7
ment of the plan and rapid marketing of the product, produces free working capital
and improves the financial condition of the enterprise. The dependence of the
financial 'position of an enterprise on the results of its work forces it to search
constantly for' internal reserves and to put them to work.
An unsubsidized enterprise has its clearing account at the local office of the
State Bank, into which all proceeds of the marketing of the product are paid. From
22
?
?
this same account, the enterprise draws funds for payment of all its economic ex-
penditures. The enterprise must conduct its affairs in such a way that the payment
of funds into its clearing account will exceed the expenditures and that prompt pay-
ment of indebtness remains possible.
An unsubsidized enterprise has a credit at the State Bank for the introduction
of new equipment into the production line, and also has a short-term credit to cover
the expenditures connected with the building up of seasonal and other temporary in-
ventories above the prescribed levels.
An unsubsidized enterprise has the right to enter the competitive field inde-
pendently and to contract with suppliers and consumers for the acquisition of raw
materials, other materials, fuel and power, and for the sale of its finished prod-
uct.
Business contracts regulate the economic interrelations between enterprises.
The observance of contract discipline is one of the principal demands of the system
of unsubsidized fiscal autonomy. The system of contracts strengthens the responsi-
bility of the enterprises for the fulfillment of the plans and for timely delivery
of their products, and establishes material responsibilityfor breach of contract.
An unsubsidized enterprise has a complete. system of accounting with a balance
sheet showing profits and losses.
The State increases the incentive for an unsubsidized enterprise to fulfill
the plan, by expanding the economic independence of the enterprise and making part
of its profits available to supplement the working capital, capital investments,
and the funds of the enterprise. The resources making up the funds of the enter-
prise are expended as agreed by the members of the collective, to improve their
cultural services and living conditions, and to expand production.
The application of the principles of unsubsidized fiscal autonomy to enter-
prises and their profitable operation increases the income of the State. Ir .^rtal-
SIWT
ist industry, the unsubsidized enterprise is the prevailing form.
23
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Unsubsidized fiscal autonomy is more completely in force at series-aircraft
construction plants, but is greatly limited at development enterprises. The differ-
ence in the economic independence of the production and development aircraft con-
struction enterprises is due to their different roles in the economy, to the differ-
ent sources of their financing, and to the different order of utilization of the
funds made available by the State.
The State-budgeted development enterprise has a number of peculiarities and is
limited in its economic autonomy. A development enterprise has a schematic plan.
Each independent project is assigned in the schematic plan as a special item. The
expenditures of funds by items is reflected in detail in the production estimate,
which is the financial expression of the schematic plan. The State finances the
work of the development enterprise, on the estimate of production, out of State-
budget funds. The State budget is the basic source of financing of the development
aviation enterprise. Besides its State budget work, a development enterprise also
does independent nonbudget work. The latter includes the manufacture of machines
in small series and contract work performed with the object of a fuller utilization
of capacity. With respect to these types of work, a development enterprise has the
rights Of a nOnbudget fiscally alf.onomous enterprise.
? The dual nature of the sources of financing of the development enterprise
forces it to account separately for the State-budget funds and the funds received
from work on commercial contracts, and, accordingly, it must maintain two accounts
at the State Bank, one a budget account, the other an ordinary clearing account.
A development enterprise has the right to make contracts for the acquisition
of raw materials, other materials, fuel, power, semifinished goods within the limits
of the funds assigned to it, and 1,tthin its other limits, but it does not have the,
right to sell the products manufactured with State-budget funds.
A development enterprise has the right to make contracts for the acceptance of
work from other enterprises and for the delivery to them of work connected with the
24
?
I)
?
fulfillment of its schematic plan and paid for out of the State-budget account. For
instance, a development aircraft plant, in designing a new aircraft model, subcon-
tracts the work of designing and manufacturing installations for equipment, to an-
other development enterprise specializing in this field. In such cases, the work is
paid for by agreement between the parties, or the funds assigned in the State budget
to the prime development aircraft building enterprise for this part of the work may
be transferred by it to the other subcontracting enterprise that actually does the
work.
A development enterprise, being organized to build prototypes of new machines,
is not concerned with their industrial production and, consequently, has no commer-
cial production, profits, nor enterprise assets. It may accumulate the proceeds of
nonbudget work and savings on budget funds which, at the end of the fiscal year,
are paid over to the State income.
Section 5. Assets of the Enterprise
To realize industrial activity, the State assigns fixed and working assets to
an aircraft enterprise. Such assets taken together, constitute the statutory capi-
tal. The difference between fixed assets and working assets is due to their purpose
and to the order of circulation in the process of socialist production.
The fixed assets of an enterprise is subdivided into industrial-productive and
nonindustrial assets.
The industrial-productive assets include: production buildings and structures,
power plants, operating machines and apparatus, power-transmission facilities,
transportation facilities, productive housekeeping inventories, tools and devices
costing not less than 500 rubles each and having a service life of over one year.
The industrial-productive assets are designed for the direct manufacture of the
product or for servicing the processes of its manufacture.
STAT
The structures of fixed productive assets of an aircraft building plant is a-
25
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
1
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
bout as follows:
Buildings, structures, and power-transmission
in %
facilities
64
- 69
Power and production equipment
24
- 38
Transportation facilities
3
5
Inventory and tools
4
- 6
The fixed assets of aircraft building enterprises do not include forms of spe-
cial technological.equipment (machine tools, jigs, attachments, etc.) whose use is
limited only to the production of a given machine. The cost of such equipment is
included in the floating assets of the enterprise.
The fixed industrial-productive assets, preserving their physical form, parti-
cipate in many of the manufacturing cycles for producing the product. As they wear
out (amortization) the fixed assets gradually transfer their value, in portions, to
the product of labor.
The industrial-productive assets of a socialist enterprise are continually be-
ing expanded and qualitatively improved. By raising the productivity of labor, the
workers of an enterprise improve the utilization of the fixed assets, increase the
output, and diminish the need of the enterprise for equipment and manufacturing
plant area.
The nonindustrial fixed assets do not directly participate in the process of
manufacturing the commercial product, and are designed to serve the living and cul-
tural needs'of the workers of the enterprise. This form of capital includes hous-
ing, childrenTs institutions, and other items appearing on the balance sheet of the
plant. The Socialist State, manifesting constant concern for the improvement of the
material conditions of life of the laborers and for benefits to their cultural and
living conditions, increases the nonindustrial fixed assets of an enterprise from
year to ear.
? 26
?
The working capital is necessary to an enterprise for the acquisition of mater-
ials, for payment of wages to workmen and employees, and for paying other expenses
due to the processes of manufacturing and marketing the output. The working capital
of an enterprise is subdivided into owned and borrowed. The owned working capital,
in an enterprise, to the extent of its minimum.needs comprises the allocation of
such sums by the State and drawings from the revenues of the enterprise. The bor-
rowed working capital consists of short-term credits from the State Bank.
The working capital is subdivided into working productive assets and floating
assets.
The working productive assets are in the sphere of production. The productive
working assets include: production inventories of fuel, primary and auxiliary ma-
terials, purchased finished goods and semifinished products, packing materials,
spare parts for current maintenance of equipment and buildings, inventory and de-
pletable tools of small value, work in progress, and prepaid charges. These assets
are completely used up during the production process; they participate only in a
single working period, and their value is completely transferred to the product.
The floating assets are in the sphere of circulation. They consist of finished
goods shipped to purchasers, for which payment has not yet been received, funds in
transit, and funds in the clearing account of the enterprise at the State Bank.
The working assets which, at times, are in the sphere of circulation and, at
other times, in the sphere of production, are in continuous circulation: cash -
- material - semifinished products - finished goods - cash, i.e., they are success-
ively transformed into productive, commercial, and cash equivalents. The accelera-
tion of the turnover of the working assets is of great economic importance, since
it reduces the need of the enterprise for further working capital.
Section 6. Basic Indices of Industrial Activity of an Enterprise
SI-AT
The most important economic indices by which the planning is done and the re-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
27
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
sults of the industrial activity of an enterprise are determined, are as follows:
volume and quality of industrial production, productivity of labor, and labor-cost
of article, rhythm of production, utilization of fixed and floating assets, cost of ?
production, and profitability of production.
The volume of industrial production is determined by the gross product turned
out by an enterprise in a calendar year. The gross production is composed of com-
mercial (finished) products and of the change in the balance of goods in processing
(unfinished products).
The annual output, i.e., the product completely assembled and accepted by the
purchaser, is the most important quantitative index of the work of an enterprise.
The commercial production is measured in physical and value indices. The physical
indices characterize the assortment, assembly, and quantity of products. The value
indices characterize the kind, the planned production cost, and the wholesale value
of the products. The volume of output according to planned production cost shows
the expenditures which have been approved for the enterprise for the production of
the finished product, while the valuation of the output according to the established
wholesale prices determines the sum of the funds which the enterprise is to receive
from the marketing of the finished product.
The work in process is composed of inventories of blanks, parts, units, as-
semblies, and articles not completely assembled or tested, which must be on hand in
the shops of the enterprise in order to ensure a continuous flow of the processes
in all stages of manufacture.
The qualitative indices of the work of an enterprise cover the resources of
living and materialized labor.
The utilization of the resources of living labor is characteiized primarily by
labor productivity. "The productivity of labor, in the last analysis, is the most
important factor, the principal factor for the victory of the new social order",
wrote V.I.Lenin (Bib1.8). The steady increase in labor productivity is the economic
28
law of socialism.
The growth of labor productivity at the enterprise is reflected in the steady
growth of output by each worker in unit time, in the systematic lowering of the
labor cost of finished articles, in the increase of their output, and the improve-
ment in their quality. The increase in the output of each individual worker and the
increase in the number of workers directly occupied in the production of material
values is of great importance for the growth of productivity of social labor.
The level of technology of production, the degree of its utilization, the qual-
ification of the cadres and the dissemination of advanced experience finds its re-
flection in the level of labor productivity attained.
The utilization of the resources of materialized labor is characterized by the
following indices:
With respect to fixed assets, by the gross output per 1000 rubles of fixed as-
sets, per machine, and per square meter of productive area. The higher these in-
dices, the better the organization of the utilization of the fixed assets with re-
spect to productive capacity, plant area, and time.
With respect to working assets, by the standard consumption of working capital
per unit of output, by the rate of turnover of working capital, and by the
standard of its reserves. The standards of consumption and reserve of materials,
power, fuel, and tools are calculated according to progressive norms. To lower
them, economy in the consumption of materials and a more improved technology are
necessary. An enterprise accelerates the turnover of its working capital by short-
ening the length of the industrial (economic) cycle.
The duration of the industrial (economic) cycle (Cad is measured in days and
is composed of the duration of the procurement and productive cycles and the mar-
keting cycle.
The procurement cycle (C pr) is the time necessary for the acquisition -'
pr SI-AT
ials, semifinished goods and other material values necessary for production. This
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
29
STAT
I
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
cycle characterizes the average time spent from the time of settlement for the ma-
terial values to be acquired to the instant they are placed in production. The more
rationally the suppliers and form of transportation are selected, the more exactly
the size of the shipments and the periods of their delivery are calculated, the
shorter will be the procurement cycle and the smaller can be the working capital in
this stage of the work of the enterprise.
The production cycle (Cr) is the time from placing the article into production
to its delivery as finished product. This cycle characterizes the time spent by the
capital in the sphere of production. The higher the level of technology and organ-
ization of production and the higher the productivity of labor, the shorter will be
the cycle for the manufacture of the machine and the smaller can be capital the en-
terprise will need to fulfill the program.
The marketing cycle (Cm) is the time from the acceptance of the finished prod-
uct to the receipt of funds for the product delivered. The more rapidly the finish-
ed product is marketed, the less will be the working capital needed by the enter,-
prise in this stage.
The marketing cycle and the procurement cycle, taken together, characterize
the time spent by the capital in the sphere of circulation (Cc).
. The rhythmic operation of an enterprise is characterized by the uniform or
Uniformly increasing output of finished products in accordance with a predetermined
schedule. In its resolutions, the Commmnist Party has repeatedly emphasized the
immense significance of uniform rhythmic operation of all production units, which
eliminates the congestion of production in some branches and stoppage in others,
which eliminates overtime work, reduces rejects, encourages the uniform loading of
equipment and the growth of labor productivity.
The production cost of the finished product is the generalized qualitative in-
dex of the entire work of an enterprise. The production cost of the product reflect
the results of all the productive, procurement, and marketing activity of the enter-.
30
prise. On a countrywide scale, the lowering of the production cost is the basic
source of the growth of internal growth within industry and of improvement in the
1111 living standard and the cultural level of the workers of a socialist society.
Production cost is composed of funds expended for the acquisition and delivery
of materials, semifinished products, and finished articles entering into the prod-
uct, for the payment of production wages to the prime workers and for the overhead
due to maintenance of the administrative apparatus, for the service of buildings
and machinery, the administrative and housekeeping expenses, and for other expendi-
tures. These expenditures are expressed in the form of money, and are related to
the unit of finished product.
The production cost shows how economically and rationally the material, capi-
tal, and financial resources have been spent, and how effectively the capital has
been utilized. Steady and systematic lowering of the production cost is a law of
development of the socialist enterprise.
The socialist enterprise has all prerequisites for the attainment of advanced
economic indices. Our enterprises are provided with improved equipment, have quali-
fied cadres of workmen and engineering-technical workers, and dispose of greater
material resources than anywhere else; they make extensive use of the experience of
innovators of production and of the latest accomplishments of science and technol-
ogy. In spite of this, some enterprises do not fulfill the plan and operate at a
loss. This is explained primarily by the low level of organization of the product-
ive process and by the poor management of the productive and economic activity of
the enterprise. Only a continuous improvement of the organization of production
and labor can fully ensure proper utilization of the new technological system.
The 20th Congress of the Communist Party USSR, in its directives on the
Sixth Five-Year Plan, has set great tasks for machine-building in the increase of
output, the growth of labor productivity, and the reduction of productionF15T
All branches of the machine-building industry dispose of immense inte rna r
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
31
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 : CIA-RDP81-01043R002600160003-9
serves. To discover and economically utilize these reserves means to guarantee not
only the fulfillment but even the overfulfillment of the assignments of the Sixth
Five-Tear Plan. The Congress called the special attention of the Party organiza-
tions and economic managers to the necessity for unconditional fulfillment of the
State assignments by each enterprise with respect to all indices.
32
?
GRAPIER II
PRODUCTIVE PROCESS AN' TYPES OF PRODUCTION
Section 1. Definition and 'tssential Nature of the Productive Process
The productive process is the foundation of industrial activity of an aircraft
construction enterprise, and consists of the aggregate of interrelated processes of
labor and natural processes, as the result of which the raw materials and semifin-
ished products are converted into the finished article, the aircraft.
The technological process, which determines the expenditures of labor for the
manufacture of the article, i.e., its labor cost in man-hours, is the fundamental
part of the productive process.
The technological process consists of the aggregate of mechanical, physical
and chemical processes or operations, as a result of which the forma of the parts
and units of the article are changed (fabricating and processing operations), as
their properties and appearance are transformed (heat treatment ind anticorrosion
treatment), the parts and units are combined into sections, assemblies and, the fin-
ished product (assembly-welding, assembly-riveting and assembly-installation opera-
tions), and the conformity of the product with the drawing and the tactical-
technical specifications is verified (inspection and testing operations). It must
be emphasized that all inspection operations are an inseparable part of the tech-
STAT
no logical process.
The technological process also includes the auxiliary mechanized or manual work
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
33
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
y,
performed in lifting and transportation of the materials, blanks, parts, units, sec-
tions, assemblies, and finished articles, from one work station to the next.
The productive process of a socialist enterprise is conducted according to
plan, on a scientific basis, using the advanced experience and accomplishments
of USSR and foreign technology. The productive process is always in a state of im-
provement and development. The machines turned out by an enterprise are modified
or replaced by new ones, the technology of their manufacture is improved, the quali-
fications of the cadres are raised, and the organization of their labor is enhanced.
The productive process of an experimental aircraft construction enterprise is
developed in the following sequence: investigation for, and designing of, a new and
improved aircraft design; technological and material preparation of a development
enterprise to manufacture the new aircraft; manufacture, testing, and ultimate re-
finement of the prototype aircraft; delivery of the drawings and specifications to
the series-aircraft construction enterprise.
The productive process of a series-aircraft manufacturer develops in the fol-
lowing sequence: receipt of the technical documentation for a new aircraft from the
development enterprise, technological and material-technical tooling-up for its
production, organization of the processes of series manufacture of the new aircraft
design, testing and delivery to the purchaser.
There,are several versions of the organization of the work involved in the
manufacture of an aircraft.
If the aircraft has already een introduced by another enterprise, then that
enterprise turns over the finished parts, units, and assemblies to the enterprise
that is also placing this aircraft into production. In this ease, the work is de-
veloped at-the dame time in the fabricating, processing, and asdembly shops, and the
operations of Putting the aircraft of the new design into production proceed on a
broad front.
If the aircraft is being introduced for the first time, then the fabricating
34
?
and mechanical shops start up the operation, and from them the parts pass to the
various stages of aircraft assembly. In the stage of assembly of units from parts,
the panels, beams, spars, bulkheads, and other units are assembled. In the stage of
assembly of major assemblies, the units are combined into sections, and the sections
into assemblies: wings, fuselage, wing center section, empennage, etc. In the
stage of final assembly, the assemblies are combined into the aircraft, the various
installations and instruments are installed in it, after which the final stage be-
gins, in which the aircraft is transferred to the airfield shop where it is tested
on the ground and in the air. After the tests, the aircraft (if not transported
"in flight") is sent to the shipping department for packing and shipment to the con-
sumer. The manufacture of the aircraft is completed with this process.
The organization of the productive process must ensure high labor productivity
and constant increase in output with the existing equipment and productive area.
This is accomplished on the basis of the following principles of the conduct of
production: constant improvement in the design of the articles being produced and
assurance of their high technological level; development of specialization and sub-
contracting in production, in conjunction with rational concentration; combined and
coordinated mechanization and automation; improved rhythm of the productive process
and planned operation of the enterprise according to graph or schedule; assurance
of a short productive cycle for the finished article.
Section 2. Technological Level of Aircraft Design and its Significance for In-
creasing the Economy of Production
By improving the tactical-technical, technological, and operational character-
istics of an aircraft, the designer lays the foundation for the economic conduct of
series production.
The better the tactical-technical operational characteristics of the aircraft,
the more stable and prolonged will be its series production. The better t-rArch-
nological characteristics of the aircraft and the more consistent its design ele-
35
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
ments, the more rapid will be the process of putting the new aircraft into series
production and the lower will be its production cost.
' When the aircraft design is subject to frequent modification during production,
the following technological characteristics of the aircraft will be of decisive im-
portance for lowering of its production cost and shortening the introductory period:
degree of refinement of the experimental prototype; level of standardization, norm-
alization, and unification of the parts, units, and assemblies of the aircraft and
the consistence of its design elements; relative proportion of the blanks fabricated
by methods of high productivity, precision casting, stamping, and rolling; preva-
lence of small detail in the design and prevalence of integral, monolithic elements
among its units; interchangeability to the extent to which assemblies and panels
are employed in the design.
The degree of refinement of the prototype is of decisive importance for the
cost of production during the period of putting a new aircraft into series produc-
tion and for the uninterrupted and rhythmic output of aircraft. Modifications in-
troduced into the aircraft design during series production involve great additional
expenditures of materials, laoor, and funds. Design modifications introduced sud-
denly and in considerable number into an aircraft disturb the start-output schedule
of new aircraft, introduce an irregular rhythm into the operation of the shops, and
disturb the course of production.
The aircraft must be developed and refined in the greatest possible detail be-
fore being put into series production.
Standardization, normalization, and unification of parts, units, and assemb-
lies of the aircraft reduce the variety of materials, forms, and dimensions, and
thus shortens the list of parts and units of the aircraft. Standardized and norm-
alized parts and units are interchangeable, are stable in production, and do not
vary with the changes in aircraft design. This facilitates the mechanization and
automation of the manufacture of normalized parts and units. Unification permits
36
?
?
the combination of geometrically similar parts and units into uniform groups and
permits the use, for each uniform group, of the most productive equipment, of typi-
cal technology, unified technological equipment, and a rational form of organizing
the productive process. The unification of parts and units makes it possible to
manufacture them under conditions of experimental batch production i.e., by the me-
thods of series production, or to order these parts and units ready-made from series
plants. Under the conditions of series production, normalized and unified design
elements may be manufactured by mass-production methods, setting up specialized
production lines for them, or setting up specialized departments to produce stand-
ard, normalized, and unified parts. Standardization, normalization, and unification
of parts, units, and assemblies reduces the amount of tooling, allows broader norm-
alization and repeated use of the same dies, jigs and fixtures in the production of
a new machine. The standardization, normalization, and unification of parts and
units considerably shortens the period of putting a new aircraft into production and
reduces the expenditure for the tooling-up of the production line, raises the effi-
ciency of the operation of the equipment, and encourages the growth of labor prod-
uctivity (Table 1).
Aircraft construction comprises considerable possibilities for further stand-
ardization, normalization, and unification of the elements of aircraft design. It
is highly necessary to create single normalized and unified parts for all designs
of aircraft, to normalize the fittings, tanks, seats, control units, and many other
items. For each group of parts and units of identical purpose, technological simi-
larity of shapes, dimensions, and tolerances should be established. For instance,
the unification of the pitch and diameter of the openings on profiles allows the
automation of the process of punching openings. Every effort must be made' to secure
such shapes of the parts and units for which the most productive equipment and ad-
vanced technological methods can be utilized.
Increasing the number of blanks that can be prepared by mass-productrATe-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
37 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
thods - precision casting, stamping, and rolling - increases the utilization factor
. of materials and is an important method of reducing the labor cost of machine work.
Table 1
Economic Advantages of Tooling Normalization
(from Data of the NIAT)
Indices
Forms of
Tooling
% of Normalized
Elements in
Tooling
O40-1
O0
? tie.
O .4
v4
0
0 0
^ ?r4
rzlcd
0 0
?ri 0
4-4 $4 C.,
o.
0
Orms
0
b0
430
Or-4
?TS 0
o
Dies for cold stamping
Machine-tool attachments
Assembly tooling
Other tooling
In all tooling for main
shops
On replacement of each
1000 pieces of special
machine-tool attachments
by universal with re-
placeable parts
75
75
70
60
65
45
???14,.
Reduction
in %
vings
30
20
35
20
35
30
19
700
The higher the quality of such blanks and the larger their number, the higher the
level of aircraft construction production.
The number of parts in a design is reduced by using integral units, sections,
and assemblies, fabricated by methods of casting, forging, stamping, and profile
38
?
rolling (Fig.1). The large number of parts in an aircraft is an obstacle to mechan-
ization and to the more economic organization of aircraft construction enterprises.
The larger the number of parts in an aircraft, the larger will be the amount of de-
Fig.1 - An Integral Aircraft Unit
sign and technological work and the more varied the necessary tooling, the larger
the number of technological combinations, and consequently the more handwork, the
more complex the standardization, planning and accounting.
As a result of the large number of aircraft parts, the assembly labOr cost
amounts to 50% of the total labor cost of the aircraft. The use of monoblocks
(integral ribs, bulkheads, spars, panels, wing halves) offers numerous advantages.
The rigidity and stability of the structure is increased, the number of parts is
reduced many times, and accordingly the amount of work in manufacturing the air-
craft and its special tooling as Well as the structural weight are reduced. Table 2
gives data on the economic advantages of integral design over multipart design.
The wide use of integral parts, sections, and assemblies in aircraft FAIn
39 ? STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
g-.e?'-r-s,fkrt.rrr'v_w.vrnsw_wGmvwrt-.,h--xitwev..:=rf-f-v.a.wicnawzrpa'mzNw4aromrnuzr.ey--rdvaags.,.smaraa
Table 2
A. Economic Effectiveness of the Use of Integral Stamped and Cast Units Instead of Riveted
Units at USSR Aircraft Building Plants
ame of
ssembly
Method of Manufacture
Assembled Assemblies
Airframe
Weight
in kg
Consumption
of
Nonferrous
Metal,
in kg
Number
of
Rivets
Landing-
Gear
Slots
Riveted
10.580
14.305
1604.
Integral Stamped
9.730
12.805
988
Landing-
Gear
Flaps
Riveted
10.726
13.966
1822
Integral Stamped
9.156.
13.480
938
Weight
in kg
Designa-
tions of
Parts
3.420
18
2.4.30
2
5.490
16
5.004
8
Number
of
Parts
Number
of
Dies
42
30
4
4.
82
60
7
7
Name of
Assembly
Method of Manufacture
Designations
of
Parts
Number of
Operations
on Parts
Number of
Attachments
Front
Flap
Riveted
30
180
33
Chill Cast
5
6
4
4110
Standard
Time for
Manufacture,
in Hours
Number of
Shope Par-
ticipating
in
Manufacture
Period of
Fabrication
in Months
18
7
3
3
1
?
3
e
B. Economic Effectiveness of Use of Integral Units at Certain British and American
Aircraft Building Plants
?
Name of
Assembly
Dimensions
of
Assembly
Method of
Manufacture
Metal Used
for Blank
Net
Weight
of Unit
Box Spar
NED
Riveted
Mbnoblock
96
72
Wing
Panel
= 9.75 m
H - 1.22 m
Riveted
Monoblock
1500
1353
327
127
> ?
H ?
Number
Cost
Parts
Standar
Items
(Rivets1
Bolts,
etc.)
Mater- Labor,
ialsoin in
Pounds Pounds
SterlingSterling
Cost
Per kg of
Structural
Weight
Saving
504
302
10073
2854
120
225
2721
1485
29.6
Sterling
23.8
Sterling
1131
Sterling
1500
1
5000
$13 - 15
$2.5 - 6
1/2 to
1/6 the
Cost of
Riveted
Wing
Panel
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
leads to a reorganization of aircraft enterprises. Above all, there is a sharp re-
duction in the amount of assembly.'work, it is unnecessary to set up jigs with num-
erous lodgments for clamping the parts, since the monoblock design of the casting or
forging is in itself sufficiently rigid. The quality and precision of the units is
increased. Figure 2 shows a front landing-gear strut, with shock-absorber cylinder
Fig.2 - Front landing-Gear Strut
produced by casting a magnesium-zirconium alloy. The weight of such a casting
is 220 kg, while the net weight of the part made from this casting is 200 kg, i.e.,
owing to the high accuracy of casting, the losses in machining are very small. High-
productivity casting equipment and rolling mills are used to fabricate panels of the
desired shaues and sizes. staming presses of up to 100,000 tons power (Fig.3),
a
42
powerful machine tools with electronic automatic devices and other forme of high-
productive equipment.
The interchangeability of parts of aircraft in series production sharply de-
creases the labor cost of assembly and, in the operating organizations, simplifies
maintenance and replacement of aircraft units. Interchangeability raises the tech-
nical production level and forces strict observance of technological discipline. The
Fig.3 - General View of 35,000-Ton Press for Stamping Integral
Panels and other Units
interchangeable design elements may be assigned to an independent specialized prod-
uction unit.
The division of the aircraft into assemblies, and of the assemblies into sec-
tions, technological joints, and panels, opens wide opportunities for handling of
riveting-assembly and fitting-assembly work on a wide front in specialized shops
and enterprises, which lowers the labor cost of this work and shortens the assembly
and subassembly cycle of the aircraft. The use of panelled skin in the design
shortens the cycle of the assembly of the sections and assemblies in the assembly
43
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
jigs, and allows assembly, drilling, and riveting of the panels to be performed on
gang tools and presses by means of group riveting, installation of the instruments
and wiring on the panels, tending to reduce sub assembly to the connection of separ-
ate block panels.
Section 3. Division and Specialization of Labor Processes
Engels said: "The basic. form of all production that has existed up to now is
the division of labor, on the one hand, within society, and on the other hand, with-
in each individual productive enterprise" (Bib1.9).
The division of labor engenders specialization of production. The interplant
and intraplant specialization of, and cooperation in, production favors the use of
high-productivity equipment and of advanced technology, leads to the automation of
production, and increases the productive capacity of an enterprise.
As a result of the specialization of labor and specialization of production,
labor productivity is improved and the production cost of industrial production is
lowered.
The 20th Congress of the Communist Party, in its directives on the Sixth
Five-Year Plan of Development of the National Economy of the USSR, pointed out the
importance of extending specialization and cooperation in industry, with the organ-
ization of assembly-line production at specialized enterprises. The Congress noted
that specialization is an extremely important means for the further acceleration of
the rate of growth of the productivity of social labor, for shortening the delays
of production; and for improving the quality of the product.
The basic forts of specialization of industrial production are as follows:
1) Object specialization, i.e., specialization of production in the manu-
facture of a definite iterg.
2) Part specialization, i.e., specialization of production for the manufac-
ture of individual units and parts of the item;
44
1
3) Stage, or technological, specialization, i.e., specialization of produc-
tion to handle uniform technological processes, for example, casting,
forging.
The interplant specialization of aircraft construction enterprises is arranged
a)
b)
c)
dl
e)
f
g)
h)
i)
j)
k,
1)
m)
n)
o)
p) q) r:
s)
t)
:onsolidated
4-Engine
Liberator=Bom1.B-24111
;??
ii.
01500.
V
Boeing
itligr!;.7
.
-
B 17
--
E?eing
14:01:r
B-29
gpsommil
f
0
Lang?
'41?Akm"v
101:4:
v-
Douglas
killg;Engine
A-20?
i
0
1=1001
North-Americ.
wiEngine
r
B-25
AO
A
lIMMEIED
$
?
NM
1M Ett IIIIIII
_
Republic
. Fighter -b
Bolt
Agl
I
4...=
Bell
Fighter
Igt?
1,40(11111
V
AtilligEltaia
iNgregrair.
1/
limammilD
neneral Motorprorpedo
Carr.
A 1.7 e n g
Legend:
Assemblies Received from Subcontractors
Assemblies Manufactured by Aircraft-Construction Plant
Fig.4 - System of Specialization and Cooperation of American
Aircraft Construction Enterprises in the Period 1941 - 1945
a) Name of company; b) Aircraft type; c) Aircraft model; d) Objects of special-
ization and cooperation; e) Part of fuselage; f) Wing center section; g) Wing
cantilevers; h) Ailerons and trim tabs; i) Flaps and slots; j) Stabilizer; ?
k) Tail fin; 1) Rudder; m) Elevator; n) Landing gear and its units; o) Cockpits;
p) Engine nacelles; q) Canopies; 0 Bomb bays; s) Nkchine-gun turrets; 0 Fuel
tanks
by classes and types of aircraft, which reduces the list of items produced by the
enterprise; by the individual components of the aircraft-assemblies, instruments,
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
45
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
and installations - which reduces the volume of work' and the list of items produced
at the shops of the enterprise; by types of parts and blanks, which reduces the list
of products and the volume of work in the processing and fabricating shops; by forme
of tooling, which reduces the volume of work and the list of products in the shops
of the auxiliary Production line.
The-specialization of aircraft construction enterprises by aircraft classes
should provide for the manufacture of aircraft of a single class and of a single
designer by a given plant. In this case, the work of the OKB and of the series-
production enterprise is most effective, and the tooling-up periods for series prod-
uction are shortened.
At the present time, all aircraft instruments and engines, and the most complex
aircraft installations, are produced at specialized enterprises, but such special-
ization is no longer adequate. The exceedingly great labor cost of manufacturing
the airframe makes it necessary to organize its production on the basis of highly
detailed specialization and extensive subcontracting. Today it is possible and
necessary to entrust specialized plants with the production of the fittings, hydrau-
lic.units, landing gears, seats, tanks, honmetal parts, spare parts, navigation
instruments, and those groups of unified parts and units which are stable in prod-
uction and interchangeable.
The increase in the number of aircraft parts produced by casting and stamping,
and the transition to integral units, demand the establishment of specialized. cast-
ing and forging-stamping shops and plants.' This will allow a sharp increase in the
casting and forging-stamping production in aircraft building.
Figure 4 shows the system .of cooperation between a number of American aircraft
'manufacturers., In 1944, in the United States, at a total output of 94,600 aircraft,
the average amount of work on an aircraft at the aircraft plants of prime contrac-
tors amounted to 35 - 40%, while the remaining 60 - 65% of the work was subcontrac-
ted to other plants. A study of the experience of the German aircraft building in-
46
?
?
dustry during the 1939 - 1944 period indicates that this industry also was organized
on the basis of high specialization and wide cooperation (Fig.5).
110 With an annual output of 40,000 aircraft, 32 - 35% of the work on the aircraft
?
?
a)
b)
j)
?
k)
Junkers
Ju-52
Ju86
Ju - - '
"48
Ju188
1
41N10..41tAitiftigitii$040
0
W .
i ft .-?.
"
"
? -- . .4
44W4Otiggkjig0t40M10140tA
w
.10Nhmoqr:;,,
Altemii?
HeinkelHe-111
He-177
110M141110
iiim
i%......,...b.....i=ww
1100.milillmi.-440"..ehtitt
IIP?---Pmilllii-
No.
-
.4w
rM.I emIMI h.- 111111b.? .41 III
Focke-Wtlf
F1L;;N
-4m- ' u I I PAIO'r4
`?MPI'I
'..
= Aighz
m . 1 .
Arado
r
i 0 h...laW4
Messerschmidt
Me 109
Me-110
me-lloc 5
Me-210A
Me-163
Me-162
4i ,....,.....4.....,,
=...
wip
a
mdlibiW
41100
.--......____-pw........z.
00=====twmt..).0o.
.qw....
..,
400.
><
44%
Legend: Assemblies Received from Subcontractors
Assemblies Manufactured by Aircraft Construction Plant
Fig.5 - System of Specialization and Cooperation of German
Aircraft Construction Enterprises in 1939 - 1944
a) Company; b) Model; c) Objects of specialization and cooperation; d) Wings;
e) Fuselage and its parts; f) Empennage; g) Landing gear; h) Controls; i) Gas-
oline tanks; j) Canopies; k) Mechanical parts
was done by the prime contractors and 65 - 68% at other plants under the subcon-
tracting system.
STAT
In the postwar years, the share of subcontractors in the production cost of
47
STAT
Declassified in Part - Sanitized Copy Approved for Release a
50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
prototype and series aircraft remained high. Thus, for instance, the cost of a
prototype aircraft produced by Convair includes 37$ expended by the Company it-
self, 45% expended by the companies designing and supplying the systems, and 18% by 1111
the suppliers of materials, standard equipment, and other items.
According to data of the Boeing Airplane Co., an American aircraft manufactur-
er, its own expenditures amount to 36.8% of the cost of a series-produced B-52 air-
craft; 38.7% of that cost is expended by companies making contract deliveries of.
assemblies and equipment for the aircraft; 8.5% of the cost of the aircraft consists
of materials, and 16% of purchased finished items.
The experience of specialization of enterprises in the manufacturer of sections
and assemblies of the airframe must be more fully utilized since, with the immense
and ever increasing list of parts, units, instruments, and assemblies, an aircraft
construction enterprise grows to immense size and, under the conditions of series
production, becomes difficult to manage.
In the aviation industry it is important to have enterprises specialized in
making standardized production tooling and spare parts for the equipment. The cen-
tralized manufacture of standardized tooling and specialized machine tools reduces
their.cost.and shortens the tooling-up period of series production for a new air-
craft. The 20th Congress of the Communist Party has pointed out that the estab-
lishment of specialized enterprises does not necessarily rsquire the construction
of new plants. It is preferable to establish specialized production lines primarily
on the basis of existing plants, and in some eases, even of individual shops. To
fulfill the resolutions of the 20th Congress of the Communist Party it is necessary
to specialize the plants of series enterprises for the fabrication of blank, parts,
and units of a smaller production list, with the corresponding increase in the plan
for their output. Specialization and cooperation of tool shops, which produce a
definite tooling list for all aircraft construction plants, have given good results.
An analogous specialization should be introduced with respect to shops making cast-
ings, stampings, standard fittings, mountings, and other aircraft units and assemb-
lies. The lack of such specialization leads to absurdities. For instance, a prod-
uction line, excellently organized and tooled, and making very complicated and
labor-consuming parts, namely spar beams (Fig.6) was compelled to curtail its work
Fig.6 - Conveyor Line for.hachining Spar Beams
owing to a sharp cutback in the program. At the same time, the very same beans
were being produced at other plants by less productive methods (Fig.7).. The utili-
zation of a high-productivity production line to serve several plants at. the same
time ensures a sharp reduction in the labor cost of machine work and improves the
quality of the machining.
The specialization of production is inseparately connected with its coopera-
Cooperation consists of a productive connection between a number of enterprises
STAT
which, together, manufacture some definite complicated product or item.
4.9 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Cooperation differs from the usual relations of supplying the objects of supply.
The objects of supply relations are raw materials, fuel, and starting materials. The
object of cooperation of the aircraft building enterprise are semifinished products
and component finished articles.
The specialization of aircraft construction enterprises and interplant coopera-
Fig.7 - Series Section for Machining Spar Beams
tion is organized, for some forms of production, on the basis of interconnection,
where one plant serves several enterprises of one city, for others, on a regional
50
? ?
0,)
?
basis, where one plant serves enterprises of one economic region, and finally for
still others, on an interregional scale, where one plant serves the enterprises of
several economic regions with some form of product. interplant specialization and
interplant cooperation is effective if a high technological level of production ex-
ists and if contract discipline is observed between the enterprises.
The February Plenum of the Central Committee, Communist Party USSR (1957) has
pointed out the importance of the development of specialization and cooperation, in
every possible way, among the economic regions of the country. The development of
specialization and cooperation inside a single economic region, in conjunction with
the reorganization of industrial management, allows a fuller and more effective
utilization of local raw material resources and of the productive capacity of each
enterprise, liquidates cross hauling and minimizes long hauls, introduces order into
material and technological supply, and lowers the costs of transportation and pro-
curement.
The specialization of an aircraft construction enterprise is a process of de-
veloping, on the one hand, technological uniformity of the aircraft being produced
by means of unification, and on the other hand, of assigning airframe blanks, units,
and parts for manufacture at specialized enterprises. The indices of the level of
specialization and cooperation of an aircraft construction enterprise are as fol-
lows: 1) share of purchased semifinished products and finished components' in the
production cost of the aircraft; 2) share of the labor cost for airframe blanks, ?
parts, units, and assemblies received from specialized plants in the total labor
cost for the airframe; 3) reduction of the labor time and production cost of the
articles produced Ln specialized production; 4) length of the production cycle for
the manufacture of an aircraft.
The internal plant specialization of an aircraft construction enterprise leads
to a more rational utilization of social labor and to a greater degree of mechaniza-
tion of that labor. The specialization of labor within an enterprise is developed.
51
STAT
STAT -
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
in three main trends.
The first trend is the division of the industrial part of the enterprise into
basic, auxiliary, and service production, based on the specialization of production
by types of product and processes performed.
The main production is specialized for the manufacture of the commercial prod-
uct which goes to satisfy the needs of the national economy. This production is the
basic and dominant part of the enterprise. The main production may be complete, if
it comprises all stages of the process of manufacturing the product (fabrication,
processing, assembly, and testing), or partial, if one or more of these stages are
absent. For instance, an enterprise specialized for the production of standard
parts has two stages, a fabricating stage and a machining stage, while an enterprise
performing only assembly of the article, has only a single stage, that of assembly.
Aircraft construction enterprises are mostly organized to handle the complete cycle
of aircraft manufacture, and therefore their main production has all these stages.
The auxiliary production is specialized to make products used by the main prod-
uction. The auxiliary production includes the generation of all forms of power, the
manufacture of templates, tools, attachments, dies and patterns; tool grinding and
rebuilding; maintenance and repair of equipment, industrial buildings, and struc-
tures; reconditioning and regenerating mo,ltding sand, oils, and abrasives. The aux-
iliary production helps to to91 up the main production for the manufacture of air,-
craft of new designs, and raises the productive capacity of the main production by
modernizing its equipment and'supplying Unproved tooling.
The service production turns out no product, but specializes in uninterrupted
performance of. service to the main and auxiliary production. For instance, the ma-
terial stockrooms do not themselves produce materials, but merely receive, store, .
sort, list,, andissue them to the shops. The transportation department handles the
delivery of these materials to the plant. Its staff creates no material values, but
merely delivers loads to their destination. The timeliness of the delivery of ma-
52
0 ?
? ?
?
terials, blanks, tools, and fuel to the enterprise, and the existence of the neces-
sary reserve stock, ensures the continuous operation of all units of the enterprise.
The coordination of the primary, auxiliary, and service productions finds its
reflection in the proportionality between their respective capacities. The work of
the auxiliary and service lines is subordinate to the tasks of the main production.
The second trend is specialization within each production, into main, auxili-
ary, and service work. The division of labor within each form of production is ne-
cessary for the specialization of the departments, services, categories of workmen,
for the mechanization of their labor, and for their better organization. Wherever
machines are used, such division of labor secures uninterrupted operation of the'
machine during a given shift. For instance, in order to ensure continuous operation
of a machine, the operator must be released from auxiliary and service duties, by
assigning such duties to auxiliary and service workmen.
The third trend is the further specialization and division of the integral
process of labor, within each form of work, into its component partial processes,
namely main, auxiliary, and service operations.
Each working process in manufacturing an article consists of a cycle of opera-
tions. The operation is the ultimate element of the productive process. A typical
example of the division of the integral process of labor into component processes is
the division of the machining of a part into operations. The degree of resolution
of a technological process into operations is determined by the production scale, by
the implements of labor employed, and by the degree of division and specialization
of labor. The larger the number of articles turned out and the larger the volume
of work, the more will the labor process be subdivided into operations. The divi-
sion of the integral work into component processes is a progressive phenomenon and
encourages the mechanization of the labor processes and their better organization.
The labor of the specialized workman is more productive than the labor of a
multiple-skill workman. The subdivision of the technological process into ilsTATI_
53
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
c
x
x
x
,
x
x
x
x
x
X
x
x
x
x
x
x
x
x
x
-
x
x
X
X
x
x
X
X
x
x
x
X
x
X
.
-
x
x
x
x
' x
x
.
.
X
x
,
_ ...
x
x
x
.,
x
x
x
x
x
X
x
x
'
x
x
192
?
elude electric typewriters, which make it possible to get a large number of copies;
dictating machines for the mechanical recording of oral orders and business conversa-
tions; billing machines and addressographs for the mechanical filling out of blanks
and schedules, addressing envelopes, etc; teletypes for simultaneous mire transmis-
sion of typewritten text to several points; facsimile transmission; mechanical,
pneumatic, and electrical means of dispatching documents to the departments and
shops of the plant.
The machines and devices used in the operative production management include
directors' and dispatchers? telephones and switchboards, selective telephone com-
munication and automatic telephone stations; paging equipment; combined devices for
communication and signalling, automatic product computers, equipment-loading corn-.
puters.
For bookkeeping and statistical accounting and Plan computations, electrical
comptometers and computers are used, which process the primary documentation ac-
cording to indices relevent to production and
which handle calculation of the pay-
rolls.
For mechanization of the work of draftsmen and copying, reproducing and dupli-
cating devices as well as photostats, and other machines are used.
Mathematical, punch-card and computing machines are used for weight, strength,
aerodynamic and other calculations; hydraulic and electric integrators, high-speed
electronic analog computers, etc., are also used for this purpose.
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
193
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
?I
PART TWO
, ORGANIZATION, STANDARDIZATION, AND PAYMENT OF LABOR AT AN AIRCRAFT
CONSTRUCTION ENTERPRISE
Labor is the purposeful activity of a human being to create useful values and
is the primary factor in production. Labor is characterized by its productivity.
Labor productivity is measured by the quantity of product turned out by a worker in
unit time, or by the quantity of working time consumed per unit of production.
The basic elements determining labor productivity are as follows: length of the
working day, or the extensive value of labor; quantity of labor expended during a
given time (hour, shift), or the intensive value of labor; productive power of la-
bor, or the capacity of one and the same quantity of labor during a given period of
time to yield a greater or smaller quantity of product, depending on the degree of
development of the production conditions (Bib1.17).
Karl Marx said: "The more strongly the productive force of labor increases,
the more can the working day be cut, and the shorter the working day, the more
strongly can the intensity of labor increase. From the social point of view, the
productivity of labor also increases with its saving. Labor saving includes not
only the saving in the production means, but also the elimination of all forms of
useless labor" (Bib1.18).
The expenditure of socially necessary time on the production of a unit product
is the index of the productivity of social labor.
The index of the productivity of individual labor of workmen at an enterprise
is the average output of product per workman per unit time.
By reducing the labor consumption per unit of product, the Socialist Society
is able to produce a larger quantity of product for each worker and, consequently,
more fully to satisfy their increasing demands.
01),
IC 0
0
A considerable rise in the productivity of labor at socialist enterprises is
the decisive factor for fulfillment of the assignments on the growth of production
and the further enhancement of the well-being of the people. The attainment of high
labor productivity and the expansion of the productive capacities are the main paths
for the solution by the Soviet Union of the fundamental economic problem, to over-
take and surpass the most highly developed capitalist countries in per capita pro-
duction.
The advantages of the socialist system, the successful realization of the
Leninist plan of industrialization of the country, have permitted the Soviet Union
to increase labor productivity in industry in 1956 to a level 8 times as high as in
1913. Such high rates of growth of labor productivity are unknown to even a single
capitalist country. At present, the Soviet Union has already overtaken the leading
capitalist countries of &rope in labor productivity, but still lags substantially
behind the United States.
The task today is to overcome this lag as rapidly as possible. An important
stage in the solution of this problem is the implementation of the directives of
the 20th Congress of the Communist Party-USSR on the growth of labor productivity
in the sixth Five-Year Plan, by not less than 50%. This must be accomplished pri-
marily by the growth of the technological equipment of labor and by the introduc-
tion of advanced equipment and technology, by expanding in every possible way the
combined mechanization and automation of the production processes, by the moderniza-
tion of equipment, by the wide development of specialization of enterprises, and by ?
the introduction of line methods of production on this basis, by the radical im-
provement of labor organization and the liquidation of losses and labor time, by
enhancing the qualifications of the personnel and giving them a material incentive
for the growth of labor productivity.
The increase in the technical equipment of labor and the growth in the quali-
SIWT
fications of the personnel, both of which are being realized at socialist enter-
195
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
prises, will allow us to attain a rise in labor productivity and a simultaneous
transition to the seven-hour working day, without lowering the pay.
The immense significance of the growth of labor productivity for the develop-
ment of socialist production is clear from the fact that in the sixth Five-Tear Plan,
80% of the increment of industrial production will be obtained on account of the
growth of labor productivity. The enhancement of labor productivity by only one
percent throughout the entire national economy of the USSR would be equivalent to a
reduction of the needs for labor force by more than 165,000 men. An increase in
labor productivity by 1% at an aircraft construction plant would mean an increase
in output by several million rubles.
For the successful fulfillment and overfulfillment of the assignments on the
growth of labor productivity, together with the introduction of advanced equipment
and technology, the rational organization of labor, milts rational standardiza-
tion and payment is of great importance.
196
ID ?
47)
0Z)
CHAPTER VI
LABOR ORGANIZATION AT THE AIRCRAFT CONSTRUCTION ENTERPRISE
Speaking of the fundamental problem of creating a social order higher than
capitalism, Lenin pointed out that it consists in the enhancement of labor produc-
tivity, and in this connection (and for this purpose), its higher organization (see
Bib1.19).
By a rational labor organization within the enterprise, we mean the planned
and productive utilization of the working time of every worker. The rational or-
ganization of labor envisages mechanization of the labor process, organized selec-
tion and induction of personnel into production, enhancement of their cultural and
technical level, correct division and cooperation of labor, high labor discipline,
good organization of the work station and of service to it, standardization of the
expenditures of working time, and payment of labor in accordance with its quantity
and quality, development of socialist competition, and extensive utilization of the
advanced experience of labor. The saving of labor time, with a high production
quality, is a criterion for the perfection of technology and of the organization of.
production. Marx wrote that ".... the saving of time, just like the planned dis-
tribution of working time among the various branches of production, remains the
first economic law on the basis of collective production" (Bib1.20);
Section 1. Mechanization of Labor Processes
The introduction of machine technology into production is the foundatT
197 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
neohanization. The machine is the most powerful means of increasing labor produc-
tivity and of decreasing the share of working time in the product of labor. For
this reason, mechanization of the labor processes at a socialist enterprise is the
basic and decisive force that ensures high rates of expansion of production and a
powerful rise in labor productivity, and improves the labor conditions.
An index of the level of mechanization of production is the ratio of the amount
of work performed by the aid of machines to the total labor cost of the article.
The mechanization of labor processes passes through a number of stages in its
development. In partial mechanization, only individual elements of the fundamental
operation are mechanized, and a substantial share of manual labor is still retained.
Combined mechanization means the replacement of manual labor in the primary opera-
tion and in the auxiliary and subsidiary work, so that only the functions of con-
trolling the mechanisms of the equipment remain for the workman. In partial mech-
anization, some of the functions of the workman and the control of the mechanisms
of the equipment are performed automatically, and, finally, in complete mechaniza-
tion, the processing of the object of labor and the control of the equipment are
performed entirely by automatic means, with the workman only checking the mech-
anisms of the machine for proper functioning and, if necessary, changing its ad-
justment or replacing the processing tool.
At aircraft enterprises, certain progress has been made in the field of mech-
anization.and automation of production. Wise use is made of machine molding in
casting shops, of various presses in stamping shops, of automatic and semiautomatic
machine tools in the machine shops, of semilutomatic welding machines in the fitting
and welding shops, of machine tools for gang drilling, of group riveting presses
and grinding machines in the assembly shops.
The share of hand work in the fabricating, processing, and assembly shops,
however, is still great (Table 12). ?
The high proportion of hand work which, at some plants, reaches 70% makes
198
mechanization of the labor processes the central task of every aircraft construction
enterprise.
An important task posed by the 20P1 Congress of the Communist Party USSR, is
the increase in output and the enhancement of labor productivity by a more complete
Table 12
Level of Mechanization of Individual Forma of Work
in Aircraft Construction
a)
b)
f)
g)
c)
d)
e)
1. Casting
2. Forging
3. Blanking and
Stamping
4. Machining
5. Fitting-
Welding
6. Drilling-
Riveting
7. Major Assembly
S. Final Assembly
9. Airfield
10. Other
0,4
0,8
13,2-16
17,2-20
0,8-5
5
30,7
7,2-5,8
3,2-5
11,5
0,5
0,5
17.
14,6
0,8
55,5
4
7,1
1,3
0,6
18,3
20
0,8-1,3
40
4,1-4,6
14,4
25
25
25
40-50
25-30
30*
1,5*
1
10
45-50
30-35
45-50
75-85
45-60
50-75
2-3
2
25-35
Total
100
I 100
25-30 40-60
* Taking account of hand pneumatic tools, considerably higher. .
h)
a) Form of work; b) Share of labor time of given form 'of work in % of total
labor time for aircraft; c) Light aircraft; d) Medium aircraft; e) Heavy air-
craft; 0 Mechanized work, %; g) Ekisting; h) Possible in the near future
utilization of the existing equipment. The planned coefficient of equipment load-
ing is satisfactory at aircraft construction enterprises, but the coefficient of
actual equipment utilization with respect to useful working time is still 1sTwrhi5
is explained by the high share of auxiliary and machine-manual time in the piece-
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
199
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
work operation standards. For instance, for stamping parts, high productivity
presses are used, but the feed of the band to the press, the removal and counting of
the blanks are still done by hand. The finishing of various parts is also done man-
ually. The mechanization of the auxiliary operations in machining is inadequate. As
a result, the share of machine time in the piecework standard is very low, and at
some plants amounts to 10% for work on eccentric and piston presses, to 81% on drop
hammers, to 12% on hydraulic presses, and to 14 - 18% on metal-cutting machine
tools. Thus, the problem of aircraft construction enterprises is to improve the
utilization of the machine equipment and to increase labor productivity by means of
combined mechanization of machine-manual and auxiliary work in each production sec-
tion.
Another extremely important problem posed by the 20th Congress for industry
is the automation of the mass operations of production. In aircraft construction,
automation should cover such mass operations as sheet layout and stamping, turning,
drilling, and milling operations, welding, and riveting. This will sharply reduce
the labor cost of the article and will open the way to multiple machine tending.
Such are the basic trends in the field of mechanization at aircraft construc-
tion enterprises.
Section 2. Organized Selection of Personnel, Induction into Production, and En-
hancement of Qualifications
The continuous growth of socialist industry demands its replenishment with
new cadres. This replenishment is secured by an enterprise from the State reserves
and by organized selection of personnel.
The State labor reserves are trained as qualified workers for the enterprises
through an extensive system of trade schools, in-service training and technical
schools, under planned procedure.
The organized selection of personnel assumes that the enterprise has a plan of
recruiting and training personnel by quarters, by specialties, and by sources of
200
?
recruiting; it assumes the conduct of organized work to fulfill the plan, the cre-
ation at the plants of suitable living and cultural conditions for the newly en-
listed workmen, the organized induction of personnel into production, and the cor-
rect utilization of young workmen according to their skill.
Industrial statistics show that the greatest number of cases of injury,
spoilage of product, and damage to equipment and tools occurs with new workers. To
avoid these unfavorable incidents and to ensure a more rapid growth of the labor
productivity among young
fore being allowed to do
service training system.
and includes theoretical
of workmen of the second
workmen, it is necessary that every unskilled workman, be-
independent work, be trained in the first unit of the in-
The training in the first unit lasts from 4 to 6 months
preparation and production training. It allows training
and third categories.
The systematic enhancement of the productive qualifications and cultural level
of the personnel is the law of development of socialist production. Without it,
the continuous growth of labor productivity, the expansion and improvement of pro-
duction, and any technical progress, would all be impossible. The transition to
general secondary education, the transformation of the high school into a poly-
technic school, and the wide scope of secondary and higher technical education in
the USSR, ,all these allow the enterprises to replenish their personnel with workers
of a high general education and technical training level.
The special training of personnel by the system of in-service technical train-
ing (Table 13) at each enterprise, is also of great importance.
The enhancement of qualifications helps the workman to master perfectly the
new equipment and advanced labor methods. The workman must know his equipment well,
must be familiar with its tooling and setting up, and must know how to read blue-
prints fluently; the workman at assembly shops must be very familiar with the speci-
fications for the units, assemblies, and installations of an aircraft. It is de-
STAT
sirable to teach the workers of the main shops a second tool specialty. This will
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
201
STAT
)3
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
allow the enterprise to use them effectively during the period of tooling up for the
production of a new article and will sharply curtail this period. The influence of
Table 13
Kind of Training
Purpose
Form of Training
Period of Training
Second stage of
plant training
Increasing the
qualifications of
workmen to cate-
gory 4 - 5
Theoretical in-
struction, group;
practical train-
ing, individual
and crew
Up to 6 months
Third stage of
plant training
Increasing quali-
fications of
workmen to cate-
gory 6 - 7
Theoretical in-
struction, group;
practical train-
ing, individual
Up to 10 months
Technical school
for foramen
Preparation and
increasing the
qualifications
of foramen and
crew chiefs
Theoretical and
practical train-
ing, form, group
Up to 2 years
Schools for ax-
change of ad-
vanced ex-
perience.
Dissemination
of experience
of advanced
workers
Individual, crew
and group
-
.
?
Special pur-
'pose 'courses
? ?
Teaching work-
men, foramen;
chiefs of
offices, depart-
ment and shop
superintendents
individual ques-
tions of equipment,.
technology, organ-
ization and (mon-.
omics of productian
Mainly theoreti-
cal instruction,
form, group
?
.
.
.
-
personnel qualifications on the growth of labor productivity may be illustrated by
the following examples: At. some aircraft construction plants, training the oper-
ators to set up their own machines has increased the output by 20 - 25% and has in-
creased the monthly earnings of the operators by 160 - 220 rubles. When experienced
turners were put on the turret lathe at one aircraft construction plant, they in-
F.
02
creased the output of parts from these turret lathes by 70% over that attained by
less highly qualified operators, who knew only the turret; lathe. The experience of
advanced French and Swedish machine-building shops is of interest. Here each ma-
chinist knows how to operate various machine tools. Owing to these high qualifica-
tions, such an operator works without spoilage, and he does not need a detailed
process chart, but guides himself merely by the machining plans.
Section 3. Division and Cooperation of Labor
At the socialist enterprise, the division of labor is effected with the object
of increasing its productivity, and is expressed in the division of labor by types
and stages of production, by specialties, and by qualifications of the workmen.
The division of labor by forms of production (main, auxiliary, and service
production) gives rise to the classification of workmen into primary, auxiliary, and
service, as well as allows concentration of each type of work in the special shops
and services, and mechanization of the work in these.
The division of labor by forms of the technological processes gives rise to
the specialties of workmen and to specialized shops within each form of production.
The expansion of machine equipment modifies the composition and structure of the
shops, leads to the dying out of the technological processes and specialties con-
nected primarily with manual labor and to the formation of new specialties due to
the application of the new technique. Under the conditions of the social method of
production, the introduction of machine equipment does not lead to the dropping of .
workmen of the obsolescent specialties from production, which is characteristic
for capitalism, but produces instead a new and more perfect assignment of personnel
to production and leads to the enhancement of their qualifications and skill.
The division of labor into operations of the technological process of manu-
facturing the production item permits the manual labor to be defined and mechanized;
allows distribution of the operations among the work stations as far as possible,
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
so that the times for their execution are equal or a multiple of the pace of output
of the article; allows assignment of operations to definite work stations so as to
increase the responsibility of the operator for the condition of the equipment, and 411,
for the quality and quantity of his work, i.e., to destroy the impersonality and
lack of personal responsibility in labor; to specialize the workmen in performing
uniform operations so that labor productivity will increase more rapidly.
The division of labor according to qualifications for the work means that work
of a definite degree of intricacy and accuracy is assigned to workmen with the cor-
responding qualifications. This encourages the growth of labor productivity and
the improvement of product quality and tends to increase the material incentive of
the workmen in the improvement of their qualifications.
The division of labor in socialist production does not mean attaching a work-
man permanently to specific operations. The workman is given all prerequisites for
growth of his qualifications.
The division and specialization of labor under the conditions of interrelated
production processes gives rise to a cooperation of labor, under which "many per-
sons participate, in a planned and joint manner, in one and the same process of
labor, or in different but interrelated processes of labor" (Bib1.21).
The cooperation of workmen performing the technological process of manufac-
turing the object of labor expresses the interrelation of the partial processes of
labor. The deeper the process of division of labor, the more specialized will the
work stations become, and the more sharply and distinctly will the cooperation of
the producer machines stand out and, on this basis, the cooperation of the partial
labor processes as well. For instance, under the condition of a development enter-
prise, the workman performs all operations of the given type of work on universal
equipment. Here the productive relation between one turner and the turner oper-
ating at the adjacent work station is not particularly clear, and is disclosed only
at the time of assembly, when parts processed by different turners must arrive at
204.
?
one and the same time. In line production, however, where each work station in the
line is specialized, the workmen are bound by the same rhythm of work.
One of the forms of labor cooperation between workmen is the production crew.
Several forms of workments crews are characteristic for aircraft construction enter-
prises.
Crews of one form are organized by joining several workmen of the same or dif-
ferent trades for joint labor, with a common object or common means of labor. Ex-
amples of this type of crews are assembler crews or crews in forging and stamping
shops. In such a crew, the correct distribution of work between its members and
the efficient coordination of its operations are of decisive importance. Crews of
a different kind are organized when it is necessary to observe time sequence in
work and personal responsibility for a definite portion of the crew assignment. Ex-
amples of this form of crew are the equipment maintenance crews, the traveling crews
of machine setters or inspectors.
There are also crews that are organized on the principle of servicing a part
of a productive section. For instance, a section is divided into two crews, the
first performing the control assembly and drilling and the second the riveting of
the spars. In this case, it is not only important to efficiently determine and co-
ordinate the work of each crew member, but also to correlate the work of the crews
with respect to time.
Section 4. Indoctrination of Labor Discipline in Production
The highly mechanized socialist production, guided by a plan and operating in
the interest of all of society, demands a high labor discipline of each of its mem-
bers. Violation of discipline introduces disorganization into the work Of the col-
lective of the enterprise and disturbs the planned course of production. For this
reason, the observance of strictest discipline during working time is an obJective
STAT
necessity of socialist production.
205
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
The following are the most important features of socialist labor discipline in
production:
A conscientious attitude of each member of the collective of the enterprise
toward his work, which is expressed in complete and productive utilization of the
working time and equalization on advanced examples of production work, at a high
level of labor productivity.
Observance of the rules of internal order, of technological discipline and one-
man responsibility during the entire working time, i.e., the exact, rapid and cre-
ative implementation of the dispositions of his leader.
An economical attitude toward the socialist property entrusted to the worker
by the state. This is expressed in the correct operation of the equipment and in
the economical use of power, tools, and materials.
These qualities should be inculcated in every workman by the administration
and the social organizations of the enterprise, making use of political education
and propaganda, individual talks, production conferences, the press, criticism and
self-criticism, and other forms of social education and administrative influence.
' The administration and the trade union organizations should study the causes
of violation of discipline and eliminate them.
Section 5. Organization and Servicing of the Work Station
- The term work station, in production, means a part of the production area,
with the equipment and related tooling located on it, which is used by the workmen
to perform the labor process.
The organization of the work station is directed toward the creation of maxi-
mum-convenience, allowing the labor process to be performed with the minimum ex-
penditure of working time. This is achieved:by rational tooling and correct
planning of the work station, and by maintenance of order and cleanliness at the
work station.
206
The rational tooling of the work station consists in providing for combined
mechanization of the work. For instance, to reduce the time of inserting and at-
taching parts in a machine tool, and also for the removal of the part from the ma-
Fig.54 - Counting and Measuring Boxes
chine tool, quick-release clamps, signal and gang-tool attachments are used; to
shorten the time for resetting the equipment, rapidly removable attachments are
used, attachments with removable clamping parts and adjustable control dies; for
feeding strips and profiles into a press, and for automatic loading of machines,
automatic feeders and bunkers are used, Preference is given to equipment with push-
button control; to shorten the time spent on measuring parts, single-measure gages
or gages with electrical, pneumatic, or hydraulic indicators built into the equip-
ment are used, including types which are automatically set to attain a predeter-
mined accuracy of machining; for lifting heavy dies and attachments, inserting them
in the press and removing them from the press, electric hoists or electric cars
with a platform hoist are used; for delivery of a part or article to the next work
station, various intermachine (local) and all-line transfer materials-handling de-
vices are used.
For safety and convenience, the work stations are equipped with shield and
STAT
protective devices, counting and measuring boxes (Fig.54), floor gratings; a small
207
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
drum for holding oil cans, attachments, and tools; individual lighting; signals for
summoning the service personnel; and handling devices for chip removal. The stand-
ardization of the main and auxiliary
tooling of the work stations considerably
reduces the cost of fabricating such
tooling.
The planning of the work station
(Fig.55) should encourage the economy of
movement in work, take account of the
convenient access to the machine in main-
tenance and repair, and the possibility
of installation of materials-handling
facilities; in planning one must bear in
mind the necessity of economical use of
space. In multi-machine tending, the
equipment is so arranged that the path
of the operator from machine to machine
will be the shortest possible; in line
work, the equipment is laid out in a
chain following the cost of the techno-
logical process; the machines for
processing long-rod materials are laid
out at a mutual angle.
The maintenance of order and clean-
liness at the work station is of con-
siderable importance. Order in the ar-
rangement of the parts and tools at the
work station is determined by the fol-
b)
Fig.55 - Planning of the Work Station
for a Turner
a - Incorrect; b - Correct
The
path of motion of the machinist with
the blank to the machine and with the .
finished part from the machine to the
table of the dolly was 390m per shift
at an incorrect layout of the part, and
was only 120m at a correct layout of
the part, i.e., it was shortened by
270m
1) Lathe; 2) Parts; 3) Table; 4) Con-
tainer with blanks; 5) Measuring dolly
with parts and blanks
208
?
) I ?
Legend:
1111?1?11111. MI???????
Zone accessible to hand on motion of the
wrist
Zone accessible to hand outstretched
sideways '
Also with a small forward inclination of
the body
Fig.56 - Zones of Location of Implements at the Work Station STAT
209
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Lower
inconvenient
zone
Lower, less con-
venient zone
Convenient zone
2000
1800
1600
MOO
1200
all
Upper, less con-1
venient zone
Upper, incon-
venient zone
800
600
400
200
? i
- -
?-NW
150 ?a..
Legend:
Zone accessible to outstretched
hand on motion in the vertical
plane
Zone accessible to hand on motion
of wrist in the vertical plane
Fig.57 - Zones of Location of Work Sta- Fig.58 - Correct Position of Operator's
tions with Respect to Height and Equip-
ment Items in the Vertical Plane
Body in Work on Bench Machines
Fig.59 - Work Station of Turner in Piece Production
210
?
n(0
?
a)
t
500
d)
3210?
2000 1
Fig.60 - Work Station of Turner in Series Production
a)nan; b) Drawer for drawings and gage; c) Machine;
d) Floor grating; e) Tool closet; f) Rack
211
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
lowing elementary propositions: Everything must have its permanent place, all
im-
plements used frequently should be placed nearer, everything handled with the right
hand should lie to the right, and everything handled with the left hand should lie
formance of various operations, and therefore its equipment and tooling are univer-
sal. In this case, in organizing the work stations, provision is made for storage
at that place of a list of tooling, materials, and blanks such that the workman does
2' /'\\-\7'
8?10%
'tie
15,7
%
A1111111111
/
' . ,
, , .,
,
, ., ,
, ,
.
:.Z.
-
4
,
A
Fig.61 - Work Station of Crew on a Hydraulic Press
to the left. It is most convenient when the needed items are in a zone from which
the operator can take them without bending, stretching, or turning his body (see
Figs.56, 57, and 58). Maintenance of order at the work station helps the worker to
develop rapid and automatic motions. Order and cleanliness are important elements
in the organization of labor, discipline, and work without spoilage.
Simple and complex work stations are distinguished., At a simple work station
the operator works on a single machine; at a complex work station one operator
works at several machines (multiple-machine tender) or several operators work on
one complex machine, press, or asseeibly stand.
A sim le work station in ?iece production (Fig.59) is adapted for the per-
Fig.62 - Utilization of Working Time for Preparation When a Work
Station is Set Up during the Shift (A) and When it is Set Up
before Beginning of the Shift (B)
a) Delivery of material, blanks, tools, attachments, etc.;
b) Setting up the machine; c) Current maintenance of machine;
d) Lunch, 1 hour; e) Resetting and inspection of machine;
f) Working shift; g) Clean-up and delivery of machine to the
next shift; h) Lunch; i) Before shift
not have to leave his station to go to the stockroom during his shift. A simple
work station in series production (Fig.60) is equipped to perforin definite opera-
tions; the corresponding tooling is supplied. A simple work station in mass pro-
duction is prepared and tooled to perform one or two operations, so that its orig-
inal tooling is reduced to the minimum and as far as possible built into the ma-
chine itself.
Complex work stations are widely used in stamping shops and especially in as-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
sembly shops. The hydraulic press is a typical example of a complex work station in
the stamping shop. In advanced enterprises, a permanent crew is attached to a hy-
draulic press; the duties are so distributed among the members of this crew as to
ensure uninterrupted operation of the press. The work station is equipped with con-
tainers, benches, racks with form-blocks and blanks (Fig.61).
An example of a complex work station in major assembly shops is the work sta-
tion of the crew at an assembly stand. The work station is provided with an as-
sembly jig, stepladders, portable tools, and hoses. In the major assembly of large
components, places are assigned in each assembly zone for holding the sections,
units, and parts to be attached in this zone. The workmen have portable boxes for
tools and cartridge-holder containers for the rivets. A monorail carrier with a
hoist is installed above the assembly jig, and is used for placing the section in
the jig, for removing the assembly from the jig, and for its transfer to the fol-
lowing stage of assembly.
Organization of the Servicing at a Work Station. The problem of the most ef-
fective utilization of working time during production largely reduces to the problem
of separating the service and auxiliary work from the main work, and of mechanizing
the former. The machine must operate continuously, but this is possible only in
the case where the operator is occupied solely with the main work; before beginning
the shift, the equipment must be checked by the maintenance workers, and, if
necessary, must be repaired; the preparer and stockroom clerks must make timely de-
livery of the materials, blanks, and tools to the work station; and the foreman
must thoroughly instruct the operator on the work to be done, the day before the
shift. Figure 62 shows the degree of utilization of working time with different
systems of servicing. The work practice of production innovators shows that, when
the preparation of the work stations is organized and if they are serviced without
interruption during the shift, the output is far higher, owing to the elimination
of idle time between shifts.
214.
Section 6. Organization of Socialist Competition
Socialist competition is a regularity of development of socialist production;
it expresses the new, communist attitude of people toward work, develops the feeling
of comradely mutual aid, and helps to draw the laggards up to the level of the ad-
vanced workers.
With further development of the equipment and with the rising cultural and
technical level of the workmen, socialist competition covers an ever widening area
of the productive-economic activity of a socialist enterprise and assures an ever
greater saving of living and materialized labor.
Socialist competition does not tolerate formalism, red tape, or replacement of
living organizational work with people by the compilation of schedules and reports
and by working out forms of accounting for the competitors.
The active forms of organization of competition at enterprises, and those in-
volving the widest mass participation, are individual and crew competitions, whose
basic indices should be overfulfillment of the output standard and improvement in
the quality of the article.
In the course of socialist competition, numerous cadres of innovators and ad-
vanced workers of production have been formed and have shown examples of proper
utilization of the new equipment and of good labor organization.
The dissemination of advanced experience is the prime desideratum in competi-
tion. Advanced methods of work must become the Common property of all enterprises
and workmen of the given trade.
The most practical forms of dissemination of advanced experience are the hand-
down experience of individuals and crews within a shift, the exchange of working
experience between shifts, and the mass instruction of workmen in advanced methods
of work.
The individual or crew hand-down of experience consists in the advanceSTATic-
man demonstrating his method of work directly at his own work station to one or
215
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
141110X JOJ
WamITJTIld
Machine Setters Comr.
s
N
CA $4
C/2??4
044 41)M
+1 EL,
o k
ra.o c'go
O 0
4),
3 =A' V
0 f!?tH
a
ast
N..1
qffenlyelmaTssv
J0 u am T Tj T nA
4' .aa401 so suorl
-1149TIcIO TigT315S
? saff?plq
UT quoK
1oJ tfatmarTssv
.slIrPueNur "C
aoj lu Tssv
k
44 0
O 43
O 4
= 1111111
MMU IIIIIH
-
Z.
R li
N4 %
ORr.'"I
gt j t)
0.4
ts4
????
0
?ri
cf;
216
?r-31
111111
4;
MP
several workmen who perform analogous operations. Each workman individually repeats
the methods of the advanced worker, and then suggests possible improvements. The
conduct of this work is directed by the foremen and technologists. The individual
or crew type of passing-on of experience must primarily cover the workmen who do not
meet the output standards, showing them every cooperation in the improvement of
their qualifications and in the mastery of the advanced methods of work. In this
case the cadre workmen, who have built up an extensive production experience, play
an important role.
At many aircraft plants, advanced experience is exchanged between workmen of
different shifts. The shift foremen play a vital role here, organizing the compe-
tition and exchange of experience between the workers on adjoining shifts, elimin-
ating the factors that interfere with the attainment of high output by the workers,
and helping to uncover and utilize new reserves. Figure 63 is a record of the per-
formance of shift assignments used in organizing a competition between shifts.
The following forms of socialist competition are highly important for the in-
troduction of advanced work: organization of combined crews of workmen, foremen,
technologists and designers for solving the current and prospective production prob-
lems; strengthening the creative collaboration between the engineering-technical
workers and the production leaders; development of the movement of inventors and
rationalizers.
The mass instruction of workmen in advanced experience is encouraged in the
method developed by Engineer F.M.Kovalev, which has found wide application in
machine-building, including the aircraft industry. This method, based on the study
and generalization of the experience of advanced workers, is composed of the fol-
lowing stages:
1. Selection of objects, i.e., of operations and methods that are most wide-
spread and contribute the greatest share to the labor cost of th..
SIWT
2. Selection of advanced workmen, who perform these operations most pro-
217
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
0 0
k 4.).r1
044 o.g ta
o
v artv.r5
f.stii
0 ?t4
"448.1
$4 k
? 0 g 1.49 ra
4.) 0.
8:21* "
C) 4)
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
1
0V RI ???
k g?r1 4.)
01:1 k
X V 0
13 1.3 en
211-1
k
14c,4.4
04)
014
?'.1T1 4)
43?riAlct
>
00
?Orit.)
I
0 0
0 .e4
14
454
>??0
14.-1 CIPri
1:144
U1(.4)
MO CVO
0 .0 .1.) 0
k
V 0 0
0 0
4.)?0131)
g...)4
0 kE-1
? rl
INIIM111111111111111111111111MMIIIIIIIIIMIM
111111011111111?111111111111?=111111111111111MINI
ilM1111111110111111111111?111111=11111?1111111111
1111111111?1111111?11111111?11111111?11111MMINIII
111111?1?111M1111111111?11111=111111=1?11111
IIIIONUMMIMIMMEMMIN
IMMEMEHMENIMMEM
IMMEINNIMMINEMBINI
MIRIMEMEMMEMENIIMI
MEMEMEMEMIMEME
MMMMHMMMHMMIMMMM
EIMIEHMENOMMEMMEI
IiiiiiMHUMMEMINMEME
MiNUMMEMMEMinniliM
COMMUMNIMEMMIMMIMI
iiiiiiMMIENHOMM1111111
CIEM-FILM-131-121-M-11=11:11 =
111211131==1:11-----IUMILIFOLI-W--13
DEMI] 1111111111131-MUMLIMu
1:11211111110101L11 -E11111111111'
?.4
Machine Setters Comr.
?
0
1TTenio-emm2TssV
lualuTT TnA
,4g.aado Jo suoT2
0 1sTreT315S
.sairpls uT quo
ao luawugTsgv
.s.41.PuelS LIT APC
JO quawtms
t.1
4-4 ? 0
0 4.)
El 3FJDFIF1UflDEI
itb
??4
est
216
S
l.
$.1
CI;
Ill I1I
????. -
several workmen who perform analogous operations. Each workman individually repeats
the methods of the advanced worker, and then suggests possible improvements. The
conduct of this work is directed by the foremen and technologists. The individual
or crew type of passing-on of experience must primarily cover the workmen who do not
meet the output standards, showing them every cooperation in the improvement of
their qualifications and in the mastery of the advanced methods of work. In this
case the cadre workmen, who have built up an extensive production experience, play
an important role.
At many aircraft plants, advanced experience is exchanged between workmen of
different shifts. The shift foremen play a vital role here, organizing the compe-
tition and exchange of experience between the workers on adjoining shifts, elimin-
ating the factors that interfere with the attainment of high output by the workers,
and helping to uncover and utilize new reserves. Figure 63 is a record of the per-
formance of shift assignments used in organizing a competition between shifts.
The following forms of socialist competition are highly important for the in-
troduction of advanced work: organization of combined crews of workmen, foremen,
technologists and designers for solving the current and prospective production prob-
lems; strengthening the creative collaboration between the engineering-technical
workers and the production leaders; development of the movement of, inventors and
rationalizers.
The mass instruction of workmen in advanced experience is encouraged in the
method developed by Engineer F.U.Kovalev, which has found wide application in
machine-building; including the aircraft industry. This method, based on the study
and generalization of the experience of advanced workers, is composed of the fol-
lowing stages:
1. Selection of objects, i.e., of operations and methods that are most wide-
spread and contribute the greatest share to the labor cost of the
SIWT
2. Selection of advanced workmen, who perform these operations most pro-
217
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
7
1
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
ductively and whose work should be studied
3: Study, by observation, time-study, or preparation of descriptions, of the
basic features of the work of each advanced workman.
4. Selection of the optimum methods, and on their basis, design of the most
rational labor processes.
5. Compilation of description charts of the rational performance of opera-
tions.
6. Development and introduction of organizational-technical measures ensuring
the tooling and organization of the work station in accordance with the
process so developed.
7. Mass instruction of the workmen in the new methods of work.
Experience shows that Engineer Kovalev/s method should primarily be applied to
the operations of greatest labor cost and bulk. At aircraft construction enter-
prises, these will be the stamping, milling,
For a socialist competition to become a
all production units, one must pass from the
welding, and riveting-assembly work.
mass competition and to penetrate into
accomplishments of the individual
leaders of production to the mastery of their methods by the whole collectives of
sections, shops, and enterprises.
It is also important to organize the exchange of advanced experience between
plants and to send engineering-technical workers and workmen to advanced plants for
a thorough study of their favorable work experience.
The shop superintendents, foremen and crew bosses are the direct organizers
and leaders of competition at an enterprise. The organization of socialist compe-
tition and the widespread dissemination of advanced experience of work are ex-
tremely important tasks for the administration and leaders of party, communist
youth, and trade union organizations of the enterprise. The technical library plays
an important role in the dissemination of advanced experience.
218
?
?
?
Section 7. Calculation of the Cycle of Simultaneous Work of an Operator on Several
Machines (Multiple Machine Tending)
With the development of combined mechanization and automation of the labor
processes, great possibilities are offered for the application of multiple-machine
tending. This form of work is widely used in performing operations with a prolonged
machine time. Multiple-machine work is characterized by the duration and.structure
of the cycle, i.e., by the period of time during which the process of work regularly
recurs at each group of machines. Figure 64 is a graph of a cycle of multiple-
machine work, from which the following conclusions may be drawn:
The simplest form of multiple-machine work is the performance of one and the
same operation by one operator on several machines. In this case, the duration of
the cycle is
The number of machines at which an.operator can simultaneously work is calcu-
lated from the formula
Tht
tm-Fro, i-tebrEtir
In these formulas, TM is the duration of the machine-automatic elements of the
operation;
tH is the duration of the hand and machine-hand elements of the operation
that do not overlap with the machine-automatic time on a given machine;
tov is the duration of 'hand and hand-machine elements of operation, overlapping
with the machine-automatic time on a given machine;
tobs is the duration of observation on work of the machine after turning on ?
the automatic feed;
ttr is the duration of transition from machine to machine. STAT
The use of multiple-machine work is particularly complicated in multistep
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
219
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
operations, demanding repeated return of the operator to the machine in processing
one and the same part.
When operations of different structure and duration are performed on several
ch,Typeof
No.
Element
Time in Minutes
4 q 102 12
42361
Hand Time
Machine Time
Remove
pis
Insert
ilk
.
,_
42360
-
Hand Time
Machine Time
.Machine Dead T.ftem
himm
42056
Hand Time
Machine Time *
Machine Dead Timenmmma
11114
6111
42058
Hand Time
Machine Time 4peenmEsim
Machine Dead Time
,
1
11111111111111111111
MI11111111111111111
* Machine stopped only at beginning of shift
_..
Fig.64 - Graph of Cycle of Multiple-Machine Work
machines, the length of the cycle of the multiple-machine tender is determined by
the longest operation.
If the worker is performing operations of different types on several machines,
then 'multiple-machine operation is associated with the practice of several special-
ties.
Section 8. Collective Contract
A collective contract is concluded between the plant administration and the
factory-plant oommittee of the trade union, and contains the obligations of both
parties.
In capitalist enterprises, a collective contract is a means for the workers of
the given enterprise to protect their rights won from the factory owner. Here the
interests of the two sides are antagonistic.
In a socialist enterprise, both sides belong to the same class, their interests
220
are the same and are directed toward the improvement of all aspects of the activity
of the enterprise. Here the collective contract represents a bilateral agreement
and consists of the following subdivisions: obligations of the administration and
plant committee in fulfillment and overfulfillment of the State production plan in
all indices; wages and output standards; personnel training at the enterprise and
improvement of their qualifications; State and labor discipline; housing and living
conditions; labor supply and cafeteria facilities; labor protection and cultural
services.
Each of these divisions contains definite obligations, and specifies concrete
measures. The collective contract is drawn for one year and is first discussed at
general meetings of the collective.
It is necessary, in discussing a draft collective contract, to listen atten-
tively to all comments of the workmen and employees, to ensure extensive discussion
of all amendments and additions to the draft, and to use the work, on realization
of the measures prescribed by the collective contract, as the foundation of labor
union work in the enterprise.
Section 9. Discussion of Labor Disputes and Prime Functions of the Commission on
Labor Disputes
The Soviet labor legislation prescribes three procedures for settlement of
labor disputes: conciliation, administrative, and legal.
Conciliation procedure means the discussion of labor disputes in a committee
for labor disputes (IdS) of the enterprise, or its shop (conciliation). If agree-
ment is not reached in the KTS, the case may be submitted to a' court.
Administrative procedure means the discussion of labor disputes by officials
of superior agencies (superior with respect to the enterprise or institution at
which the labor dispute. originated).
Legal procedure means the consideration of labor disputes by the peop..? TWT
court and by the judicial body of appellate jurisdiction.
221
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
The KTS is organized at enterprises, and also at shops, having shop labor union
committees. The KTS is aparityagency consisting of two parties represented by
equal numbers of delegates and having equal rights: the workmen's delegation, ap-
pointed by the shop or plant committee, and the administration delegation, appointed
by the shop superintendent or the enterprise director, as the case may be. The
chairman and secretary of individual sessions of the KTS are appointed alternately
by the parties. The positions of chairman and secretary of a session may not both
be held by representatives of the same party (side). In accordance with the regu-
lations on plant and shop commissions on labor disputes, disputes on the following
questions are subject to obligatory review: transfer to other work and maintenance
of earnings in connection with that transfer; payment of a crew for unfinished
piecework or for preparation for its performance, stoppage, underfulfilIment of
standards, rejected work, overtime work, performance by one worker Of the work of a
workman of different qualifications; discharge for unfitness and for failure to per-
form duties; deductions from wages for damage caused to the enterprise; satisfac-
tion of the daily material wants of workers (failure to perform obligations under
the .collective or labor contract), and others.
? The following subjects are excluded from the competence of the KTS: cases on
discharge and reinstatement of persons exercising the right of hiring and firing;
changes In the position and personal salaries and base-pay rates; establishment or
change of the tables of organization; disputes connected with the provision of
housing space and' satisfaction Of the material wants of the workers, if the case is
not connected with obligations under the collective contract; cases pending in
court; cases on disciplinary fines, imposed 'for infraction of the rules of internal
order. The KTS is obligated to consider labor disputes within a five-day period.
222
?
CHAPTER VII
ORGANIZATION OF THE TECHNICAL STANDARDIZATION OF LABOR
AT THE AIRCRAFT CONSTRUCTION ENTERPRISE
A technically justified standardization is an exact and objective method of de-
termining the measure of labor. The basic task of the technical standardization at
an enterprise is to establish the consumption of labor time necessary for the pro-
duction of unit product or for performing a definite volume of work.
In production, technical standards are necessary in order to determine the la-
bor consumption for production of the product, to calculate the requirements of the -
enterprise for workmen, equipment and area, to eliminate lack of personal responsi-
bility for labor standards and wages. Without advanced technical standards it is
impossible to conduct a planned economy, to maintain proportionality of its parts
and to organize labor correctly at the enterprise. Technical standards encourage
the development and improvement of the technique of production, and draw the lagging
workmen up to the level of the advanced ones. The technically justified standardi-
zation of labor forms a link between technology and economics of production, and
the social and personal interests of its workers, and is an extremely important fac-
tor in improving the technique and organization of production.
An important task today is the replacement of the experience-statistical time
standards by technically justified time standards and earning standards, which most
fully reflect the accomplishments of science and technology and the advanced ex-
perience of the innovators of production.
One of the fundamental tasks of the managers of enterprises is to create the
technical and organizational conditions for all workmen to ensure fulfillme-
nyerfnlfillment of technically instified standards.
223
4.
s-ridd ?
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Section 1. Technical Standard time and Standard Output
The time in which a worker should perform the work assigned to him is called
the standard time. Consequently the standard time is a measure of labor producti-
vity. Such a standard time is calculated, with allowance for mechanization of labor
of the operator; increase in his technical and cultural level; correct structure of
the labor process; efficient organization of the work station and of its servicing.
A progressive standard is established in accordance with the concrete conditions of
each enterprise and occupies a position intermediate between the record Output of
the advanced workmen of the enterprise and the average output of the remaining
workers who meet the standard.
A technically justified standard time is established on the basis of the opera-
tion.
An operation is the part of the technological process which is performed by a
single workman or a group of workmen at a single work station and covers all the
successive actions of the workman on a part or a group of parts until change-over to
work on the next part or group of parts. An operation is characterized by constant
labor process, object of labor, and equipment.
For a rational performance of operations and for measurement of the duration of
their elements, in technical standardization, operations are broken down into the
following elements:
Processing operations into steps, passes, groups of elements, elements, and
working motions;
-Assembly, installation-adjustment, shaping and similar operations, into
elements and working motions.
A step is a part of an operation during which one and the same surface is
processed with one and the same tool, at constant operating condition of the equip-
ment. In hand work, a step is characterized by the constancy of the treated surface
or of the tool.
224
O
?
?
A pass is that part of a step during which a layer of metal is removed. A pass
consists of a group of elements, in which only a single basic (technological) machine
or mechanized element enters, together with several related auxiliary elements re-
lated to it and ensuring its performance.
The performance of an operation by a workman is composed of various purposeful
working motions Which, for convenience of standardization, are combined into an ele-
ment, and these elements are in turn combined into a group of elements.
A working motion is the simplest fundamental element of the labor process and
represents a single action of the workman (for instance "extend hand", "take work-
piece", "transport workpiece to chuck").
An operation element is a group of working notions correlated by a single pur-
pose. Elements may be primary and auxiliary. The technological purpose of a given
operation is attained by means of primary (technological) operation elements. For
instance "grind", "Countersink". Auxiliary elements ensure the performance of the
primary elements. For instance, "insert blank in Chuck", "Set cutter", "remove
cutter".
A group of operation elements is a group of elements combined into a group ac-
cording to a technological criterion. For instance, "remove machined part and in-
sert a new blank". The technological group is characterized by the strict sequence
of performance of the elements, in accordance with the technology of processing or
assembly.
The degree of breakdown of an operation into its component elements depends on
the type of production. In formulating the technological process in miss produc-
tion, an operation is broken down into elements and motions. In series production,
only the mass operations are broken dawn into elements, while the remaining opera
tions are broken down into groups of elements. In a development enterprise, a con,-
solidated standardization is used, by groups of elements or by the operation as a
SIWT
whnla Naturallv the precision a justification of the technical standards in
225
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
these types of production varies.
The working time, meaning the established duration of a working shift, is di-
vided into time for work and time for breaks.
The time for work includes the setting-up and clean-out time; the operative
time and the time of servicing the work station. The operative time in turn is cm-
posed of primary and auxiliary time. The time for breaks in work includes the breaks
for which the operator is responsible and breaks for 'which he is not responsible.
The latter includes the time for his natural needs and, in some cases, for rest.
Differentiation is made between standard piece time, standard piece-calculated
time, and standard batch time.
The standard piece time Tp defines the duration of the time to perform an oper-
ation on one piece or unit and is composed of the expenditure of primary time To1
auxiliary time Ta, service time Taerv, and the time of breaks for rest and natural
needs Treat:
Tp To Ta Tserv Treat
The primary (technological) time is the time during which the change in the
processed or assembled article, prescribed by the process chart, takes place. The
primary time may be: a) machine time, if the changes in the article prescribed by
the process chart are accomplished by a machine without participation of the work-
man; b) machine-hand time, if the change in the article is accomplished by a mech-
anism with direct participation of the operator, for instance, work on machines with
hand feed, drilling with pneumatic and electric drills; c) hand time, if the change
in the article is produced by the operator manually-, without participation of a
mechanism. The primary time in each form of work (casting, forging, machining,
fitting, welding, assembling) is calculated with consideration of the specific
features of the process of the given form of work.
Auxiliary time is time spent by the operator in performing auxiliary' operation
elements which recur with each article processed or in a definite sequence, after a
226
?
certain number of such articles. The auxiliary operation elements include the fol-
lowing: pick up part, insert part, attach part, start machine, bring tool to part
and remove it from part, stop machine, measure part, release part, remove and dis-
pose of part, switch speed or feed of machine, readjust tool. The auxiliary time
may be hand, machine-hand, and machine. In designing the technological process it
is important to minimize the time spent on auxiliary operation elements, and to
mechanize such elements.
Time of servicing the work station is the time spent by the operator in caring
for the work station, maintaining it in order and keeping it clean. This time is
divided into the time of technical servicing spent on replacing a dulled tool, ad-
justing the tool, fine resetting of the equipment during the process of work, lubri-
cating and cleaning the equipment; time of organizational maintenance, spent on dis-
tributing and cleaning the tools at the beginning and end of the shift, on in-
specting and testing the equipment, and on sweeping up the chips.
The time for natural needs is allowed in all cases of work, and time for rest
in all cases except in work with a long machine time, which may be used for rest.
The time standard per batch of parts Tbatch is established in processing parts
or units in batches, and includes the piece time per part Tp, the number of parts n4
and the setup and cleanout time Ta.c. The batch standard time is calculated by the
formula
Thatch = (Tp x n) Ts.c
The setup and cleanout time covers the preparation of the ,operator and his
work station for machining a batch of parts. It includes the time spent by the op-
erator in familiarizing himself with the assignment and technical documentation, in
receiving instructions from the shift foreman, in preparing the work station and in
setting up the equipment, and in removing the tools and attachments after comae-
. .
STAT
tion of the assignment. This time is characteristic for the production sections at
227
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
which more than one shift is worked at a work station, which is usually the case
when parts are processed in batches. The setup and cleanout time does not depend on
the size of the batch being processed, and is usually calculated in percent of the
operative time.
The calculated standard piece time T is the standard time for one part or
unit, taking account of the setup and cleanout time. This standard time is de-
termined by the formula
T = T + "v
poc p
,
where T5. is the setup-cleanout time related to a single part.
Not one of these forms of standard time includes the overlapping time, i.e.,
the time of the elements performed either during the machine time or parallel, i.e.,
simultaneously, with other operation elements. In the latter case, the standard
time will include only one, the longest, element, of the overlapping elements.
The standard output defines the amount of work in unit time and is a quantity
inversely proportional to the standard time. The standard output is usually es-
tablished for a shift, and is calculated for the operations without setup and clean-
out time by the formula N0114 = and for operations with setup and cleanout time
Tp
by the formula
Nout
Tsh
p.c
The relation between the standard time and the standard output is expressed by
the formula
100 - x
where y is the increase of the standard output in percent;
x is the decrease of the standard time in percent.
228
S.
?
4o) o
Example. The existing standard piece time for a part is 20 min. By how many
percent must the standard
duct ivity by 20%? Let us
1. On increasing the
output be increased in order to increase the labor pro-
solve this problem as follaws:.
labor productivity by 20%, the new standard time will be
20 - (20 X 0?2) = 16 min
2. With the new time standard, the output of the operator per shift will be
*480 : 16 = 30 parts.
3. By comparison with the previous standard output per shift (480 : 20 =
24 pieces), the new standard output with the new standard time is greater by
30- 24 = 6 pieces or by 6 100 = 25%.
24
Solving this example by means of the above formula we obtain the same result:
100 X 20
y = 16-457.-75 25%
The quality of the standard output largely depends on the specialization of
production and the method of standardization.
Peculiarities of the calculation of the standard piece time for fitting work.
Fitting work includes cutting, chipping, filing, scraping, thread-cutting, chamfer-
ing and removal of lugs. For these types of fitting work, the time standards are
calculated by standard Tables.
The standard Table of primary technological time for fitting work is worked
out in two stages. The first stage is the classification of the separate forms of
work and of the factors affecting the time they take. The second stage is finding
the relationship between the change in the value of a factor and the change in the
time taken by the work. For instance, the filing time for one square centimeter of
material, with the same shape of the processed surface and the same material, de-
pends on the width of the surface, the depth of the filing, and the finenes- T
-41 the
STA ?
filing. These relations are found analytically; for instance, the relation between
229
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
the time T and the width of filing W at constant depth is expressed by the formula
? r C
Wx I
where C is the depth of filing, in mm;
x is a factor depending on the conditions of the work.
This relation is established for each specific type of surface and form of ma-
terials and is expressed by a.straight line, when plotted in logarithmic coordi-
nates.
The working out of standard Tables of duration of the auxiliary operation ele-
ments of fitting work is based on the determination of the typical operation ele-
ments (pick up part, clamp it in the vise, pick up production tool, remove produc-
tion tool, release part, pick up gage, verify surface processed, remove gage, re-
move part) and the establishment of the duration of these operation elements in ac-
cordance with the influence of various factors.
As a result of the fact that fitting operations are brief and are done mainly
by hand, the standard times for fitting work in series production are found from
standard Tables, calculating the standard times not by operation elements but by
groups of operation elements, and by combining the group of auxiliary operation ele-
ments with the primary process operation elements. In percent of this operative
time, the time for servicing the work station, for rest, and for natural needs is
established.
Features of Computing Standard Piecework Time for Drilling and Riveting Work.
The process of joining individual metal parts and units of aircraft by rivets in-
eludes drilling the rivet holes, countersinking or punching the holes for the rivet
head, inserting the rivet in the hole, clamping the riveted material, and riveting.
The primary time in drilling is determined from the formula
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
-4-1r D
To= ? '
nskiks
230
?
where cr is the thickness of the drilled layer of material, in mm;
k1 is a factor characterizing the material; it is taken as 0.31 for duralumin
and steel with an ultimate strength of less than 125 kg/mm2, and 0.18 for
steel of greater ultimate strength;
D is the diameter of the drill, in mm;
n is the idling rpm of the drill;
s is the feed per revolution of the drill, in mm;
k2 is a factor allowing for a decrease in drill rpm during drilling (equal to
0.8);
k3 is a factor allowing for decrease of feed rate at various ratios between the
drill diameter and the depth of drilling, owing to inadequate removal of the
drillings and the need for removing the drill during the time of work (usu-
ally equal to 1 to 0.7).
The auxiliary time connected with drilling each hole includes the time for per-
forming a number of operation elements: positioning the drill at the point of
drilling, removing the drill from the hole, and moving the part or drill by the
rivet pitch. On the basis of the data on the primary and auxiliary times, Tables
are compiled showing the standard operative time for drilling (cf., for instance,
Table 14).
The primary time for riveting is determined in accordance with the diameter
and material of the rivets by the formula:
Ad
To .
An
where Ad is tile work of deformation necessary for clenching the rivet head, in
kg-m;
A is the work of deformation of one hammer impact, in kg-m;
d.inp
n is the number of hammer blows, in min;
231
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Table 14
Standard Tables of Operative Time in Drilling Duralumin with D-2
Pneumatic Drill with Guide Holes
Work Procedure
1. Set Drill in Hole
2. Drill
3. Remove Drill from Hole
4, Shift Drill by Pitch up to 50 mm
No.
Drill Diameter in mm
2,1 12,5-2,71 3,1 I 3,6 I 4,1 I 5,2 I 6,2 I 7,2 I 8.2
Tine for I Hole, in mm
2
3
4
5
6
7
8
9
10
11
12
13
14
15
rz.
1
2
3
4
5
6
7
8
9
10
12
14
16
18
20
0,026
0,029
0,033
0,039
0,042
0,050
0,054
0,061
0,067
0,074
0,025
0,028
0,031
0,034
0,039
0,042
0,049
0,052
0,056
0,063
0;025 0,025 0,026 0,033 0,040 0.04 0,064
0,028 0,028 0,029 0.038 0,047 0,058 0,077
0,030 0,030 0,032 0,043 0,054 0,067 0,089
0,033 0,033 0,035 0,048 0,061 0.077 0,102
0,036 0,035 0,037 0,053 0.067 0,086 0,114
0,040 0,038 0,040 0,058 0,075 0,095 0,127
0,043 0,042 0,043 0,063 0.081 0,104 0,139
0,050 0,045 0,049 0,068 0,088 0,113 0,152
0,052 0,048 0,051 0,073 0,095 0,122 0,164
0,056 0,055 0,055 0,084 0,111 0,145 0,177
0,061 0,057 0, 0,095 0,1 0.1 0,202
0,072 0,117 0,152 0,210 0,230
0,084 0,130 0,174 0,223 0,278
0,091 0,142 0,190 0,245 0,305
0,1141 0,164 0,2071 0,265 0,334
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
2
3
4
5
6
8
9
10
12
14
16
18
20
0,033
0,036
0,041
0,049
0,053
0,063
0,068
0,076
0,084
0,093
M=111.
lammiP
0,032
0,035
0,039
0,043
0,049
0,053
0.06.1
0.065
0,070
0,079
?IIMM
?????
0,031 0,031 0,033 0,041 0,050 0,061 0,080
0,035 0,035 0,036 0,048 0,059 0,073 0,096
0,038 0,038 0,040 0,054 0,068 0,084 0,111
0,041 0,041 0,044 0,060 0,07 0,096 0,128
0,045 0,044 0,047 0, 0,084 0,108 0,143
0,050 0,048 0,050 0,073 0,094 0,119 0,159
0,054 0,053 0,054 0,079 0,101 0,130 0,174
0,063 0,056 0,061 0,085 0,110 0,141 0,190
0,065 0,060 .0,064 0,091 0,119 0,153 0,205
0,070 0,069 0,069 0,105 0,139 0,181 0,221
0,076 0,071 0,083 0,119 0,163 0,208 0,252
0,090 0,146 0,190 0,263 0,287
0,105 0,163 0,218 0,279 0,348
0,114 0,178 0,238 0,306 0,381
0,143 0,205 0,250 0,332 0,418
Note. In drilling on layout, 0.01 min must be added for each hole to the time in-
dicated in the Table.
232
?
C.
Elastic Rivet Bucker
0
111
.C1 40:3
1 Crl 04
+30
co4 4-8
4
43?
0 h' C9 al
?
t 9 M -1c3 co ; A
0
+30
4' P fp " Pt') LT 1).
M /Id ih. M
0 ? 0 g 0.
;PO 00?rf 0
p grl a) +3 e0 :4;31 +3 an +3
CI) t) i) g?tn ') g
1-51 cli &r-,1 6 g M 6 6
A 4 A .:1 -1 ? A.O ot3 cr:
0
V
0
$.1
I 43
0
n4
44
0
0
>
Nrin
05
00
t-.
Co
Cr;
CO 00 423
t, 00 en
0 0. 0
O00
Cs ct 2 ccg
a
5. a
O00
vtr) tcP.ooc
Co pj Co"c3
0 0 0
O00
TeW 1 1GATII
TOO' JO IIUTUOT1TOOd
Co
VD
7.9
-4-
V")
.1019ATE JO UOT4T90?1
zona Jo edgy
233
?CN4 (.?S TAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
co3
CO co
cz;
Co eP
0 C1
c1 c.1
00
Co
O. O.
00
841.
I
S
.4
do
W4
C4
C)
id.) CO
r4
r.s
d
0) 0)
C, CO
e
0.)
t?-?
CD.
C7) Cr)
et CO
w4
O
CO14.4
CC
e
C) de
VD
do.
I
01 VS
SO t.4
CC CC
a 4
cs
1
4.913
00
X
0000
o 1-?
r4
d
Co
00
VD IN.
1.1 1.1 ,?4
ddd.
0 0
CV
?-?
CD CC
9-4
el,
i-s
CC
8
.4
8
v?-?
SO
1.1
UI
.411 eP
Cej
? CNII I
00
tz` CO
.
0- O
(cs 80.3 K3.
odd
to c., 01
CNi Co et*
odeC
gg 2 ch
C;) ...i ,-?
c... ... .
8
CC
co
e
R
CC
.-? CO
CD CO
1.4 v.
CC e
el'
CO
v.
CC
Fr2
0
odd
Co
0 ?
C) co
v.I Fil
O. O
s
w4
o.
C7)
a
odd
Co 8
S ?
.
..I
5
O
c
c,3
4-4
O
0
I-4
c:;
M
v.0 1.1
O. ?
tr3
CD
w41
d.
it)53 co 0
t.. t.... s
0 0
odd
COco a
V. w4 w4
CC CC CC
It0
odd
00 ?

It)
CC
Sc? R:
CC CC
2
e e
2
CC
Co
ts.
Osc4c;
CC
. tr)
r....
C
CCC
100)
8
In In
,.. ,-. ..
ft' odd

VD
co
000
c;
in n
Ico co

O O
Co
O
it) g

O O
s
.4 V.
O c;
s
v.*
O
co
.....
CO
?
u,.0
?.
_A
.-.
)
Cl)
CO CO
v. 144
...
_.1
. .
4)
+3
(/)
GO
v..
a
.0
CO ....1
, W
A g
+3
Cl)
COv.
v.
A
CO
v-s
A
.0
r4
e
0
4/0
GO tO
--, ..-.
a a
CO
r4
0
v
4/
Cl)
0
14
$:
114
f..1
144 .8
CR
0
?r4
Cl)
4
S-i
04
EA
4
144
$: 1
A
p ? 4 la ? ao
0T1-1111TH
CO Co 00 0) I o
CO t?????
234
?
Table 16
Time for Servicing Work Station, Rest, and Natural Needs
a)
b)
c)
d)
f)
g)
e)
h)
h)
h)
i)
1.
2.
3.
4.
5.
I. Servicing Work Station
Preparation of Rivet Gun
and Air Line for Work
Setting Tool, Adjusting and
Setting up Press and Suspensions
Familiarization with Work and
Receipt of Instructions during
the Working Day.
Procurement of Tool in Ex?
change of Dull One
Delivery of Work
Preparation of and Cleaning
out Work Station
3,0
2,0
5,0
3,0
0,70
0,46
1,14
0,70
3,0
2,0
5,0
3,0
0,70
0,47
1,17
0,70
Total
II. Breaks for Rest and
Natural Needs
13,0
30,0
3,0
7,0
13,0
38,0
3,04
8,92
Total Time for Servicing
Work Station, Rest and
Natural Needs
43,0
10,0
51,0
?12
i)
j)
1,0
0,22
3,0
0,67
2,0
0,45
3,0
0,67
3,0
0,67
12
2,68
20,0
4,4
32,0
?7
a) No.; b) Type of elements of time expenditure; c) Kind of work; d) Drilling and
riveting with rivet gun; e) Riveting and punching holes with squeezed riveters;
f) On tables and benches; g) Assemb1y jigs; h) Time; i) In min; j) In percent of
4 Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
operative time
235
STAT
STAT
?
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
k is a factor characterizing the type of support.
By means of this formula, Tables of the primary time for riveting with riveting
guns are compiled.
The auxiliary time in riveting with hand riveting guns depends mainly on the
method and form of riveting, and is also tabulated. The auxiliary time in riveting
with squeeze riveters depends on the method of setting the rivet, the method of
holding the part or unit, and its dimensions.
In standardizing the drilling and riveting of units, the operative, time is ob-
tained by multiplying the operative time for drilling one hole or riveting one rivet
by the number of rivets in the part or unit, adding to the product so obtained the
time for all auxiliary operation elements connected with the part or unit as a
whole, i.e.,
For drilling: Top = top.hole n Ira;
For riveting: Top = top.riv X n To
Table 15 gives an example of a standard Table of operative times for riveting.
The standard piece time for drilling and riveting is calculated by the for-
mula
T =T (,1 + k )
P op 100
where k is the sum of the time for servicing the work station, rest, and natural
needs, in percent of the operative time (taken from Table 16).
Section 2. Methods of Establishing Standard Time
Two methods are used to establish the standard time: total and analytical,
computational.
The total method' of standardization consists in establishing the standard time
for the operation as a whole by the experience-statistical method, on the basis of
the personal experience of the standardizer or by comparing the work being stand-
-236
?
ardized with similar work done earlier in the unit. In this method there is no
measurement, analysis nor calculation of the duration of the elements of time making
up the operation. The time standards established from statistical data are usually
too high, since they start from the level of the old technique and include all the
losses that formerly existed in the production.
Experience-statistical standards lead to the application of exaggerated tariff
categories for the work performed, to the piling up, over the base-pay rates, of
every type of invented bonus payments and correction factors, holding back the
growth of labor productivity. Such standards push production backward and do not
encourage the utilization of its reserves.
The use of experience-statistical standards and of the total method of stand-
ardization was condemned by the Central Committee of the Party even before the
December Plenum of 1935. The 19th Party Congress pointed out the necessity of rapid
transition of enterprises to technically justified standards of time and output.
In series-aircraft production the experience-statistical standards should be
replaced by technically justified standards, established by the analytical-
computational method.
This same method is applicable to aviation development work in establishing
technically justified standards for typical operations or for unified parts. In
calculating the standard times for unified parts, the standardizer first selects a
typical representative of this group, establishes the time standard for it, and
then compares each part with a typical representative and, in accordance with the
value of the deviations, corrects the standard.
The analytical computational method is a method of calculating the standard
time according to technical standard Tables, allowing for a rational organization of
labor and the work station. The prodedure in the work of establishing standard
times by the analytical computational method is as follows: ,analysis of th0 =+=uc-
ture of the operation by breaking it down into its component elements; St:01-16 the
237
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
productive possibilities and establishment of the optimum operating conditions for
'the equipment; designing the most rational execution of the operation; establishing
the time standards from its component elements.
The standard piece time is calculated by the analytical,-computational method,
using the formula:
T =T ( 1 + kl k2 k3 )
p op
100
where k1 is the ratio of the time for the technical servicing of the work station
to the operative time, in percent (most often taken in percent of the
primary time);
k2 is the ratio of the time for the organizational maintenance of the work
station to the operative time, in percent;
k3 is the ratio of the time for rest and natural needs to the operative time,
in percent.
Consider the technique of calculating the individual elements of the standard
piece time.
The primary time in work on all metal-cutting machines is calculated by the
formula
L . 1+11+12+11 h
T0? z=
son t
where L is the path traveled by the tool or workpiece in the direction of the feed,
in mm or m (depending on the kinematics of the machine);
s is the feed rate per minute, of the tool or workpiece, expressed in min or mq
i is the number of passes of the tool or workpiece for removal of the ma-
chining allowance;
is the dimension of the machined surface of the workpiece in direction of
the feed, in mm;
238
?
?
?
?
/1 is the size of cut of the tool in mm, depending on the parameter of the en-
closed cutting part of the tool, the dimensions of the surface being ma,-
chined, and the individual elements of the cutting conditions;
/2 is the overrun of the tool or workpiece in direction of the feed; this
quantity is not taken into account if the machining is done against a stop;
13 is the additional length to obtain test shavings; for machines already set
up, /3 does not enter into the standard;
n is the rpm in rotary motion, n = .v_taiX24 , or number of double strokes
Yr* d
with reciprocating motion, n =
vd.s ? 1000 in min;
2L
d is the diameter of the workpiece surface being machined, in mm;
so is the feed of the tool or workpiece per revolution or double stroke, in mm;
h is the machining allowance;
t is the depth of cut for a given pass.
The values of s and n obtained by calculation are compared with the correspond-
ing values in the rating sheet of the machine tool, and the values nearest the cal-
culated value are taken from it.
The basic components of this formula in the analytical-computational method are
taken from the drawing of the part, from the process chart, from the machine rating
sheet, and from the standard Tables of the NIAT or the enterprise for the given
form of work (Bib1.22).
The auxiliary time is calculated as follows: First, all the operation elements
are found for the operation and are divided into non-overlapping and overlapping.
The non-overlapping operation elements are reduced to groups of elements, and for
each such group the standard time is taken from the corresponding standard time
Tables for auxiliary work.
The time of organizational maintenance, the time for rest, natural neees7Tkod
the setup-cleanup time are taken from the corresponding standard Tables.
STAT
239
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
7,1
1
In mass and series production, the standard time for the mass operations de-
rived by the analytical-computational method, is refined experimentally at the tech-
nological plant laboratory or at the shop.
In this case the equipment, attachment, and tools are studied from the view-
point of economy of the cutting conditions used and possibility of reducing the
auxiliary and machine-hand time; the labor process, from the viewpoint of correct
construction of the labor operation elements and elimination of superfluous ele-
ments; the work station, from the viewpoint of its suitability for convenient, safe,
and high-productivity work. On the basis of an analysis of the existing labor con-
ditions, the standard tines are drafted with the Object of utilizing the hidden re-
serves and establishing a progressive standard time for the operation.
The systems of machining obtained by calculation and the cutting forces gen-
erated under these conditions are compared with the capabilities of the equipment,
and are then verified experimentally at the cutting laboratory or at the shop. If
the calculated cutting conditions are confined by the experience of the advanced
workers, they are not experimentally verified. The time of servicing and rest is
established from a photographic recording of the working day (shift-time study).
The standard time, refined experimentally, is better founded and more rational,
since it is based on the optimum conditions of labor organization, labor mechaniza-
tion, and organization of the work station.
Section 3. Methods of Studying the Consumption of Man-Hours by Observation
In the practice of the technical standardization of hand work and of the in-
dividual operation elements, two methods of studying the consumption of man-hours
by observation are widely used; these are the photographic time study and the stop-
watch time study. The methods may be used separately or jointly. Each of these
methods helps" to uncover and utilize the reserves of labor productivity.
The photographic time study is a method of studying, by observation and measure-
240
?
?
ment, all expenditures of working time, without exception, during a shift or during
some parts of a shift. The study is performed to ascertain the nonproductive ex-
penditures of working time and to work out organization-technical measures to elim-
inate such losses; to determine the number of workmen necessary for servicing the
units and machines; and, in the crew form of work, to establish the number of work-
men and the division of work between them; to establish the standard time tables for
the performance of the setup-cleanout and servicing work and for the regulation
breaks; to study and disseminate the experience of advanced workmen.
To obtain a photographic record of the working day, first of all the object is
selected and prepared for observation; this is followed by observation, work-up,
and analysis of the results, after which measures to improve the utilization of
working time are developed.
The selection of the object and its preparation for observation depend on the
purposes of the study. If the study has the object of defining the causes for non-
fulfillment of the standard by workmen, a workman who does not meet the standard is
selected. If the study has the object of ascertaining the loss of working time
during a shift, then sections or work stations at which the greatest such losses
have been recorded are selected. In this case, neither the workman nor his work
station are prepared, since the photographic study should reflect the pattern of
the usual work shift with all of Its favorable and unfavorable sides. If, however,
the photographic study is being made to investigate the experience, the establish-
ment of standard time tables, the organization of labor within the crew, or at the
initiative of the workman himself, then the corresponding preparation of the work- *
man and his work station are undertaken.
The preparation for observation has the object of familiarizing the time-study
man with the condition of the technique and organization of production at the work
station where the photographic study will be made. On the basis of this brM2r,g,
Allk_the_caasenrer_fills_out_the_faci_de (the title part) of the shift time study.
241
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release
S
01
0
o.)
Table 17
Plant No.
.Chart of Individual Photography of Working Day
?
Observer
Shcherbant -
.Shop NO. .
Work Shop
Observation
Sheet No.
Date
Shift
Beginning of
Observation
End of Observation
Duration of Observation
?
. 1 - .
28 October
1955
1
0700 h
1605 h 20 sec
8 hr 5 min 20 sec
. Workman '
Equipment ?
Observation
Sheet No.
Name
.
Time
Card
finmb.r
Cate-
gory
Specialty
EXpe-
rience
Type of Equipment
Inventory
NO.
Technical
Condition
. 1
Baukhina
1517
4-
Riveter
6
years
Fitter's vise
SD-8 pneumatic drill
TsIT rivet gun
256
143
12510
Excellent
Work
Tools and Equipment
Observa-Cate-
tion Sheet
NO..
-
Type of Operation
(Work)
Type and Num-
ber of Article
gory
of
Work
Number
of PartsStandara
in
Order
Establ.
in min
Output
%
Fulhamt.
of
Standard
Designation
Number,
Character-
istic
suit-
able
Rejects
1
Detail assembly of
bulkhead No.8
Detail assembly of
Bulkhead
No.2530
Bulkhead
w... aorev,
4
4
20
20
12
12
20
20
-
-
100
100
?
0
?
Organization and Servicing of Work Station
stem of Layout of Equipment, Tools, Wbrkpieces, Finished Parts Typical, Normal for Bench Assembly
aterials Handling Facilities Unnecessary
ocedure for Receipt and Delivery of Work Issued and Accepted by Foreman
ocedure for Supply of Tools, Attachments, Material and Wbrkpieces Receipt and Delivery of Tools and
Attachments are the Duty of the
Assembler-Riveter Himself; the
Workpieces are Delivered by a
Specially Assigned Helper
ocedure for Setting-Up and Fine Setting-Up of Equipment and for
ol Grinding
None
Procedure for Servicing Equipment with Minor Repairs and Lubrication By Assembler-Riveter Himself
Summary 'of Observations and Analysis of Time Balance
Category of
WorkingTime
Type of Time
EXpenditure
Index
Duration
Wten
Observed
in min.
Total
Average
Time
In % of
Obser-
vation
Stand-
ard
Time
Excess
Time
1
2
3
4
Setup and
cleanout time
Familiarization with
work and work drawing
PZ-1
Setup of equipment
,PZ-2
.
Installation and re-
naval of tool
PZ-3
.
Installation and re-
moval of attachment
PZ-4
0.33
0.33
0.33
0.07
Receipt and delivery.
PZ-5
L4.83
14.83
14.83
3.05
of tool And attach-
monts
PZ-6
PZ-7
-
-
w
H
Total
1.5.16
15.16
15.16
3.12
7.20
7.96
>.
FalMarn.....oliver,e,??????enAl te lerow
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
7.45, ret17;17.9 743........M.11.7.4777aTM-ttr.r.,....! ?
r'," ?
Fire' 44"
(cont 'd)
TImary tine
macnine imam kopaerva-
tion on untended
?
running)
0S-1
-
-
-
-
-
.
-
Machine-Hand work
05-2
215.5
215.5
215.5
44.20
-
-
Hand Work
0S-3
195.0
195.0
195.0
40.38
Total
T0
410.5
410.5
410.5
84.58
luxiliary
Install and Remove Parts
VS-1
-
-
-
-
Time
VS-2
-
VS-3
-
Total
To
,
Including Overlapping
Machine time
Pk1
Total time of operative
work
Top
410 .5
410.5
410.5
84.58
456.0
ame of ser-
ricing work
station
Disassemble and Collect
Tools, and Test Equip-
ment
00-1
-
-
-
-
?
Grease and Lubricate Eq.
00-2
-
.
-
-
-
Clean Equipment
00-3
-
-
-
-
Prepare and Clean Work-
00-4
15.09
15.09
15.09
3.12
station
00-5
-
Total time of organiza-
tional servicing of work
station
?
Torg
26.09
26.09
26.09
5.38
Exchange of dulled tool
TO-1
2.25
2.25
2.25
0.46
Fine setting-up of
equipment
tegory of
orking Time
of
ervicing
ork station
Time of,
unproductive
work
Summa
ry
TO-2
.10
of Observations and Analysis of Time Balance
?
Type of Time
Expenditure
Index
Duration in Min.
When Observed
Total
Average
Time
In % of
Dbser-
vation
Stand-
ard
Time
Excess
Time
1
2
3
4.
Sweeping up scrap
T TO-3
TO-4
MEP
????
11110
-MO
.M11.
AIM
IMP
Total time of technical
servicing of work
station
Ttech
2.25
2.25
2.25
0.46
Total time of servicing
work station
Including overlapping
machine time
Tserv
Pk2
28.34
dm?
28.34
????
28.34
5.84.
7.2
21.14
Rest and natural needs
.Trest
33.0
13.0
33.0
2.78
9.6
3.4.
Total time of produc-
tive work and rest
467
467
467
96.32
480
Going for tools and
attachments
Going for material
and workpieces
Going to foreman
Going to inspector
Correction of spoiled
work
MR-1
NR-2
NR-3
NR,-4
NR-5
_
-
_
8.0
-
_
-
-
.m.
-
_
-
MID
_
_
-
.M.
_
-
8.0
Voft
_
_
8.0
.MD
-
_
1.65
OM.
_
???
d?MID
0?111,
~
-
MEI
INN
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
^
goonaaNhOOV86,421EM
Time of
breaks not
due to
operator
,
Minor repa
operator h
Tool grind
(centralize
Work not co
assignment
Free time d
tended runr
Waiting for
Waiting for
attachments
Waiting for
and workpie
Waiting for
Waiting for
Waiting for
of equipmen
Waiting for
pair of eq
Waiting for
handling se
Stoppage du
of power
Service con
ltraprrgor.aorl...v?wettgriritIrp.t.31:141,Teritly.inVrifftial..06,?12"-cp -
Lofting and tem-
plate shop
Piece
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
.sappuelg 0001
LIT Quin ?aociin
sq-mtrent
quemaanveaw
Jo qTun
$4
0
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 : CIA-RDP81-01043R002600160003-9
1
tsok
4,
0 ? ?
O4)
HO
O TS
Reconstruction of shops
0
0
?ri
Installation of equipment
Fabrication' of assemblies
+3
co
CO
0
Cd
00
0
43
CO
???
43
0
Cl)
o"..b
2
to
0
0 0
.`,Di
rai
00
oe--%
co
Aircraft assembly
C
to
o
4
403-
A
(NI
Fig.96 - Directive
?
sk
In the preparation of the graph, the date fixed for the output of the type
series of the aircraft is taken as the starting point. For instance, let the dead-
line for the delivery of the first machine to the airfield be 1 November. The cycle
of the final aircraft assembly shop is 30 days. In that case, the aircraft assembly
must begin on 1 October. By this time, the fuselage must have been delivered to the
first stand in the final assembly shop. If the fuselage assembly cycle is al-
so 30 days, then the beginning of its assembly will be 1 September. Knowing the
labor cost of the work of fabricating the tooling for the fuselage, and the number
of workmen that can be assigned by the tool building shop to fabricate the tooling
of the fuselage shop, calculation will show that, with this number of workmen, the
tooling for the fuselage can be ready, let us say, within two months. Consequently,
the work of fabricating the tooling for the fuselage must begin not later
than 1 July. This type of consolidated calculation is performed for all assemblies.
The directive graph is based on calculations of the throughput capacity of the aux-
iliary shops, and is reinforced by the plan of organizational-technical measures.
The graph envisages the performance of all work on preparation of production by the
parallel and sequence-parallel methods.
The directive graph of the technological preparation of production is signed
by the chief engineer and the director of the series enterprise and, after approval,
becomes binding on the workers of the enterprise.
The working plan-graph of a department or service is a detailed and refined
version of the directive graph. It contains schedules of the tooling, calculations
of the throughput capacities of the shops of production preparation,working graphs-
of the production preparation with respect to each assembly, and a plan of organiza-
tional technical measures ensuring fulfillment of the working plan.
The tooling schedule includes for each assembly a list of the tooling, its
quantity, the deadlines and order of priority of its fabrication, and its STAT. cost
in standard-hours.
409
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
'11
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
The calculation of the throughput of the shops whose duty is the preparation
for production must confirm the possibility of performing the forthcoming volume of
work in the periods indicated by the directive graph.
The working graph of production preparation indicates, starting from the dead-
lines of the directive graph, a schedule and the dates for the performance of the
work on designing of the processes and tooling, production of the tools and intro-
duction into the main shops.
On the basis of the graphic plan approved by the chief engineer, the technolog-
ical and design departments and auxiliary shops draw up their monthly operative
plans.
The monthly plan of a department (or shop) is an expanded schedule of the work
to be done in the planned month, allowing for the socialist obligations accepted and
the plan-fulfillment results of the past month, and also including the extracurric-
ular work resulting from process changes and spoilage in work.
On the basis of the monthly plan of the department, the managers of the tech-
nological bureaus and design groups issue individual monthly plans co the assigned
personnel, allowing for the volume of work to be done by the given worker, his
qualifications, and the productivity of his work.
Operative records and dispatching are necessary for checking on the course of
the combined tooling-up for the units and assemblies of the aircraft. The operative
record is based on the parts-tooling charts and of the graphs prepared for each unit
of the aircraft. This graph indicates the parts of the units, and the tooling
necessary for its fabrication. The basis for inclusion of a given item of tooling
in the graph is an order for that item. The tool-building shops report daily on the
delivery of finished products, supplying the bureau of production planning of the
chief technologist with summary reports on the tooling delivered by the main shop,
indicating the numbers of the delivery invoices. The data from the reports are
transferred daily to the roduct-list graphs of the tooling of the technological
410
07)
dotIoNaom
BuTpuTa0 Toot', reaqueo
.1???????
qT.10 Tool 'sawn
BOO, ossgoand
Jo uomsThboy uo dnoaD
uo Tqsaado Tooy uo dnoaD
geTTd Ty0 TifotoutloGI
uo.p.smoq,ny pus uoT4
-szTusqoaki Jo nseang
211T100I sTr Sigmaggy Jo dogs
dnoaD
2uT4unoopy pus 2uTuund
mama uilTsea 2uTioo/
Naom 2uT44Td Atcprossy
Jo nseang Texpoiougosa,
Naom 2u-peATE STqmassy
Jo nseang 1eoT2oTougoey
quemqasdea ituTPTTnff Tooy
cinoaD
2up.unoopy pus 2uTuusTa
nseang u2Tesia 2unooy
Naom IluTpTam pus
IluT44Ta Jo nsaang TvoTugooI
NaomItqmossy ouplosw
Jo nseana reoTBoTougoay
Sao.;
Iso.poioution,
dogs IsquemTaadxa
dogs
ovadmaj, pus 2uT3pn
dogs 2uTTooI podmvis
dnoaD
2uTqmno3oy pue 2uTuusia
tresana u2Tsaa fluTiooy
Naom fluTdms49 pus 2uTveoT
-qsd Jo nseang TsoT2oTougoo
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
411
&Iwo ,
uo.p.szTpas
-pusw
dnoaD 2uTuund
TeoT20ToutIon
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
units. These graphs will permit making a daily record of the orders arriving and
filled and of the completeness of the sets of tooling for producing each unit of the
aircraft.
The dispatcherizing of the technological work by methods of organization does
not differ in principle from the dispatcherizing of the work in the primary produc-
ing shops. The dispatcher currently controls the course of the work on the basis of
the-monthly plan of preparing for production, and of the graphs for the various
units.
Section 14. Organizational Structure and Functions of the Chief Technologist's
Office
The chief technologist plays the leading role in the technological preparation
for production and handles this work in close contact with the chief metallurgist,
the power superintendent, the chief machinist, and the chief inspector. The chief
technologist is responsible for the technological preparation for production; gives
the shops the directives to be followed in working out the manufacturing processes
and in using new techniques; coordinates the amount, deadlines, set completeness and
priorities of the tooling for the processes; decides the question of the distribu-
tion of work between the shops that will ensure identity of the processes, tooling,
and standards for analogous work.
Depending on the scale of the enterprise, the technological office has various
organizational structures. Figure 97 gives the structure of the chief technol-
ogist's office of a typical aircraft construction enterprise.
In enterprises that produce light aircraft and do less work on the technolog-
ical preparation of production, the chief technologist's office has fewer units
which are under the direct supervision of the chief technologist. For instance all
the'technOlogical,groups are combined into a technological department. All the
designing groups are combined into the department of tooling design.
producing medium and heavy aircraft where the
412
Declassified in Part - Sanitized Copy Approved for Release
?
amount of work involved in the technological preparation for production is very
great, this work is done in three large combined departments: cold-stamping (0KhSH),
machining, assembling and welding work (OMO), assembly riveting and assembly-fitting
work (OSKMR).
Each department is organized on the closed principle and combines the techno-
logical and designing offices and shops fabricating the tooling. Such a structure
of the organization operates mainly to relieve the chief technologist of some of his
workload and, at the same time, concentrates all the work on planning the manufac-
turing process and tooling, its fabrication and introduction into production, in the
hands of the departmental superintendent.
The superintendent of each department is in charge, with respect to methods, of
the technological bureaus of the corresponding primary shops. The chief of the
department is responsible for the quality and timeliness of the technological tool-
ing of these shops, controls the condition of technological discipline there, and
establishes a schedule of the tooling fabricated by the tool shops and tool-
maintenance workshop of the main shop. In connection with the great importance of
a centralized decision on questions of interchangeability of aircraft assemblies,
the questions of intrashop and intershop interchangeability of aircraft are handled
at aircraft construction enterprises by the bureau of interchangeability and the
interchangeability laboratory, while the designing of master and assembly-jig tool-
ing is handled by the design bureau. Both bureaus and laboratories of interchange-
ability are integrated in the department of assembly riveting and assembly fitting
work.
Let us consider the functions of the bureaus and department's directly subordi-
nate to the chief technologist.
The bureau of production planning (BPPP) has the function of operative plan-
ning, recording, and controlling the work on the technical preparation of --T--'uc-
SAT
tion, performed by the departments and shops of the chief technologists. This bureau
50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
413
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 : CIA-RDP81-01043R002600160003-9
contains two groups: the technological planning group which makes up the directive
graph, establishes the type and product list of the work of each shop, defines the
priority of fabrication of tooling, and prepares the technological planning charts;
and the group of material standardization which sets up limits on the applicability
of materials and general and plantwide requisitions of materials, and keeps a log by
shops of the material consumption standards.
The planning and dispatcher bureau prepares the monthly assignments for the
departments of the chief technologist,and conducts the check-up, recordingvand
control on their fulfillment.
The tool department plans the acquisition and production of the standardized
and special cutting, measuring, fitting, and auxiliary tools required by the enter-
prise; secures the supply of the enterprise with all forms of purchased tools; cal-
culates and regulates the inventory of tools at the enterprise; organizes technical
supervision of the operation of standardized and specialized tools; establishes shop
limits for them and controls the fulfillment of these limits; and organizes the
centralized grinding and rebuilding of tools. The chief of the tool department has
direct authority over the staff of the tool department, the central tool crib, the
central or interdepartmental tool-grinding workshops, the abrasive and tool-
rebuilding workshops.
The planning, fabriCation, and supply of the shops with special tooling (dies,
chills, jigs) is the duty of the departments of cold-stamping, machining-assembly
and welding work, assembly-riveting, and assembly-fitting work.
The experimental shop and the technological laboratory of the chief technolo-
gist work on the development and introduction into production of improved methods
of processing and assembly, testing of new methods of tool and tooling fabrication,
testing and introduction Of high-speed and power cutting systems, and organizing of
the technical propaganda for introduCtion of progressive technology and the advanced
experience of production innovators.
414
? 9
The bureau of mechanization and automation works on the mechanization of labor-
consuming and heavy work, develops the automation of mass operations, directs the
mechanization and automation of inspection processes, and occupies itself with the
introduction of intershop and intrashop mechanized transport.
The principal functions of the chief metallurgist are analogous to the functions
of the chief technologist and extend to the casting-forging and heat-treating shops,
the metal-coating shop and the nonmetallic-coating shop.
In addition to the questions of the technological preparation of series produc-
tion, the staff of the chief technologist, or a special department of reconstruc-
tion, works on questions of the reconstruction of production and of designing the
shops in connection with the expansion of the production scale or of radical im-
provement in technique.
The work in the departments of the chief technologist and chief metallurgist
are organized on the basis of division of labor and specialization of the workers.
This increases the productivity of their labor.
Section 15. Prime and Secondary Enterprises and the Forms of Their Cooperation
In orgahizing the production of aircraft of a single model at several enter-
prises, the most advanced of these enterprises is designated as the prime enterprise
while the remaining ones are secondary, i.e., enterprises which perform the technol-
ogical preparation for production according to the technical documentation and
instructions of the prime enterprise.
There are two basic forms of interrelation and organization of the joint work
-
of prime and secondary enterprises.
In one of these forms, the prime enterprise completely performs the technol-
ogical preparation of its own production and, in addition, provides the secondary'
enterprises with sets of the series drawings and technical documentation of
STAT
article; sets of duplicate theoretical and design loftings, of the master templates
415
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
for the contours, and of the templates fabricated from the master parts; a set of
technological documentation and drawings for the tooling, and a set of master tool-
ing, securing interchangeability of the articles between individual plants. Besides
this, the prime enterprise is charged with the finalizing and delivery to the sec-
ondary enterprises of all changes in the drawings and technological documentation,
as well as with instruction and transfer of experience on technical questions of
manufacturing the new aircraft. The changes made in the series drawings and the
technical documentation of the article, regardless of the point of origin of these
changes, are finalized.only at the prime enterprise.
The secondary enterprise produces a single-type product from the technological
documentation of the prime enterprise, allowing for the features and programs of its
own enterprise. The shops of production preparation at the secondary enterprise
prepare templates (except for the templates of the basic cross sections and the
master template of contour control), part of the master tooling, and all of the re-
maining tooling.
In this form of interrelation of the prime and secondary enterprise, the prime
enterprise is overloaded, a superfluous volume of work is artificially produced
there, while the initiative of the secondary enterprise is fettered and its capaci-
ties often incompletely utilized. Such an 'uneconomic form of connection between the
prime and secondary enterprise prevents full utilization-of all advantages of spe-
cialization and cooperation of production.
In the other form Of interrelation in question, the total volume of work on
the technological preparation of production is distributed between the cooperating
prime and secondary- enterprises, taking account of the economic utilization of ca-
pacities and of the advanced experience of each enterprise. The work of the coop-
erating enterprises is broken down into two stages.
During the first stage, the directive technology is worked out. For this pur-
pose, a combined team of technologists and designers of all cooperating enterprises
416
? 9
and representatives of the development design bureau is organized at the prime en-
terprise. The guiding nucleus of the team is formed by the chief technologist of
the cooperating enterprises and the senior representative of the development design
office, who jointly plan and approve the initial formulations for each document of
the flow sheet. In addition, the combined team plots a summary graph of the tech-
nological preparation and tooling for each enterprise, starting from the assigned
deadlines; establishes the form of specialization of each enterprise in the design-
ing and fabrication of definite forms of tooling, taking account of the personnel
and capacity of the auxiliary shops of the cooperating enterprises; plans, for each
type of work, the products list and the quantity of tooling to be produced, the
specifications of its fabrication and the enterprise that is to produce this tool-
ing. Each cooperating enterprise is to produce, for the parts list assigned to it,
the dies, jigs, attachments, tools, and parts for the first series of aircraft for
all the remaining enterprises, in accordance with the unified specifications of the
crew and on the basis of the deadline indicated in the graph.
The work of the combined team ends with the development of the materials of the
directive technology. Then the second stage begins, which constitutes the planning
of the working technology. This work is done independently by each enterprise,
guided by the data of the directive technology and the unitary graph of production
tooling; At this stage, the prime enterprise coordinates the work of the enter-
prises and exercises operative control of their fulfillment of the graph.
This form of specialization and cooperation is highly effective. As shown by
experience, this allows a change-over from the production of one aircraft to the
production of another, without lowering the output rates, and permits a considerable
reduction in the labor cost and a noticeable shortening of the cycle of complete
mastery of the production of the new aircraft. Cooperation and specialization of
the enterprises allows complete tool-up of the fabricating and processing shonnA- Tby
ST
the beginning of putting a new aircraft into production. It is also expedient to
417
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
specialize the enterprises, one for the manufacture of aircraft instruments, another
for the manufacture of ground equipment, etc., for all of the cooperating enter-
prises.
This form of specialization and cooperation allows the organization of a single
system of technological preparation of production at all enterprises, and permits a
fuller dissemination of advanced experience of each enterprise to all the others.
418
?
CHAPTER XI
ORGANIZATION OF THE DRAFTING AND LOFTING4E4PLATE SYSTEM
The basic technical documents for the aircraft are the drawings, loftings, and
templates, the specifications for the aircraft and its parts, the schedules of
standard parts, the list of drawings by groups, and the list of schedules for the
aircraft as a whole, the general technical specifications (TU), the productive in-
structions and process charts, the specifications of materials and the technical
410 description of the aircraft. To provide for order in the reproduction of the tech-
nical documentation and in the fabrication of templates, for proper storage, utili-
zation, and replacement of this technical documentation at enterprises, a central
technical file (for drawings), and a lofting-template shop are organized at the en-
terprises.
Organization of the Technical Documentation File
A central technical file (TsTA), with branches in the shops and several depart-
ments, is organized within the development design office of a development enterprise
or the series design department of a series enterprise. The central technical file
department is charged with the following functions:
1) Receipt, registration, storage, issue, and recording of the movement of
drawings and other technical documents;
STAT
2) Providing the secondary enterprises, shops, departments, and other sib-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
419
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
scribers with the necessary number of copies of drawings and other technical
documents;
3) Withdrawal of canceled drawings and other technical documents and replace-
ment of worn documents;
4) Supervision of the organization of correct storage, recording, and issue
of drawings at the file departments of shops and departments.
All original drawings for the basic article, and the copies serving as origi-
nals, must be stored at the central technical files.
The equipment of the room and the procedure for maintenance of the technical
files, the rights and duties of the file clerks, the procedure for acceptance and
issuance of documents, the rules and periods for their storage are defined by spe-
cial instructions.
Section 1. Categories of Drawings and Their Classification
The drawings of articles for the main production are divided into three prin-
cipal categories:
1) Design drawings (theoretical, matching, and layout). These give the overall
view of the article and its parts. These drawings provide a general idea as to the
structure, operating principle, and dimensions of the article being designed and
contain the necessary data for preparation of the working drawings.
2) Mockup drawings. These drawings contain the data necessary for the manufac-
ture of mockups of the article, its parts, and equipment.
3) Production drawings. These contain all data necessary for the manufacture
of the basic article. Production drawings are subdivided into drawings of the de-
velopment production, drawings of the type series, drawings of series production,
and repair drawings.
sAccording to the purpose and character of utilization, drawings are divided
into:
420
? ?
Os
1) Originals, which are drawings made with pencil or india ink on any material
and serving for the preparation of duplicate original drawings;
2) Duplicate originals, consisting of the principal drawing of the part, unit,
assembly, or article, with all signatures and finalized on a material such that
copies can be made by blueprinting, photostating, or other methods;
3) Duplicates, which are copies of the duplicate originals, made on transparent
material (in exchange for worn drawings);
4) Copies, which are blueprints or photostats of the duplicate original draw-
ings.
The technical documents for an article of a development or series enterprise
must be in complete sets. The composition of a set of technical documents is pre-
scribed by Standard MAP-AN 1237.
Section 2. Finalizing. Recording. and Issuing of Duplicate Originals and Copies
of Drawings
Finalizing. Recording. and Issuing of Duplicate Originals. The central techni-
cal files accept and store only finalized documentation. On receipt of duplicate
originals for, storage at the central technical files, the completeness of the docu-
mentation set is checked, as well as the presence of all notations; the signatures
are verified, and the suitability of the duplicate originals for production of clear
copies is checked. The accepted duplicate original drawings are registered, in com-
plete sets for a unit, in the inventory log; an inventory number is assigned to each
drawing, a record card is started for it, the number of copies to be made from the
tracing paper is established, and the number of the order is entered on the tracing.
Drawings for an aircraft are compiled into design groups at the central technical
files room. A schedule of drawings of the parts and units in the group is made up
for each group. The duplicate originals of the drawings and other technical docu-
ments are issued only for reproduction, entry of changes, and re-issue. Dup1STAT:
originals for making copies are issued on requisition by the central technical files
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
421
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
room, while duplicates for entry of changes are issued on requisition and schedule
of the department that originally issued the drawing. The central technical files
of the development enterprise delivers the development drawings for the aircraft
going into series production to the central technical drawings files of the series-
design department of the series enterprise, where the drawings are stored according
to the same design groups as at the development design office.
Duplication, Storage, and Recording of Copies. The overlay of the drawing,
with the order number noted on it, is delivered by the central technical files to
the blueprint room for making copies (blueprints). On the copies, the central tech-
nical files enter the number of the set and stamp the purpose of the copy ("replace-
ment of worn-out copy", "reference", "standard", "not recorded").
The central technical files store the file copies, control copies, and library
copies of the drawings and other technical documents.
The file copy fixes the state of the design at the time of its approval. No
changes are made in the file copy, and this copy is not released from the files.
The control copy serves to verify the drawings, and all changes are entered in
It at the same time they are entered in the duplicate original.
The library copy of the drawing is issued from the files for a definite period
for service use and must be returned without fail to the files at the end of that
period.
The copies are stored in the files in the form of individual drawings and doc-
uments and in the form of albums, made up into sets by articles or according to some
other principle.
..The copies are recorded in the drawing-record card file.
The control copies are issued from the central technical file rooms on written
disposition of the chief of the department that originally issued the technical doc-
ument, and only for entry of changes or for corrections.
The library copies are issued against requisition signed by the borrower. A
422
?
?
record card is kept for each drawing to record the library copies. When the borrow-
er returns the library copy, a note of its return is made on the card, and the
requisition is returned or destroyed.
Section 3. Receipt, Recording. Finalizing, and Issuing of Copies of Drawings in
the Files of Shops and Departments
A technical drawing file (VYCh) is organized in each shop. The technical files
of the shop have the functions of receiving, storing, recording, issuing, and re-
calling drawings. Drawings reach the shop through its technical files.
The issue of copies from the central technical files to the shop files is made
on the basis of a distribution list. The numbers of the requester shops are taken
from the shop distribution list of the department of the chief technologist. A
schedule of the remaining permanent requesters and the number of blueprints to be
issued to them is established on a list approved by the chief engineer. Copies are
issued from the central technical files to an authorized person, the file clerk of
the shop or department. The copies of the drawing bear the number of the shop or
department to which they are issued.
On receipt of copies from the central technical files, the file clerk checks
their numbers, quantity, and quality, and also inspects the copies for presence of
the number of the shop or department to which they are issued. The copies received
are registered by the file clerk in the shop inventory log of drawings. Each copy
is given a number which is entered on the back of the copy. For each number of the
drawing (but not of the copy), a record card showing the movement of the drawings is
made out. Besides drawings, the technical files of the shop also receive the
drawing-modification sheets and the drawing-refinement sheets from the central tech-
nical files.
The issue of drawings and other technical documents to the workstations is
? STAT
carried out by the shop files after the chief of the technological bureau has famil-
423
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 : CIA-RDP81-01043R002600160003-9
iarized himself with this documentation. Technical documentation may be issued from
the file room on personal account, on requisitions, or on stubs.
Personal accounts of a library system of utilizing drawings are kept for de-
signers, technologists, standards men, dispatchers, and other technical personnel
who continually make use of drawings. A personal account is opened on the authoriza-
tion of the superintendent of the shop or department.
In the system of issuing drawings on work orders (or work cards) the planner of
\Al
Fig.98 - Blank Drawing for Standardized and Typical Tooling
? -the shop, on the basis of a work order, writes out a request for the drawing from
the technical files of the shop. The request and work order are delivered by the
planner to the technical file room of the shop to select the copies of the drawing.
The clerk of the technical files of the shop, on selecting the copies, notes the
issue of the drawings to the workman in the card index, records the numbers of the
selected drawings in the requisition, and enters on the work order "with drawings".
The work order with the drawings from the shop technical files is issued to the
4244.
planner against his receipt on the requisition, which is kept in the file room. On
return of the drawings to the files, the work order and requisition are stamped
"drawings returned". Without this note, the work order is not accepted for payment.
If the drawings are issued against stubs, then a board is kept in the technical
file room of the shop, provided with hooks for the stubs and numbers. The numbers
are based on the number of workers. For each number, several snbs are prepared,
usually frdm two to five. A list of workers who have received stubs entitling them
to the drawings is drawn up in the shop. For each drawing or set of specifications
issued, one stub is hung on its number on the board. When the drawing is returned,
the stub is returned to the workman.
Organization Features of the Technical Files at the Department of the Chief
Technologist. Drawings of articles and technological documentation are kept in the
technical files of the department of the chief technologist. The file clerks of the
department of the chief technologist have the duty to register, record, reproduce, .
and issue technological documentation to the shops and to certain departments.
The process chart or flow sheet, finalized by the shops on tracing paper, is
delivered to the technological file room. Here, for each shop, a special book for
registration of the flow sheets is kept. On registration of the flow sheet, the
number of the drawing of that part or unit for which it was made up is assigned to
it. The tracing of the flow sheet is then delivered by the file room to the blue-
print shop for reproduction. After return of the tracing and its copies from the
blueprint shops to the file room of the department of the chief technologist, a
record card is made out for the flow sheet, indicating the movement of each copy of
the blueprint. The number of the blueprint indicates to whom it may be issued. The
printed blueprints of the flow sheets are forwarded by the file room according to
purpose, against receipt on the record card, while the tracings are retained in the
file room. The record cards are arranged in the card index of the file room hv di-
STAT
visions: drawings of primary article, flow sheets, drawings of tooling, and of
425
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
tools.
Section 4. Methods of Reproduciqg Technical Documentation
Technical documentation may be reproduced by the methods of blueprinting,
photography, photostating, pencil tracing on parchment, followed by reproduction on
diazo tracing papet, printing, and utilization of prepared blank drawings.
Photography and photostating have the advantage over other methods 'of copying
of being free from the errors possible in tracings, and of accelerating the process
of making copies. Photostating likewise preserves the scale of the original.
To finalize a drawing for unified parts and tools, the use of blank drawings
is recommenled, in which the graphic part, the text and the stamp in the corner, are
first made by a typographic or hectographic method (Fig.98). The blank dimensions
in the blank drawing are entered by the designer when he designs the tooling.
For standard parts, albums of ready-made drawings should be used.
ORGANIZATION OF THE LOFT-TEMPLATE SHOP
Section 5. Purpose. Composition. and Functions of the Shop
In aircraft building, the drafting organization is supplemented by a loft-
template organization which is of extreme importance in ensuring interchangeability
of aircraft elements and to minimize the matching and fitting work. The loft-
template organization is handled by the loft-template shop whose primary task is the
loft-fitting of the aircraft and the supply of templates, form-blocks, sand molds,
and other loft-template tooling to the shops, In a loft-template shop, the tracing
of the theoretical and design-lofts of the assemblies and units of the aircraft is
dope; templates are prepa'red which are supplied to the productive shops; theoretical
and design loftings, master and standard templates are stored; standards of the
surfaces and complex blocks are traced; changes are made in the loftings, templates,
426
4,.))
and reference surfaces.
To do this work, the following departments are organized in the shop: lofting,
411 template, and central template stockroom.
The lofting department consists of lofting groups, groups of matching and con-
trol of changes, technical documentation files, and a stockroom for design loftings.
The lofting groups are specialized by assemblies of the aircraft, and consists of
the designer-lofters and fitters and layout man and do the following work:
1) Trace the theoretical and design loftings and lay out the master contour
templates, the surface plaster blocks and standards, enter the required
changes, and keep the theoretical and design loftings;
2) Refine and agree with the template office on the number and list of tem-
plates, make out and standardize the assignments for their production, issue
instructions on changes in the templates, perform the final acceptance of
sets of templates in the fitting workshop after their acceptance by the BTsK;
",3) Consult the shops and discuss their claims in connection with the utilize-
tion of lofting-template tooling.
Each group handles all questions connected with the tracing of the loft for a
definite asseMbly.
The template department consists of a template-making bureau, manufacturing,
and fitting workshops for the fabrication of templates, and a photographic workshop.
The template bureau determines the list and number of templates and follows up
the modification and replacement of templates.
The production workshop performs the rational layout of the blank templates and
the control prints; adjusts (corrects) the templates; does the welding, coppersmith-
ing, and painting of the template for all departments of the shop.
The fitting workshops specialize in the fabrication of templates for definite
assemblies.
STAT
The photographic workshop does the work of preparing the blank templates, the
nprlassified in Part - Sanitized Copy Approved for Release a 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
427
STAT
1
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
blueprinting of the prints from the design loftings for the production of templates
and for the definitive finalizing of the photoprints. If there is an offset ma-
chine, the photographic workshop uses it for printing the lofting layouts with the
design layouts for the manufacture of the templates.
At some plants, the template department includes a sand mold and a wooden fix-
ture workshop. At other plants this workshop is an independent department.
The central template store is subordinate to the production-dispatcher bureau
of the shop and includes a group for storage and recording of the templates, con-
sisting of stockroom clerks and set makers assigned to specific assemblies of the
aircraft, and a shipping department, consisting of a dispatcher and helpers at his
disposition, to deliver the templates assigned to the consumer shops.
The group of storage and record accepts the templates from the departments of
the lofting-template shop and issues templates for their use, arranges and stores
the basic and master templates and the master parts, makes up sets of the working
and jig templates and delivers them to the shop shipping department, and records the
presence and movements of the templates.
The shipping department of the template shop sends the finished templates to
all shops of the enterprise and receives from them standard reference parts and
templates to be modified or cancelled.
Section 6. Fabrication of Loftings and Templates
A schedule Of the lofts for the aircraft is planned by the loft department, in -
agreement with the series-design department and the department of the chief tech -
nolOgist. Based on the directive graph, the productive-dispatcher bureau of the
lofting-template shop prepares a graph for priority and deadlines of the laying out
of the loftings for the aircraft assemblies.
For tracing of each lofting, the chief of the lofting department makes out A
rating plate. The rating sheet At the same time, represents a technical document
428
-
and a record, indicating the characteristics and sketch of the lofting, together
with the names of the draftsmen, the staff members tracing the lofting, and the in-
spector accepting it. Any mismatch and errors in the drawings found on the tracing
of the lofting are entered in the coordination log and are settled with the series-
design department and the development design office, where a change sheet is made
out for each change, to be used as basis for making later changes in the lofting.
After the lofting has been traced and approved, its rating sheet is delivered to the
shop inspection bureau for storage, while the face card of the rating plate is de-
livered to the technologist for entering the performance of the work by the oper-
ators and their pay.
The theoretical loftings are kept in the loft department, while the design
" loftings are kept in the stockroom department. Loftings made of "Vinyprose" are
stored in a horizontal position, while those made of metal are stored in a vertical
position. For each lofting, the stockroom department makes out a record card enter-
ing on it the place of storage of the lofting.
Further refinement of the loftings and templates is unavoidable during the pro-
duction of a new aircraft. The jointing (mutual matching) of the loftings and tem-
plates, as well as their verification, is handled by the group concerned with these
matches and is performed by the most experienced designers and lofters. All mis-
matches found in production are registered in a special mismatch log, stating the
measures adopted.
In order to determine the number of templates to be prepared, the technologist
in each consumer shop sets up a schedule of templates for each design unit.
The template schedule contains a list of all templates necessary for producing
the design unit of the article, as well as the specifications for the preparation of
the templates.
The specifications contain data as to the requirements made on the temnlates
STAT
by the manufacturing process, as to the number of guide holes for fixing the posi-
429
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 : CIA-RDP81-01043R002600160003-9
it
tion of the parts during their manufacture, as to the number of tool holes for at-
taching the workpieces to the dies.
The technologists of the department of assembly-riveting work enter the guide-
hole data in the specifications, giving the holes by which the part or unit is fixed
in the assembly jig, as well as data on the assembly holes for attaching the parts
in the assembly without a jig, and on the guide holes used for drilling rivet holes
in the parts.
To indicate the order of the arrangement of all holes on a template, a set of
blueprints of the design drawings of the aircraft is annexed to the template sched-
ule. On this so-called unrecorded set of blueprints of the assembly and detail
drawings, the technologist indicates the position of the holes in colored pencil.
The template schedule, in two copies, with the annexed diagram of the position
of the holes is delivered to the lofting-template .shop. Here the schedule is en-
tered in the registration log of template schedules, and the technologist and de-
signer then check the production list of the ordered templates and register them on
record cards for template tooling of the part. On the basis of the template sched-
ule, the technologist of the lofting-template shop works out the process of manu-
facturihithe templates and finalizes it in the shape of an assignment for the fab-
rication of a set of templates for the design part. At the same time, the technol-
ogist makes out a requisition for procurement and return of the templates necessary
for the jointing and matching of the templates being prepared. In cases where ad-
ditional work must be done on the loftings to execute the order for the templates,
the technologist gives the instructioni to do that work to the chief of the lofting
group. After completion of the lofting work, the technologist delivers all docu-
mentation on production of the templates to the production-dispatcher bureau. At
the dispatcher bureau, the deadlines are determined and the operators for the as-
signment are indicated, after which the documentation is turned over to the planner-
recorder who registers the assignment in the record for the assignments put into
430
?
process, and enters it in the plan graph. In accordance with the assignment, the
work-order clerk makes out the work orders for the workman and the requisitions for
materials. The assignment, work orders, and requisitions for materials are deliv-
ered by the work-order clerk to the preparer of the workshop, against his signing
the record log for work issued. Simultaneously with the issue to the production
group of the documentation for the production of the templates, the number and date
of issue of the assignment for making the templates are noted in the template sched-
ule against each item. This indicates which templates are in process and which have
already been made.
The foreman of the section, on the basis of the plan-graph of work, makes up an
assignment for each shift indicating which template must be produced by what workman
in a given shift. On the basis of the shift assignment and the work orders, the
preparer of the section receives the material from the stockroom and issues it to
the production group which cuts out the blanks for the templates to the dimensions
indicated by the technologist in the assignment. The set of workpieces accepted by
411 the inspector of the shop inspection bureau is delivered by the preparer of the fab-
ricating workshop, against receipt on the shift assignment, to the preparer of the
photographic workshop. The latter, on the basis of the shift assignment, receives
the necessary design loftings from the stockroom and, after making prints of them,
returns the lofting to the store.
The preparer of the fitting workshop, after receiving a set of workpieces from
the stockrooms, their photoprints, and the templates necessary for matching and
jointing, reports to the foreman that the set is ready. The set is then entered by
the planner in the shift assignment of the workshop, indicating the fitter that 3.5
to do the work and the templates he is to fabricate.
The templates are accepted by the inspector only in a set for the unit. Final
acceptance of the set of templates is done by the leader of the team of thenA:.?.ring
group. A rating sheet is finalized for the complicated templates. The newly pro-
431
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
duced.and accepted templates, together with the templates taken for matching, are
delivered by the preparer of the fitting workshop to the template stockroom where
the set-man of the stockrooms receipts for them on the shift assignment of the work-
shop. After this, the finalized workmen's charts and shift assignment are delivered
to the planner-recorder for noting their fabrication in the template schedule and
for noting the fulfillment of the assignment in the record log of assignments. The
sheet* with the shift assignment and work order is then delivered by the planner to
the accounting office for payment.
Section 7. Organization of the Work of the Template Stockroom
The templates accepted from the preparer of the fitter workshop are entered by
the set-man of the store in the template inventory book kept for each assembly.
For each template arriving in the template stockroom, a record card is kept.
Table 31
Category
No.
Type of Category
Approximate Dimensions,
in mm
Method of Storage
1
Small template
Up to 300 * 150
Racks with boxes for tem,-
plates
2
Medium templates
Up to 1500 x 500
Racks with hooks for tem-
plates
3
Long templates
Up to 3000" 700
Racks with horizontal
shelves for.3 - 5 templates
4
Large templates
Over 3000 x 700 .
Special racks
1.
5.
Round templates
1000 x 1000 or more
Special racks
All the templates are sorted by the stockroom into those remaining at the stockroom
(master and basic) and those to be delivered to the consumer shops (working and
jig).
The master and basic tem
are grouped by design groups, overall dimen-
432-
? 41
sions, and place of storage. The number indicating the place of storage is punched
on the template and indicated in the record card. The master and basic templates
are stored in the stockroom by assemblies and, within the limits of the group of
templates for each assembly, by overall dimensions. The methods of storing templates
are typified (cf.Table 31).
The working and the jig templates are delivered by the set-man of the template
stockroom* together with the record cards, to the shipping department of the lofting-
template shop, where the templates are laid out in sets on distributing tables as-
signed to their respective consumer shops. From these tables, the messengers of the
store carry the templates to the consumer shop, having finalized the delivery of the
templates by bills of lading or by receipt of the shop representative on the record
cards of the templates. The workers of the shop also have the duty to recall from
the shops any template that has been cancelled or is subject to modification. The
canceled and modified templates are stored on the shelves of the stockroom.
At each consumer shop, a template stockroom is set up, in which organization of
the template storage is similar to that described above.
433
STAT
STAT
nprlassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
_
CHAPTER XII
ORGANIZATION OF QUALITY CONTROL
Section 1. Purpose. Task and Objects of the Control
The trouble-free operation of an aircraft and its long service life depend on
the quality of its manufacture. For this reason, the State obligates each enter-
prise to produce only a produCt of excellent quality. In aviation, the safety of
flight depends on the quality of manufacture, and therefore special attention is
paid at aviation enterprises to product quality.
The quality of manufacture of aircraft means its complete conformity to the
drawings and specifications.
Side by side with the attempt to improve product quality, it is particularly
important to completely eliminate spoiled work or scrap.
To prevent the output of products of poor quality, an inspection service is
organized at an aviation enterprise, charged with the following tasks:
Making sure that only finished products in complete sets and in strict con-
formity with the drawings, standards, and specifications are shipped out by
the enterprise;
Development and introduction of preventive inspection, to prevent the
spoiled work and scrap at all stages of manufacture of the product;
Control over checking of the manufacturing process during production, and
verification of the product quality.
The objects of inspection at an aviation enterprise are the materials, semi-
434
?
finished products, and finished articles delivered to the enterprise and stored
there, the facilities by which the product is manufactured and by which its quality
is checked, the manufacturing processes, and the finished product of the enterprise.
The materials, semifinished and component finished articles are inspected to
prevent products in unsatisfactory condition from entering the enterprise. Conform-
ity of a batch of materials, semifinished, and finished components with the technical
characterization indicated in the invoice is verified.
The equipment, its tooling, and its means of control are checked by the in-
spection team to prevent spoilage of the product due to poor condition of the imple-
ments of production. For this purpose the inspection workers periodically check the
conformity of the equipment, tooling and means of inspection with their accuracy
characteristics indicated in their identification sheets.
The product of the enterprise is checked at all stages of its manufacture, so
as to detect, in good time, any possible spoilage, to prevent the delivery of spoiled
parts to the next operations, and to determine the quantity and quality of the pro-
duct manufactured by its workmen.
Section 2. Forms and Methods of Inspection
Depending on the stage of the process of 'manufacture of the part, unit or as-
sembly, inspections are divided into preliminary, operational, and final.
PreliminarV. or Preventive. inspection is directed toward elimination of the
causes resulting in spoilage and is used to check the materials and semifinished
components arriving at the enterprise, as well as to check the condition of the
equipment and the quality of its adjustment.
Operational or intermediate inspection is performed by an inspector for opera.-
tions of higher accuracy; for operations .at which a high surface finish ii obtained;
for operations after which the parts are delivered to a different section orsi.--,04
diffArmit Rhnn* fnr nnArAtinng lAnge quality Cannot be subsequently checked. Work-
435
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
.1
men who have gained good rating, due to the excellent quality of their work, receive
an individual inspection stamp and the right of independent inspection of these op-
erations.
The inspection of all secondary operations and the responsibility for their
quality is the duty of the workmen themselves and of the foremen.
Final inspection has the duty of checking the quality of a part, unit, assem:-
bly, or of the aircraft. Final inspection is handled only by the inspection depart-
ment.
Depending on the number of objects being checked, inspection may be either
random or complete.
In random inspection or spot checks, only part of the product is checked. Such
inspection is used in cases where the equipment itself guarantees uniformity of the
products fabricated (stamping on presses, machining on automatic machine tools), in
operations where spoilage is accidental, and in operations after which the product,
during later operations, will be subjected to complete or 100% inspection. The num-
ber of parts checked and the period of the sampling are prescribed by the inspection
department.
. A spot-check inspection, according to its form, may be either systematic or
nonsystematic. In the former case it is applied at definite time intervals or after
a definite number of parts have been processed. In the latter case, the inspector
will appear suddenly. In spot-check inspection, the inspector removes the processed
part from the machine. If it proves to be within the limits of the specified dimen-
sions, then the inspector takes, at his discretion, one or several other parts from
among those processed. If all the parts prove to be within the tolerance limits,
then the whole lot of parts is accepted, stamped by the inspector, and removed from
the work station. If, howeverl a part machined in the presence of the inspector
proves to be faulty, then the entire lot of parts processed during the period be-
tween two, inspections is checked by the inspector, and may be rejected.
436
Os
Complete or 100% inspection is usually combined with the final inspection, and
is characterized by checking 100% of the product. At aircraft plants all parts,
units, sections, and assemblies that have been completely processed are subjected
to 100% inspection.
Stationary inspection is characterized by a fixed inspection point, to which
the object to be inspected is routed. Such inspection is used on production lines
in checking a large number of identical objects, which may be more conveniently
checked at a special inspection point; on the acceptance of parts whose processing
has been completed before delivery to the store or to a different section; and on
checking of parts requiring special equipment or a special room.
In mobile inspection, one inspector serves a group of work stations. As shown
by the experience of skilled inspectors, mobile inspection of each work station
according to a graph and a definite route, for instance a circular route, assures
timely transfer of parts from one work station to the next.
Inspection control is applied by the chief inspector to check the quality of
the work of the shop inspectors and extends to any form of product accepted by an
inspector.
There are a number of inspection methods: visual, geometric, analytical, struc-
tural, strength, and others.
Visual inspection is intended to reveal obvious external damage and other de-
fects of the object checked by external inspection with the naked eye or by the aid
of a magnifying glass. This method is subjective, is indisputable only in the case
of obvious defects, and usually precedes the application of other and more complex
inspection methods.
Geometric inspection is used to check the accuracy of the shapes and dimensions
of objects within the limits of the assigned tolerances, and is accomplished by
means of universal or special gages and of various instruments.
STAT
A71m1v+1f'ml "1 110,1 to investigate the chemical composition of mater-
437
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
ials or Semifinished components and is performed by the plant laboratory, using
chemical analysis methods.
Structural inspection is used to check the structure and reveal external defects
of materials, blanks, and parts and is performed with the aid of photographs of
microsections.
X-ray inspection is used to examine the part or unit by X-ray to reveal foreign
inclusions and other defects.
Magnetic insPection is used to disclose cracks in the part or unit and is
formed by the aid of the magnaflux method.
StrenRth inspection is intended to disclose the mechanical properties of mater-
ials, and is performed on the Brinell hardness tester, the Shore sceleroscope, the
Rockwell hardness tester, etc.
Radioactive tracer inspection is used to check complex production processes run
at high speeds, temperatures, and pressures, for quality control in cases where the
earlier methods have proved to be ineffective or disadvantageous.
per-
Section 3. Statistical Method of Quality Control
One of the forms of sampling control is the statistical method of control,
which makes it possible to verify the quality of parts, to prevent the appearance of
spoilage or scrap, and to ensure stability of the manufacturing process. This method
of control is advantageous in mass production. In aircraft construction, it is used
in machining parts on automatic machine tools, in heat treatment, in coating and,
riveting operations. The work on introduction Of the statistical method of control
is usually performed in two stages.
In the first stage, the condition of the equipment is analyzed to establish its
operating accuracy.
In the second stage, the routine control of the quality of the processing of
the parts is accomplished by the method of statistical control.
1 f
438
4
4-)
Card of Measurements of Parts of a Test
11\
Sketch of Part
IME"
miavmau
sooloadsu/
A.I.Fedorov
K.S.Sergeyev
Machine Setter
.0 44 0
?r1 0
+3 0 0
0
-f-I
1:1 PL4
P4.49
0
0
0
05
4-3
r-4
05
P-4
0
0 0
P:74
4-3
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Dimensions of Parts
lt4g.2Pliggg2?
C:)?? Ca'? CR% ?? ? MCR?
00000000000
0
RMWt,.c0WWWeIdt41-4
aIIMMMMMO)010100)
CO) . .ssa . m--s-
,?-
mi.tot,R1,..macocoLN
528a-c;mmEr7mFal-al
8RTPLO0)WMW(OWNP
MMMMMMMMMMM
?4,
?
R(2,t-&22).m..tcoNt.
5mmoalimm0)mm
tr
COCV.-4WC.-.MODC4
"400^-.1
MMMMMMMMMMM
t..0)0Cmcomco.,44
.
MczcomczmMcpcmmm
tr;
MMC4MOCOODC00C--M
00 CSO?orA.
MMMMMMMMMMM
u.37
commcotocoo0W0
MMMMMMMO)MM01
439
OMMCO4OtnWt.COC4
8.mmolmmmcAmmm
4-.CNMWM0.-4
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
; I
II
ials or semifinished components and is performed by the plant laboratory, using
chemical analysis methods.
Structural inspection is used to check the structure and reveal external defects
of materials, blanks, and parts and is performed with the aid of photographs of
microsections.
X-ray inspection is used to examine the part or unit by X-ray to reveal foreign
inclusions and other defects.
Magnetic inspection is used to disclose cracks in the part or unit and is per-
formed by the aid of the magnaflux method.
Strength inspection is intended to disclose the mechanical properties of mater-
ials, and is performed on the Brinell hardness tester, the Shore sceleroscope, the
Rockwell hardness tester, etc.
Radioactive tracer inspection is used to check complex production processes run
at high speeds, temperatures, and pressures, for quality control in cases where the
earlier methods have proved to be ineffective or disadvantageous.
Section 3. Statistical Method of Quality Control
One of the forms of sampling control is the statistical method of control,
which makes it possible to verify the quality of parts, to prevent the appearance of
spoilage or scrap, and to ensure stability of the manufacturing process. This method
of control 1s advantageous in mass production. In aircraft construction, it is used
in machining parts on automatic machine tools, in heat treatment, in coating and
riveting operations. The work on introduction of the statistical method of cpntrol
is usually performed in two stages:
In the first stage, the condition of the equipment is analyzed to establish its
operating accuracy.
In the second stage, the routine control of the quality of the processing of
the parts is accomplished by the method of statistical control.
438
S.
Card of Measurements of Parts of a Test
Sketch of Part
=11
4,0
mixemaH
soopadsui
A.I.Fedorov
K.S.Sergeyev
Machine Setter
P: ri4
0
ca
Dimensions of Parts
1:11.2"94514?ggg2?
00000000000
COCOtOWWWNI4N,-?
446.0)0MMMOMMOM
U)
Aint0t0WMint0MOt0
5.0)0)MMMMMMCPM
o?
1:0
.at_01ac0(0"
posaam0,0,0,0,0,m
ui
8RerinMe00)WC0W4d*
0)C1)MMOIMMMMO)
\o
?
At,42T00?41t0er
,60)MMNMMOMM
(02.t?c4.00t..m.0c4
80)aagR;aa0)0).
4-
ts..MCDOWM(0,44
RaMMMMMMMMM
M GNI tO CD ts- M
MMOMMMMMO)M0i
tOMWtOtWWW.0
MMMMCI)MMCI)MMM
439
commcototnoomcv
801C71010)MMO)M0)0).
to
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
To perform statistical control, machine tools and tooling in good condition and
already .checked, must be selected. This is necessary to eliminate the influence, on
the results of the statistical control, of factors due to the incomplete preparation
of the work station for normal operating conditions. The accuracy of the machine is
determined by its accuracy characteristic or operating accuracy.
To establish an accuracy characteristic of a machine, a sample lot of parts
machined between two successive setups of the machine is taken. The size of the
batch is usually 100 - 200 parts. At the time the parts are removed from the ma-
chine, or after the entire batch has been machined, each part is measured with re-
spect to the necessary parameters, and the results of the measurements are entered
on a special card.
Table 33
a)
b)
c)
a)
b)
c)
%)
b)
c)
a)
b)
c)
-
-
-
1
5,890
1
7
5,908
2
13
5,914
8
19
5,920
4
2
5,900
2
8
5,909
3
14
5,915
5
20
5,921
1
3
5,901
1
9
5,910
2
15
5,916
19
21
5,922
3
4
5,963
2
10
5,911
2
1;
5,917
12
5
5,906
5
11
5,912,
5
17
5,918
17
6
5,907
1
12
5,913
6
18
5,919
9
a) Group No.; b) Dimensiads of part, xi; c) Number of parts
of the same dimension (frequency) ni
Table 32 gives a specimen of such a card. The results of 110 measurements of
the outside diameter of a part "bushing" are entered.
The 'results of measurements' arearranged in ascending order (Table 33).
AnnnrAines +^ +Ina 171,AVIT%
1-4-,-41,,Ite of identical dimensions xi, the test lot is
440
--,,---,
divided into 21 groups. The number of parts with the same dimension in each group
is called the absolute frequency, and is denoted by ni.
An accuracy diagram (Fig.99) is drawn on the basis of these data.
From the accuracy diagram, one determines the center of distribution of the
dimensions of the part, the range of variation of the test lot, the degree of varia-
tion of the dimensions, the coefficient of displacement of the setup, and the coef-
ficient of quality of the process. These data, taken together, are what constitutes
the accuracy characteristic of the equipment.
The center of scattering (or the center of grouping, as it is somestimes called)
of the dimensions of the parts in the test lot, x4 is found from the formUla for the
arithmetic mean:
1;
nizi+n2x2+ . . . +nc.re
or x
ni+n2+. .
where n is the number of parts in the test lot;
2:n ? is the sum of frequencies equal to the number of parts in the test lot;
l
c is the number of groups of parts in the test lot.
In our example, c = 21 and Zni = 110. Let us determine the center of scatter-
ing (grouping) of the dimensions of the parts of the test lot:
? 1 x5,898+2 x 5,900 + 1 x5,901+ 2x 5,903+5 x5,906+1 x 5,907
1+2+1+2+5+1
+ 2 x 5,908+3x5,909+2 x 5,910+2 x 5,911+5 x5,9I2 +6x 5,913 ,
2+3+2+2+5+6
8x5,914+5X5,915+19X5,916+12X5,917+17 x5,918
-F
8+5+19+12+17+9
, 9 x5,919+4x5,920+1 x 5,921+3X5,922 = 605,604 .5,915.
4+1+3 110
The range of variation of the test lot R is determined by the formula:
R = Xtime?Xrat st,
441
STAT-
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
where ..7ri is the maximum value of the part dimension in the test lot;
xrain is the minimum value of the part dimension in the test lot.
For our example, R = 5.922 - 5.898 = 0.024 ram.
The degree of scattering 6 of the dimensions of the batch of parts about the
center of scattering is found from the formula for the mean-square deviation:
a =
V- ni ( xi--x)k+n2(xy?..i )t.. . .
In our case, (5. 0.002704- 0.0048.
110
?
The smaller the value of (5, the more compactly will the individual values of xi
be distributed about the center of scattering 14 and the more closely will the curve
connecting the individual values of xi on the accuracy diagram approach the curve
of normal distribution.
The curve of normal distribution (Fig.100) is symmetric with respect to the
scattering center X , i.e., the values of xi which are equidistant from x on the
side of increase or decrease, are of equal frequency. In this case, the range of
variation is taken as equal to six times the mean-square deviation, i.e., R =
=Awe xmin = 6cr. Such a distribution expresses the law of normal distribution,
according to which the area hounded by the curve of normal distribution and the
abscissa includes 100% of all cases of the investigated dimensions of the lot of
parts. The area from ?6 to +0', called the two-sigma zone, covers 68.27% of all
cases of measurement; the area from -26' to +2d covers 9545% of all cases, and the
area from - 36 to +36 covers 99.73% of all cases of measurements and is called the
six-sigma zone.
To obtain the accurack characteristic of a given process, the first values
determined are the ratio of the magnitude of the tolerance field 4:5 to the investi-
sated dimAnqinn nf +Ina vna +
'ix-sigma zone 66- (characterizing the scattering
442-
it
6,002
6,000
5,932
5,930
5,923
5,926
5,924
5,922
5,920
5,918
3,916
5,914
5,912
5,910
5.908
5,906
5,904
5,902
5,900
5,898
5,896
5,894
5,892
5,890
5,842
MOS
a
l'z.5 915
aCI
c?I
min
5,844
5,838.
b)
411m.
10 15 10 25 30 35 40 45 SO 55 60 12;
Fig.99 - Accuracy Diagram Prepared from the Data of Table 32
a) Upper limit of tolerance (VDP); b) Lower limit of tolerance (NDP)
I yi
Via lnA rrirma
???11.1 I
R1r711"PaQ1na the Law of Normal Distribution of Numbers
1443
STAT
STAT
nprlassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
of the dimensions of the parts under the law of normal distribution), and the range
of variation R of the test lot. According to the relations between these three
quantities, all processes may be divided into six groups:
1) R>6 o >8;
4)
6 a >8>R;
2) 6 a >R>8;
5)
8>R>6 ;
3) R>8>6 a ;
6)
8>6 a >R.
The first three groups characterize the existence of defective parts, since
R >d". In these cases, the processes should be carefully examined, and the causes
for the violation of the tolerance limits determined and removed. The last three
groups indicate the absence of spoilage. The least stable process is the fourth,
which must be carefully observed. The fifth and sixth processes may be considered
good, stable processes. In our example S (equal to 0.16 mm) > 6.:5" (equal to
0.0288 mm) ). R (equal to 0.024 mm), which indicates the stability of the process.
The coefficient of displacement 1 of the setup of the process characterizes
the accuracy of the setup and is calculated according to the formula
1 = ? I co,
where d is the magnitude of the tolerance field;
a is the center of the tolerance field, and is equal to the half-sum of the
upper and, lower tolerance limits:
-In our example,
V DP' NDP
==
2
6+5,84
=5,920 mm,
2
Thus 1 1 in our example, will be
1-5,915-5,920 103 = ? 3,1 % .
0,16
The setup of the machine is usually considered satisfactory if 1: 15% of the
distance from the center a of the tolerance field to the upper and lower limits.
444
t)
t_p)
Declassified in Part - Sanitized Copy Approved for Release
?
O
r-%
tr.
1?4
6.4
?tz,
.1..??????I
C,
\13 tO
? ? st
1',143
???1k
V
0
0
S.
0.1
14.3*
tz-s?
es
ePs
so
0.1
IMO UUUUUUUUUU
1111111MIIIIII
NM UMW= In
III1111E11111111111111
M111111111.1111111.
U.. IUUUIUI II
11111M111I.. u.UUIIUI II
1111
1111111111111111=111 ui
MIN IIIIIIIIIIIIIIIIII
4.11
to) 04 ???
* *
445
N
0.
0
Fig.101 - Statistical Control Card
O o
fr-1 04-1-1
P4 8C)
dcd
C1314
1.'l4 (t)
r-i
b0
, :
??, p,
(7.) ????
Zs 0
CD cd 0 4-1
? cd
0-1 0? Pi
44 .0
0 u
O 0 Off IA
v-114 bocd 0
a 4
on 4)0
cd
A ? ???
O U)-1
7 f -4,1
0 P
8.. 0+3 0
14) g M
O 0 11*
114 OO
4-1 ??-4 0
4.) ?r-1
o
?..
rEi
O A erg
S 4
0
a)
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
a)
771
Fig.130 - Graph of Production Record by Aircraft Shop
STAT
STAT
?
0
CDU
ww
cT,
a
a
CD
CD
N
CDa
0
>
CD
7C1
CD
CD
CD
CD
50-Yr 2014/06/03: CIA-RDP81-01043R
1
4Proav We* .
Graph of Supply of Major Components to the Final Assembly Shop for
Date)
Machine Nos. in
Type
of Major
Component
Series
Fuselage (Compartment F-1
Fuselage (Compartment F-2
Fuselage (Compartment F-3
Wing Center Section
Empennage
Landing Gear
Engine Nacelle
Canopies
Wings
Engines and Frames
Control Desks
788
iiiiii-
AAAAAAWAg AMAA AMA A 42A AM le.OVIrA MCCA 4
)00/ VAW4F2p00 ?.1>70, pPVr prr- ' r
..?.?.,...?NNM\NN\NN ?NNN-N mnsAms. N
5
.r.N22>Ox\grAr pg>>6),.??Arkp61/4imi.42\ & pm
A 42r64 , . wr,F444o4Agime42.44mozreh A
Van\' :=IMELOM.10 IIIII
A0f74"A00.411=E70211111
c. Ltal
For Day
PlAcl
Actual
pat
NON1 ?mml%NR?Nz:q?NNINRNA NIIII
,
.4,7L71,0" "1,1,7:41.1","41,0 /AIM
, ? ?NM.41 N ? ?NN NNNq texkmwm -04 ism
. N&.
r wog, r grOr eem
AA AAA A,AM A00 JAG A 444/4W ?40.411 11111
Fig.131 - Graph of Supply of Major Components to the Final Assembly
Shop
-Daily Graph of Assembly Shop for
(Date)
Designation of Work(
Aircralik 41z4261111Z1V4/913113434,143613414351#1/1213141516171819n/1/21411/41/1/1/71,1417612Tf2. For Day
Stand _
Alais5654,5465065VAW6.6$656,5656516516516965165a654a4S0851W645 Actual
,-, ? ? ?.?, ,?.
No. ' if
eArd'AFAr
qr Tr
e r4irdAr ? I r
' A' ii? yAns.
limo
AAAAAA 1:70Ydr/Wr A
' " ? 'ANN
ArjAV .1Xeti 1111111111MENINIIIIIIII
Jointly? of Major Compon-
Installation of Engines
nsam: ono age
Suspension of Wings
eD1ivery of Electric
Delivery of Hydraulic
System
Testing of Pipelines
Delivery of Controls
Delivery of Equipment
Delivery of Radio
Equipment
Delivery of V.M.G.
Final Examination
Delivery to Airfield
FrV7/'
4.4idd.r
pr.rfre
d44 444
'41YL11
m"rerv
A A,ArA 44
/
or ;Jo,'
0 r Pi
d4
4of
'AY lemols
riff 7 f Ifria3/
9 1114161:Z67J
.1
4
44-
Fig.132 - Graph of Cost of Production Output of Aircraft by Final
Assembly Shop
444.1?644044
?
?
6-?00091-009Z00 170 1-8dC1I-V10 ?0/90/171-0Z -1A-09
 4.4.10.$0.7.74-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
At the fabricating and processing shops, the dispatcher department daily veri-
fies and records the complete setwise delivery of the component sets by lead groups,
by directions (consumer shops), and by series. The basis for this record is provided
by the daily dispatcher reports of the shops, confirmed by delivery notes and veri-
fied by the shops accepting the production. The most operative form of control is
that under which the planning and production department checks not only the dates of
delivery of the production but also the dates of the timely setwise start of lots
into production.
The intrashop calendar planning in aircraft building consists in detailing the
monthly production program received from the planning and production department, and
in calculating the economic size of the lots of parts, in making check volume esti-
mates by departments and by production sections, in preparing monthly production
programa and shift-day plans (assignments) to the shop departments, and in the oper-
ative record of their fulfillment.
The detailing of the monthly program consists in establishing, by the production
and dispatcher office of the shop, the size of the lot and the date of its start-
output for each part entering into the design set or process set shown in the pro-
gram. The degree of detailing of the program depends on the productive structure
of the sections of the shop. ..
If each section of the fabricating-stamping or machine shop is specialized to
perform uniform operations, for example, turning or milling and if equipment of the
same type is concentrated in the section for proper performance of such work (e.g.,
only turning Or only milling equipment) then, with such a productive structure of
the sections, the production and aispatohing officelof the shop must coordinate the
operation of the sections with respect to time and must give a certain lead to the
work of the turning section with respect to the milling section, and to the milling-
section with respect to the grinding or fitting section.
? icating-stamping and machine shops is specialized
774
?
to process units of one or several assemblies and is equipped to perform all opera-
tions on these (except for heat-treating and coating), then in that case the work of
the production and dispatching office is considerably simplified, and consists in
indicating the schedule of the units and of the component parts for those units that
are to be manufactured in the section in each decade of the month. The times of
manufacture of the parts and units, by days and shifts of the decades, are established
by the senior foreman of the department, starting out from the provision for the de-
cade plan in materials, tools, drawings of the parts, and flow sheets.
A characteristic feature of fabricating, processing and intermediate shops of
series aircraft enterprises is the processing of parts in lots that recur in start
and output. In series production, the number of equal-type workpieces, parts, or
units, simultaneously started in production, is called a basic lot.
The transport lot should be differentiated from the basic lot. The transport
lot is a part of the basic lot. Under the parallel-sequence method of processing,
each basic lot is divided into smaller transport lots, which are delivered from one
work station to the next.
In order to determine the optimum size of a lot of parts, the expenses due to
increasing the lot size must be compared with the advantages obtained from increas-
ing the equipment load.
Increasing the size of the lot raises the labor productivity of the workmen,
increases the time of useful life of the equipment, and simplifies the planning. At
the same time, increasing the size of the lot leads to an increase in the working
assets invested in the work in process, which adversely affects the economic indices
of the operation of the enterprise.
In the textbook literature, the size of a lot is found roughly from the allow-
able percentage of time lost in resetting the equipment. The size of a lot is cal-
culated from the formula
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 CIA-RDP81-01043R002600160003-9
n=
s.c
TP K
775
STAT
STAT
[
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
- - -
where n is the size of the lot of parts, in units;
Ts is the setup-cleanout time for a lot of parts;
.c
T is the piece time;
K is the -coefficient of allowable loss of time for resetting the equipment (in
aircraft building, usually 0.
A disadvantage of this formula i
Cy
?ix 1111111111111111111111
.'4z, 111.1111111111.111.1.
iliMMUMMAH111
Pee
MEIMMENHEMIE
151919
av/429 IMUMMUMENIM
176V' IIIIMIIIIMMIN111/11
a2x/
" 11111111111111M1111111
ago
?
1=111111111111111/4111111
111111111111111111WAIIII
xo
zoo IIIMIRIMMIIIIIMEM
MINIMMOMMEN
4/4243444,4474841449/1
v a 120 m in
1-4
aqlzt49.9
Fig.133 - Graph of Calculating
the Growth of Cycles and Coef-
ficients of-Equipment Loading
the machine tool;
05 - 0.07).
s that it employs only a single factor as basis
of its estimate, namely, the utilization of
equipment, as a function of the value
of Ts.e. This formula does not take account
of the increased expense due to the in-
crease in work in process. In reality, the
coefficient of equipment loading and the
length of the cycle do not increase in the
same proportion when parts are processed
in lots. This will be clear from the form-
ula:
Cy-
X Ts.e
-
where Cy is the cycle of a lot of parts in
days, shifts, hours;
2:T is the sum of setup-cleanout time
s.c
for a set of parts processed on
q is the coefficient of equipment loading.
The cycle of processing a lot of parts increases more rapidly than the increase
in equipment loading. This spread becomes particularly great when the equipment is
loaded by more than 80%. For instance, when the load increases from 80 to 90%
i.e., by only 10%, the cycle increases by 200% (Fig.133).
It follows that in processing lots an increase in the machine loading is eco-
776
?
nomically expedient up to a certain limit, when the value of the work in process
does not exceed the value of the part of the machine unutilized in time (i.e., of its
() value). In aircraft building, the data obtained by the formula
Ts .c
n=
Tp.k K
are used only for the preliminary calculations. This is explained by the fact that
this formula for calculating a lot does not relate the size of the lot to the period
of its recurrence in production, does not subordinate the size of the lot to the
program of aircraft output, and thus does not guarantee the provision of parts for
the assembly. Besides this, in fabricating and processing shops, in view of the
thousands of parts produced there and the different times for setting up the equip-
ment, if the size of the lots were to be calculated by the above formula, there
would be such an immense difference in the sizes of the lots as to lead to confusion
in production. For this reason, in aircraft building, the determination of the size
of lots is based on organizational factors, which are not always amenable to mathe-
matical calculation but are of decisive importance for the normal course of produc-
tion. Thust-in-aircraft production, the sizes of lots of parts are so chosen as to
correspond to the weekly, decade, monthly, etc. starts. The size of such a lot is
calculated by the formula
n = Rc *Nom P
where Re is the pace of recurrence of a lot, in days, in a series-production shop
(at intervals of a month, at intervals of two months, etc.);
is the average daily program of parts (or units) ensuring the output of
Nmean p
aircraft in the month when the given lot of arrives at the final
assembly shop.
Such a calculation relates the size of the-lot to the period of its recurrence
in production and at the same time subordinates the lot to the primary taskSIWT-
, namely
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
777 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
that of meeting the requirements of the assembly shop for parts.
It is desirable to have a number of parts in a lot such that the time of their
processing will be a multiple of the shift. In operations where the changing of the
tool takes a considerable time, the time taken by the processing of a lot should be
equal to, or a multiple of, the time of service of the tool between regrindings. The
part should be handled, in all operations, in lots of the same size.
The production cycle of a lot is the period necessary for the processing, trans-
port and inspection of a lot of parts for all the operations inside the shop, in-
cluding.the operations of heat treatment or coating, performed in the same or other
shops. Without knowing the production cycle of a lot of parts, the starting time of
each batch and the necessary volume of work in process cannot be exactly determined.
The production cycle of a lot depends mainly on the following four factors: on the
number of part-operations assigned to a work station, on the number of parts in a
lot, on the method of delivering a lot from one work station to the next, and on the
sequence of starts in production of the parts covered by the production list of the
department or section.
Table 104
Standards of Length of Production Cycles
I. Sheet-Metal Layout and Fabricating Work, and Hand Working of Parts (Fin-
ishing after Stamping, Chipping and Cleaning of Castings, etc.)
Number of Part-Operations Per W
ork Station
Standard
5-25
26-50
51-75
76 - 100
101 or
more
Average length of cycle of one
operation, in days
0.6
0.8
0.9
1.0
1.2
II. Stamping, Forging, and Forming of Parts
T.,andard
Number of Part-Operations Per Work
Station
5-25
26-50
51-75
76 100
101 or
More
Average length of cycle of one 1.5
operation, in days
1.8
III. Machining of Parts
2.0
2.2
2.5
The larger the number of different parts assigned to each work station, the
greater will be the loss of time for resetting the equipment, the more difficult will
Standard
it be to manage a section, and the larger will be the lots of parts to be handled
Number of Part-Operations Per Work
Station
5-10
.11-15
16-20
21- 30
31-40
41 or
More
under these conditions.
Average length of cycle
The more parts there are in a lot, the more productive will be its manufacturing of one operation, in
days
In order to shorten the cycle of the lot under these an attempt
1.5
1.8
2.1
2.3
2.4
2.5
cycle.
conditions,
must be made to replace the sequence performance of operations on the lot of parts
by parallel and sequence-parallel performance. The NIAT recommends a simple and
practical method of establishing the length of the manufacturing cycle of a lot for
fabricating and processing shops. This method is based on standards prescribing the
relation between the cycle of the part and the number of part-operations assigned
to one work station (Table 104).
778
IV. Assembly of Units at Benches and Manufacture of Welded
Units
Standard
Number of Assembly Assignments Per
Work Station
16 or
2- 3
4- 6
10
11- 15
More
Average length of cycle of one
assembly assignment, in days
1.0
1.1
1.2
1.3
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
779
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
'In assembly shops, the assembly cycle for a compartment, major component, or
aircraft are established from cycle graphs.
In aircraft building, Where the production list of parts numbers many thousands, -410
it is impossible to estimate the production cycle for each part. For this reason,
in each section of the fabricating and processing shops, the most typical leading
parts are selected, and the cycle is calculated from these on the basis of experi-
ments or standar4 Tables.
The principal disadvantage of the methods described in the literature for de-
termining the length of the processing cycle for lots of parts is the fact that all
of them take each detail individually, without connecting it with other parts, while
the value of the inter-operation layover, which in series production amounts to
50 - 75% of the length of the cycle, also depends on the order in which the parts
are started in the section.
Under the conditions of series production, where many parts with sharp fluc-
tuations in operating times are assigned to each production section, the next work
station have no stoppage in this case if its operating time is equal to or
longer than the operating time of the preceding work station. If, however, the
length of the operating time of the next work station is shorter than the operating
time of the preceding work station, then a stoppage of the machine tool, while wait-
ing for the processing at the preceding work station to be finished, is unavoidable.
In order to avoid stoppage of equipment due to differences in operating time, the
lots of parts to be started up in the next shift in series aircraft building are
selected for each machine tool in such a way that the total processing-time for one
or several lots of parts will completely load the operation of the given machine
tool during the shift. This procedure somewhat increases the intermachine layover
time of a parts -lot, but makes u for this by eliminating the idle time of workmen
and equipment inside the shift.
A volume check estimate b equipment groups is made to find whether the equip-
780
?
(44
ment if the sections will pass the program assigned to the shop, and what the load
of the equipment will be in this case. On the basis of the check estimates, the
production and dispatching office distributes the work more precisely among the sec-
tions, to provide for uniform loading of the equipment.
On the basis of the monthly plan and the volume check estimates, the production
and dispatching office of the shop sets up the monthly program for each department
(or workshop) and each section. In setting up the program, the planner takes into
consideration the state of the manufacturing reserves for each item, the priority of
the delivery of sets, and the necessary leads between the departments of the shop.
The more rhythmically the shops operate, the smaller will be this lead (or manufact-
uring reserve). In calculating the monthly plans for the departments, every effort
is made to observe strictly the established assignments of parts to the work sta-
tions; to increase the time of useful life of the equipment; to increase the labor
productivity of the workmen; and to cut the length of the cycle of processing or
assembling the article. The monthly calendar plans for the departments are estab-
lished, with allowance for the production list of parts and the features of the pro-
duction of the shop. Let us consider these features for each group of uniform shops.
The fabricating shops are characterized by the large number of workpieces with
short operating times. Under these conditions, a rational utilization of equipment
and a rhythmic output of production can be obtained only if the section production
lists of workpieces are cut down. This is accomplished by:
1. Dividing the production list of workpieces into lots started once a month,
once every two months, and once every three months. Exceptions are made 'only with
respect to workpieces using large amounts of materials, such as the aircraft skin,
starting them several times a month.
2. Organization of departments or sections on the product principle, and their
specialization to process a set of groups of typical workpieces.
SI-AT
3. Assignment of a definite production list of workpieces to each shift of the
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
781
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
section. With a large production list of workpieces, an effort must be made to plan
the equipment load by the method of standard sets of products. For this purpose, at
each section, the maximum period of recurrence of the start-output of its production
list is established. This maximum period is divided into minimum multiple periods,
e.g., into decades. For instance, with a total maximum period of recurrence of the --
.entire production list in two months, and a minimum in ten days, the department will
60
have - 10 = 6 minimum periods of recurrence. If workpieces with a different start-
ing period are assigned to the department, for instance, with a two-month, a one-
month, and a ten-day period, than with six minimum fabrication periods having a ten-
day starting cycle, there will be six sets in all; the workpieces with a monthly
cycle will go only into two sets, say into the first and fourth or into the third
and sixth. The workpieces with a two-month starting cycle will go into only one of
the six sets. A production-list set will be composed of parts whose grouping thus
takes account of the uniformity of the manufacturing process, of the process set, of
the lead group, and of the consumer shop. By this method, the foreman is given the
initiative in the start-output of the sets of workpieces by shifts of the period of
recurrence. If, for any reason, the planned workpiece cannot be started in produc-
tion in a given shift, then, in view of the supply of tools and materials, the fore-
man may start up another workpiece from the same standard set, and for the remaining
shifts of the period of recurrence he may prepare all that is necessary for starting
the remaining production list of the set.
Within the standard production-shift set, the workpieces are grouped according
to the condition of their simultaneous start, which ensures a more economical utili-
zation of the equipment and Staiting materials. For instance, in the sheet-metal
shaping departments, the workpieces are grouped by forming groups; this allows a
saving of metal and a reduction in the time on the setup and processing of the
blanks. For instance, if the group sheet-metal shaping chart includes seven blanks
and two of each blank go on the aircraft, then if a stack of 10 sheets is simultan-
782
??
eously processed on the machine, the monthly program for the output of 125 aircraft
can be fulfilled in (125 x 2) : 10 = 25 runs, while in the case of individual shaping
it will take (125 x 2 x ")
( : 10 = 175 runs. In the stamping departments, in punching
and bending, the workpieces are classified by size, and standard production-list sets
of blanks are assigned to each die block, ensuring the loading of the press without
Table 105
No. of Parts Enter-
ing Into Set
Number of Parts
Per Aircraft
Standard Time for
Set of Parts for
One Aircraft
Number of Parts for
Monthly Program of
150 Aircraft
Standard Time,
in Minutes
.
Time Fund of Press in
Minutes for Two-Shift
'Operation Fp and Coeffic-
ient of Loading of Press
for Each Set
FPiece Standard
for Lot
Lor Machine
Setup
H
W
43
o
E-,
First Set for 6 Days, Die Bed (Die Block No.1)
0.6 300 180 30 210
0.3 150 52.5 20 72.5
Total Labor Cost per Set in
Min
Fp = 6x8x2x60x0.95 =
' 54,720 min
K - 56,000 - 1.02
54,720
KP
changing the die block during the entire course of the decade or week (Table 105).
A number of die blocks are assigned to each press in such a manner that the
total labor cost of the workpieces to be processed on the press will equal the month-
ly fund of operating time of the press.
Example. A section is processing monthly lots. Two die blocks (Nos.1 and 2)
are assigned to a press and have a labor cost, for the shift program of die
block No.1 of 100 hours, and of die block No.2 of 98 hours. Under these conditions
the press, with the die block No.1 will process the parts of 100 : 8 = 12.5 shifts,
i.e., from the 15t to the 15th of the month, and with die blqck No.2, the nSTAT
: 8 = 12 shifts i.e., from the 16th to the end of the month, observing this
783 SI-AT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
cycle every month.
The workpieces in the stamping workshop for bending operations should be classi-
fied by bending radii, and in operations of deep drawing, should be based on the mini-
mum time loss for resetting of the press.
In selecting the cycle of start-finish of a lot, the cycle of operation of the
consumer shop must be taken into account. For example, the workpieces from the mill-
Ing department are delivered to the stamping shop, which handles monthly lots. Con-
sequently, there is no sense for the milling department to handle smaller lots.
The processing shops of an aircraft building enterprise are distinguished by a
large production list of parts. In setting up a monthly plan for these, the produc-
tion list and the number of parts assigned to the work stations are taken into
account.
For sections with an extensive and inconstant production list of parts, the
production and dispatching office of the shop sets up a monthly plan-graph showing
the parts (or units) to be produced in each decade of the month. At the same time,
the size of the lot, in absolute and series count, is indicated for each part. The
foreman further refines the output of the parts by days and shifts of the decade,
starting from the supply of materials and tools for the decade plan of the depart-
ment.
There is also a different method of preparing the monthly calendar plans, which
is the one usually recommended in the literature. Under this method, the production
and dispatching offi6e indicates to each department of the shop, not the decade but
the day.s of the month, on which the lots or parts of each designation are to be de-
livered. To distribute the entire production list of parts of a department over the
days of the month, the production and dispatching office sets up a plan-graph on the
basis of matched primary and auxiliary graphs. The primary graph indicates, for a
parts lot, the cycle, dates, and period of recurrence of the lot, and also shows
the shifts in which the lot is to be processed, indicating the specific machines of
784
?
each shift, through which the lot is to pass (Fig.134a). The auxiliary graph is set
up to prevent a coincidence of the dates of processing different lots on the same
machine tool, or an irregular loading of the equipment during the course of the
month (cf. Fig.134b). By comparing the data of the two graphs, the most rational
:
T.
Six( of &Uhl
in unils
"---
.5
7:74
k3.
Day of Month
2
3
4
5
6
8
9
10
11
12
13
15
16
6----eta-
17
1
100
145
R-I
Ht1-11
I
I
w
2
100
17
FIRM.i:
4
II
,I
,
DJ&
FB4
4.....?
3
200
17
HM
i
4
100
12
FB
la
D
-ill
I Hm-
P
-4
1
5
100
12
FB-fl
1
FBI,
D -II
i
0.111.4
6'
_ 200
12
...411...
Name of
Machinerool
1
2
5
i I
9
10
TII
12
AI
15
16
/7
Herr szontal
ling
Mil (UM)
rt No -
Part N. J?
PArt
Part A01-1
? Part N?4-11
1
I
I
l
Turret lAfite
01)
Part V-%
_Fart
Rad /01
'
P 1.1 /V' -III
Part NV-
I
1
I
7e4-1
I
I
I I
Drilling
CD)
Part ti? -1
Nut NI-
Part N*4-
FA t N tiff
rA f f
I
?
i
I
Fiiting bench
(r3)
Pare N'4-1
A t
'Part N -1
?1.
Part /0
Rirt N? Art
I I eipt
1
t
b)
Fig.134 - Matched Graphs
a - Primary; b - Auxiliary
version of start-output is found, at which a short batch cycle is at the same time
associated with high equipment loading. In setting up the graphs, the piece time and
setup-cleanout time per lot are taken into account.
For the product-process and chain sections, specialized to handle a small pro-
duction list of typical parts, the monthly plan-graph is prepared in the form of a
standard plan. To work without breaks by such a graph, it is necessary to make care-
STAT
fal preparations and to provide each machine tool and each shift with everyth.w5
785
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
necessary.
The monthly plans of the heat-treating shop and the coating shop are prepared
on the basis of the monthly graphs of delivery of production by the delivering shops.
From these graphs the production and dispatching office selects the delivery dates of
lots of parts for the heat-treatment shop or the coating shop, and aligns them, in
time, so as to ensure uniform loading of the furnaces, baths, and chambers. A simp- -
lified method may also be used in preparing the plan. Here the planning and produc-
tion department of the shop sets up planned standard periods of processing a lot of
parts (or of their typical representatives) by the heat-treatment or other intermed-
iate shop. These standards are expressed in shifts and hours. According to how these
standard periods are met by the intermediate shop, it can be determined how they meet
the deadlines for processing the lots.
In the shops of the unit, major, preliminary, and final assembly shops, the pro-
duction list of the articles is rigidly assigned to the section, and the chain and
line forms of work organization predominate. Monthly plan-graphs for the assembly
sections are prepared in the form of a standard plan for multiproduct sections at
which the units are assembled in lots; and in the form of a daily graph of product
output for sections with a small production list.
The program assignment for the plan month is issued to the shops by the plan-
ning and production department not later than the 25th or 26th of the current month.
During the period from the 1st to the 3rd of the plan month, the plan is refined.'
Shift-day planning is the final and concluding stage of intraplant planning.
The primary task of shift-day planning is to familiarize each workman with the State
plan, to organize coordinated and uniform work at the work stations, and to fulfill
the plan for each work station during each shift.
The monthly program.of a section is detailed by the planner, under the instruc-
tions of the senior foreman, for each shift foreman, for each work station, and for
each shift (Table 106). A shift assignment of a section, in two-shift operation,
786
?
?
?
S
rirk
should amount to not less than 1/50 of the monthly plan for starting parts in pro-
duction and for delivery of the finished production by the section.
The timely start of a lot of parts into production, in conjunction with the
timely and careful preparation of the shift assignment for each work station, is a
Table 106
Shift Assignment to Foreman for Shift 195_
'No. of Machine Tool (or
Work Station)
Part
No. of Operation
No. of Series (or Order)
Standard Time per Piece
Assigned
to4mit
No. of Primary Document 1
Surname
of
Opera-
tor
Performed
in Shift
Inspec-
torts No
on Com-
pletion
of Assig
ment
Desig-
nation
No.
Piece
Standard Hours
No. of Time Sheet
[In Units
In Standard Hours
% of Completion
t,e
guarantee for the sucessful operation, of the section and represents the best method
of coping with the "boom-slump" pattern of irregular work. For this reason, parti-
cular attention must be paid to the supply and preparation of each work station for
each shift. The shift-day assignment of the section is delivered by the dispatcher
to the material warehouse and tool crib of the shop, and to the shop machinist for
preparing the work stations for the following shift. At the end of the shift, the
shift foreman report to the senior foreman who, in turn, reports to the shop super-
intendent on the fulfillment of the shift-day plan.
The primary record, in series production, is kept according to a number of'in-
dices. The record of work performed during the shift is kept for each section on
the basis of the shift assignments, attested by the foreman and the inspect'Tor of the
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003
787 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
shop inspection office. The results of the output for the shift of each worker is
entered by the planner in the graph of the record of the setwise performance of the
program by the shift foreman, indicating the causes of, and the specific persons re-
sponsible for, the nonfulfillment of the shift assignment at individual work sta-
tions. At advanced plants, the shift-day assignments and the record of their ful-
fillment are combined with the work order. Such a record indicates the degree of
Graphic Record of Delivery of Parts by Shop No.
Consumer
Shop
Lead Group
Process Set and Component
Details in It
Supply on ist
Day of Month
Series No.10
G/K
No.
Designation
In
Air-
craft
In
Grour
Set
4
81216Z0ZIZIJZX4O
.4
No.20
III
Parts of
Propeller-
gine Group
Part A
Part B
Part C
-
2
3
1
1
-
-
-
-
-
11111,11111I1
, I
I
.
-
- ip
-
_
- --
,A4
.
MUM
Legend:
Delivery of process sets (T.K.) to Consumer Shop According to Plan
Actual delivery of parts to stockroom of awn shop
Actual delivery of parts to consumer shop
Fig.135 - Graph of Record of Delivery of Part
by a Shop
rhythm in the operation of individual workmen, and of the section as a whole, over
the course of a month, ands 'accordingly, may be used in establishing the amount of
the bonus for fulfillment of the shift-daily assignments.
The record of performance of the monthly production program is kept in the shop
with respect to the following principal indices: amount and set-completeness of
commodity production, volume of gross production, and rhythm of fulfillment of the
788
0
S.
program. The record of fulfillment of the plan on commodity production by the shop
with respect to amount and set-completeness is reflected in graphs (Fig.135), filled
out on the basis of the delivery vouchers. The record of fulfillment of the programs
for gross production and for rhythm of operation is kept in standard-hours for each
day, and in cumulative totals from the beginning of the month for each department and
section, on the basis of the shift assignments, witnessed by the foreman and inspec-
tor of the shop inspection office (Fig.136).
850
SOO
700
600
500
400
300
200
100
0
emel
????
100
SO
40
30
20
10
1 2 3 4 6 8 9 10 17 15 17 2022 24 2729 o
b)
Fig.136 - Graph of Record of Delivery of Production, in Cumulative
Totals
a) Labor cost in standard-hours; b) Days of month; c) Monthly plan;
d) Plan; e) Actual delivery of production
The record of the supply of the shop with materials, parts, and component fin-
ished articles needed to complete the set is kept in the shop stores on the basis of
record cards, and in the production and dispatching office of-the shop on the basis
of the graph of setwise provision. The account card is kept separately for KfAt .
type-size of material, or for each part or unit, and shows their intake and outgo.
Declassified in Part - Sanitized Copy Approved for Release ? 50 -Yr 2014/06/03 ? CIA-R
789
STAT
43
Designation
Additional Route Sheet
?ri
eanTeuBTs
PailDRS
caeolignIN
aq:ea
aanTeuSTs
'ON a0T4ON
svapau
aq:eci
4.4 ?
+30
Z
8
Material or Semifinished
aanTeu2Ts
SOEMS.10.4.S
aq:ea
gndq.no
ren.4.0y
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
"oN .181110 N4om
aaoqs wveTpam
-.1a4ui Jo dure4s
04)
Cf)
i>a co-4
.0 0
TI
00
+) ????4
fat +3
4)0
00 NI
4 to
Issued for Work to
dureq.s
'oN ap-poN
sq.oacall
aq:ea
4dposu
$gavveasdo
.19q111nN
aoTeaedo Jo
GmeN GIPPTH
ptre eureN
usAT0 'amBN
3.42a
'CS
+3
$.4
0 0
rzi
941311
0.4.?eu
aurcy
N4om
Jo LaoSaTeo
6
cd
.2)
P4
0
790
b 0 0
9-I 0
ci)
0+'
A Id
0
?
*
The record of spoilage is kept on the basis of spoilage notices and of summar-
ies of spoilage for the day. The record of stoppages is kept from the stoppage
sheets. The record of work in process is kept on the basis of the record charts for
each part-operation, with a periodic verification of the physical existence of the
work in process by means of an inventory.
The record of arrival and departure of workmen is kept, under a centralized
procedure, by time keepers stationed in the corridors.
The primary documentation used in the shop, in operative planning in series
production, includes a number of documents.
The work order (work card) serves as the document for finalizing the wages of
the workmen. The work order is made out by the work-order clerk of the production
and dispatching office of the shop for each workman, for each form of work indicated
in the shift assignment. Such an unwieldy system complicates the calculations. For
this reason, advanced shops use weekly bi-weekly cumulative work orders in which only
the new work is entered every month.
The route sheet is a means of recording parts in a lot and does not replace the
work order. The route sheet in the fabricating and processing shops is made out for
each lot of parts and accompanies it from the first operation to the last. Table 107
gives the form of the route sheet. The route sheet gives the quantity of materials,
workpieces or parts put into process, and the inspector indicates the operator by
whom the operations have been performed, the number of parts processed, and the num-
ber rejected. The parts finished in the processing and accepted by the inspection
service are delivered to the warehouse together with the route sheet, on which the
number of parts delivered is entered. The information on the output is transcribed
by the record clerk, from the route sheets, into the cumulative work orders of the
operators and into the route ticket in which the work in process is recorded (by
parts for each shift), together with the time of useful work and the time loss of.
STAT
tor. One of the plants in the fabricating-stamping shops has
Declassified in Part - Sanitized Copy Approved for Release ? 50 -Yr 2014/06/03 ? CIA-R
43
791
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
a plan-card for repeated use in place of route sheets which are used only once. This
has reduced the amount of work of the machine computing station by one million opera-
tions a month.
The report on the shift output is a document recording the output of the work
of the operators of a section. The report may, at the same time, serve as the pri-
mary document for computing the wages of the operators. The basis for preparation
of the report is the shift assignment of the section and the route sheets selected
for it. The shift assignment-report is made out by the work-order clerk of the pro-
duction and dispatching office at the same time he makes out the work orders or the
route sheet. The shift report, finalized by the foreman and inspector, is returned
to the work-order clerk who enters the report in the control record book of program
fulfillment. The control reports are recorded by series and numbers of the aircraft,
which prevents cases of double entry and payment of shift reports for one and the
same work. The shift report is delivered from the production and dispatching office
to the shop labor organization office for checking the standards and rates and goes
from there to the accounting office for payment.
The intershop work order serves to finalize and record the parts delivered for
intermediate processing to other shops.
The voucher-report finalizes the delivery of finished products by the shop.
The rating plate.or sheet is made out in assembly shops for each newly assembled
major component or .complete aircraft. The number on the rating sheet corresponds
to the number of the aircraft series. The forms for the rating sheet are printed
in the print shop from a sample route sheet, prepared and witnessed by the techno-
logical and control offices of the shop. The identification sheet is issued to the
foreman against receipt. The bosses of the crews performing the installations and
the inspectors accepting the installations of the major component must sign the
rating sheet. When the assembly of the major component (or aircraft) has been com
pleted, the rating sheet is finalized by the foreman and returned to the production
792
and dispatching office for entry in the daily report on the completion of work by
major components. The rating sheet is then delivered for safekeeping to the shop
qlk inspection office.
?
Section 4. Calendar Planning of Mass Production
In mass production, the operative planning of starts and outputs is conducted
for each part to ensure uninterrupted operation of the production lines and rhythmic
output of the aircraft.
The standard-calendar estimates in mass-line production include establishing
the pace of the production line, regulation of its work, of the standard of work in
process in the form of intraline and interline manufacturing reserves, and of the
cycle of the article.
Intraline reserves are stored on the production line and are divided into tech-
nological, transport, turnover, and emergency reserves.
The technological reserve is necessary for a simultaneous beginning of work at
all work stations of the production line, and consists of the supply of workpieces,
parts, and units directly in processing or inspection at the work stations of the
To start work simultaneously, it is necessary to have at least one workpiece at
each work station of the production line. The technological reserve, once formed at
the beginning of the development of the line, is later constantly self-renewing.
At the end of a shift there remains at least one workpiece at each work station,
which ensures a simultaneous beginning of work in the following shift at all work
stations. The size of the technological reserve may be calculated by the formulain
z =
tech
where in is the number of operations in the line;
is the number of work stations per operation;
w.s
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003-9
STAT
793 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
n is the number of parts simultaneously delivered from one work station to
the next.
The transportation intraline reserve is the supply of parts on the transport
facilities between the adjacent work stations of the line. This reserve makes it
unnecessary for the operator to keep constantly track of whether the part has arrived
in proper time from the preceding work station. The size of the reserve, when the
line works on a conveyor or transporter, is calculated by the formula
Zn
ir '
where L is the length of conveyor;
/ is the distance between centers of two assembly zones or Objects;
n is the number of parts on the section of conveyor between two assembly zones.
The turnover (replenishing) reserve between two adjacent operations is necessary
for maximum loading of the work stations that have an operating time considerably
shorter than the pace of the line. The extent of this reserve Zo is calculated by
the formula
ZT C2 ? T
o_ ,
t2
where T is the operating period of adjacent machine tools, other conditions being
equal (shift, half-shift);
.C2 is the number of machine tools on the operation with the shorter operating
time;
t2 is the working time of the short operation;
C1 is the number of machine tools performing the operation with the longer
- working time;.
t1 is the working time of the longer operation.
Example. On a line with a pace of 20 min, the length of the 6th operation
is 20 min and that of the 7th operation 10 min. Under these conditions, the reserve
for the shift before the 7th operation is equal to
794
f4) 4:0
ey 480.1 480.1
10 20 ?24 pieces
The turnover reserve, once set up, is automatically replenished in each subse-
quent shift.
The emergency (stand-by) reserve is necessary when the equipment is taken out
of service for routine maintenance, when spoilage occurs, and in cases where the
parts are processed on a single equipment. Advanced enterprises build up emergency
reserves only for the time when the equipment is taken out of service for routine
maintenance. Even this reserve may be dispensed with if the maintenance of the
equipment is handled at the end of the production line, or during a special prepar-
atory shift. The next production line may be supplied from the interline reserve.
The total value of the intraline reserve Ztot of the production line is equal to
Ztot + Z + Z + Z
trans
0 c
Ztech
Interline (intershop) reserves consist of the stockroom supplies and, accord-
ing to purpose, are divided into transport, turnover, and emergency (stand-by).
The transport interline reserve is required for a timely delivery of parts
from one production line to the next, and consists of the supply of parts on the
transport facility connecting either two adjacent production lines, or a warehouse
with a production line. The size of the intershop transport reserve is calculated:
a) When the lines are connected by a continuous transport facility, by the
formula
Ztr.int
where rt is the coefficient of utilization of transport with respect to the load;
b) When the lines are connected by an intermittent transport facility, by the
formula
Declassified in Part - Sanitized Copy Approved for Release ? 50 -Yr 2014/06/03 ? CIA
Ztr.int =
795
Rtr
? Qtr
STAT
STAT
43
IM
I
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
where Rtr is the interval of transport trips between the lines;
r is the pace of the delivering line;
Qtr is the load-carrying capacity of the transport facility, in units.
An interline turnover (stock) reserve is necessary when the number of shifts
operated by adjacent lines differs and when parts are delivered to a production line
from a series section.
When adjacent production lines work a different number of shifts, the interline
turnover reserve Z.t.m is calculated by the formula
Zt. = N (S - S .int part gr sm)
where Npart is the shift program of the production line working a greater number
of shifts;
Sgr is the number of shifts on a line working the greater number of shifts;
Sam is the number of shifts on a line operating the smaller number of
shifts.
On delivery of parts or workpieces to a production line from a series depart-
ment, it is important to know the lot size and the starting interval between lots
of paits in the series section. For instance, if a workpiece is started twice a
month in semimonthly lots in a series section of the forging shop, then the produc-
tion line of the machine shop processing these rough forgings must have a supply
to last at least two weeks. Consequently, the size of the interline turnover re-
serve for the production line, when the parts are delivered from series sections,
is equal to
271.1int==i?./10
where R is the period of time between the deliveries of two lots from a series
section, expressed in shifts;
nc is the number of parts required by the production line.
The interline emergency (stand-by) reserve is formed between production lines
796
?
?
to take care of any increase in their productivity or of any delay in the delivery
of workpieces, parts, units, from the feeding production line or series section.
The size of the interline emergency reserves is calculated by the formula
tres
'.int =
where tres is the reserve time for deviation from the plan and pace, in minutes.
This time is taken as equal to: 1) for a reserve between lines in the same
shop, up to 1/2 shift; 2) for a reserve between processing and assembly shops, from
1 to 4 shifts; 3) for a reserve between the fabricating and processing shops, from
2 to 10 shifts (Bib1.30).
The total value of the interline reserves is equal to their sum:
Ztot.int = ztr int Zt.int zem.int
The interline reserves are kept either in the warehouses or on platforms in
front of the first operation of the productionline.
The length of the processing cycle of a part (or the length of the assembly of
a unit) on a production line, with piecewise delivery from operation to operation,
is determined by the formula
cy r?lft
so '
where r is the pace of the production line, in min;
m is the number of operations on the production line.
The length of the processing cycle of a part (or the length of the assembly of
a unit) on a production line, when the parts are delivered in transport lots, will
be equal to
a) For synchronized operations:
uns chronized o.-rations:
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 ? CIA-RDP81-01043R002600160003 9
STAT
797 STAT
Cy = (n - p)
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Tuok
T A main + ntr
Nr nt -k- 1 Nr int TkS
Tu.k mtm
.0
Tk3
The monthly operative-calendar plan of production output is prepared for the
primary shops by the planning and production department, on the basis of the quar-
terly assignment, corrected for the results of the fulfillment of the program for
the past month, the obligations additionally included in the plan of the enterprise,
and the data of the operative record on the change in manufacturing reserves.
The monthly program of the shop is calculated for each part designation by the
chain. method, in an order opposite to the course of the manufacturing process. The
program is calculated for each production line, for output and for starts. The
output program of the production line N is calculated by the formula
Nout = Nstart Nadd (zint s.n Zint s act)
where N
start is the program of start of the production line process in the course
of the manufacturing process, in units;
Nadd is the additional assignment for production of the production line of
parts (units, etc.) going into spare parts or into the finished pro-
duction of the enterprise;
is,the normal size of interline (intershop) reserve at the end of the
Zint s.n
plan month, in units;
is the actual size of the interline reserve at the beginning of the
Z.
nt s.act
plan month, in units.
The program of production output of the production line of the producer is
subordinated to, making due provision for the program of output of the consumer-
production line.
The program of start of the production line Netek is calculated by the formula
Nstart = Nout (z1.n Zl.act) Nrej
798
where Z is the normal size of the intraline reserve, in units;
2.n
ZLact is the actual size of the intraline reserve, in units;
Nrej is the number of possible rejects on the line.
The program of starts of the production line is subordinated to providing for
the uninterrupted output of the production of this line.
In this way, the calculations are conducted for each shop or production line,
running from the assembly shops to the processing shops, from the processing shops
to the fabricating shops. The program of starts of the processing shops is an
assignment to the material warehouses to provide the production with materials.
Table 108 gives a schedule of the estimate of the monthly program of the shops by
the chain method, on the basis of the formulas presented. This estimate ensures
the mutual coordination between the programs of the shops and is used under the
conditions of normal operation of mass production.
The calendar distribution of the program by days of the plan month consists in
establishing the daily assignment for starts and output of objects of each designa-
tion. This assignment may provide for uniform output of production by days or
months, or for stepwise-increasing output by ten-day periods or weeks of the month.
In the latter case, each decade establishes its own shift-day output, and conse-
quently, also its own production-line liace. Those sections of mass production where
the parts are processed in lots receive a program indicating the size of the lots ?
for each part and the dates of their output.
Intrashop Operative Planning. In mass production, the major assembly shops
receive a program from the planning and production department in the form of a
graph of the shift-day output of major components; the processing shops receive
their program in the form of a calendar graph of starts and output of each part in-
creased by days of the month. The role of the production and dispatching office of
the shop consists in detailing the program for the production lines of the shop.
STAT
The shift-day assignments in line production with a uniform output of product
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
799 STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
during the course of the month are established once, when the program is received.
The results of the performance of the shift assignments are known to the operators
from the results of the work of the production line for each hour and each shift.
The work on the production line is organized according to an hourly graph. The re-
cord of the line's work in an hourly graph makes it possible for the dispatcher,
foreman and operator to follow, hour by hour, the course of the fulfillment of the
shift assignment, rapidly to detect any lag, and to take measures to eliminate such
a lag. The organization of the work on an hourly graph disciplines the work of the
line.
The output of all work stations of the production line for the shift is recorded
by the number of parts accepted by the inspector from the last operation. The
acceptance of the production is finalized by a delivery voucher, on whose basis the
report clerk enters the quantity of production accepted for the shift in the sched-
ule of the output record of the workman of that shift. The total output of the
workman of the lines for the month is pin-pointed by inventories of the actual bal-
ances of the production reserve at their work stations on the first day of each
month. The data of the inventory are compared with the data of the operative or
accounting method. For this purpose, the production accepted from the line during
the month and the spoilage finalized during the same period, are deducted from the
number of workpieces started on the line during the course of the month. The book
balance must be equal to the actual balance, i.e., to the inventory data. If they
do, agree, this means that the output for the month has been correctly shown. When
uniform operations On a conveyor line are performed by several workmen, the opera-
tive record is accomplished by the aid of checks. The workman has a set of checks,
and puts his check on the conveyor together with the part he has processed. The
inspector accepting the part puts the checks into special cash-boxes. The record
clerk or distributing clerks of the section periodically removes the checks from
the cash box, counts them, and enters the output in the personal account card of
800
?
?
?
?
?
Table 108
Schedule of Estimate of
(ezeTuo + Lz.T00 + In
+ z.-ron) NuTcum UT sq.a.e4s ?
dogs UT s4xed jo onpTsau si
(9V T?0 ; sg 'TeD) dmE3 t4 9"Iasati
ilutanloejnum jo aSusto aoj paapbag
dogs jo
aeaasau jo StrTan4vejntrew ren4oy
dogs
JO GAJOSOU BuTanqvejranNTE.maoN
(CrT00 + ZrT00 +
+ 6VT00) dogs 2uT3aoa jo 4nd4u0
saoanos apTs
-4n0 auT2a0a g2nou jo 4nd4no
tr4
(Ig.Tc011orTos lools JO 9A.IQSQ11
2uTanloopmew jo umr) aoj parpbad
3too4s uT s2uT2aoa jo OAJOS
?9H WIrc.M40EJTUreHTVT4TUI TET4OV
vow uT sfluTfiaoa
JO aAaasau BuTangovjnuextemaoN
(8T.T00 + LVT00 +
VE.T00) BuTuTgoekl uT sq.11318
dogs uT swed jo anpTsau
(9U1?3;SI-PID) a0,6 ""T alagsata
BuTamosjntrew jo a8uEnD aoj parrnbag
dugs
JO attleSOU 2uTanwejnwelpiren40V
oo
!=,
dOLIS JO
GAJOSGH 2UT.//140VjUUEN atm remaoN
(crioo a?Top
6*T00) doge auTgovw jo vid4n0
sq.red axeds aoa
(IrToo.ToT -100) 31004s Jo OILIOSOU WUT
-amovjnuewjo aueqn aoj paaTnbag
3l3o4s UT s4red
Jo OAJOSOU 2uTangonnuelq remoy
Npo4s uT s4xed
JO 9A.1995U 2uTangovjntreN TvmaoN
rit>4
C4') I
;1 M
? M
4-1 0
O+)
? 01
+k43
+3
01 CO-I
r.T1 0
(Too + L?Too + 'moo)
stqwassv 0411T 4reqs aoj paaTnbau
???4
dogs uT s4xed jo anpTsau
OD
(9?Too:s.-5?Too) dogs UT OAJOSOU WUT
-angovjnutli jo auego aoj paaTnbau
aoqs
jo wiaasau 2uTan4onnuelitenpy
dogs jo aAaasau auTri remaoN
paonpoad
aa o4 4jvaoaTy TTy aoj aagmnN
4JEJOaTV Jac' aegmnii
4red jo uoT4vu2T99a
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03 : CIA-RDP81-01043R002600160003-9
801
'ON 4-red
intermediate shops.
54
4) ?
0
0
c?-c
0
0
+,
0
aa
C.)
a0
0 ?
STAT
I!
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
the workmen.
The control over the course of production is accomplished by the planning and
dispatching system for the given operative record, and consists in control over the
condition of the manufacturing reserves, over the fulfillment of the plan by each
line, and over its uninterrupted supply with workpieces, parts, and tools. The out-
put of the production in each line is noted on graphs kept by the record group of
the' planning and production department, the dispatcher of the shop, and the foreman
of the line. The graph indicates the output of production, by hours or by days, in
cumulative totals. The record of receipt of workpieces on the line and the delivery
of finished parts from the line is finalized by vouchers or by route stubs. The
record of spoilage is handled from the spoilage notices and the record of stoppages,
from the stoppage sheets. The record data on the balances of manufacturing reserves
are verified by an inventory at each end of the month.
Section 5. The Dispatcherizing of Production
The dispatcher system consists in the continuous control over the preparation
for production and its flow as well as in current operative dispositions to ensure
a rhythmic production flow and production output according to the established
?
graph. The basic principles of the dispatcher system are: planning, operativeness,
and centralization.
Planning is expressed in conducting the dispatcher system on the basis of
monthly and shift-day plans. The planning of the dispatcher system involves the
use of preventive measures that permit no deviations from the plan, the ensurance
of timeliness of provision of the work stations with materials, tools and mainten-
ance, and the observance of the starting and 'outputtimes of the batches.
The .operativeness of the dispatcher service consists in effecting a systematic
control over the course of the productive process, in immediately eliminating any
deviations noted or formed in the normal course of production, and in coordinating
802
I
?
?
the operation of the shops. Each shop must operate with a lead over the shop that
follows it in the flow sheet, so as to ensure delivery of parts and units not later
than the times established by the delivery graph. The operativeness of the dispatcher
system is based on the concreteness of management and the wide information on the
status of work in every unit of the enterprise.
The centralization of the dispatcher system consists in its conduct from a single
center, the dispatcher department, and in all units of the production, obeying a
single purpose, namely the fulfillment by the enterprise of the shift-day assignment
for the output of finished production.
The dispositions taken by the chief or shift dispatcher of the enterprise to
re-establish the original plan in case of any deviations, or to prevent the appear-
ance of such deviations, are binding on all shop superintendents and department sup-
erintendents of the enterprise; within the shop, the corresponding dispositions of
the chief of the production and dispatcher office are likewise binding.
The control over the production flow begins with a determination of the supply
for the program of starts. This control is effected by the dispatcher department
through the dispatcher system of the auxiliary shops and through the plantwide ser-
vices, according to the graphs of delivery of the tooling, of the equipment mainten-
ance, and of the arrival of materials at the primary producing shops.
In mass production and large-lot production, with the continuous starting of
one and the same articles, the dispatcher control of the primary production is
accomplished by the aid of shift and hourly graphs of the starts and production
output.
The operative control in series production,is effected by the dispatcher on
the basis of the calendar graph of assembly and of the daily graphs for the leading
production list.
In piece production, the dispatcher service controls the performance of the
STAT
production flow by the aid of record cards kept for each order.
803
STAT
Declassified in Part - Sanitized Copy Approved for Release @ 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Besides the control over fulfillment of the program by each shop, the dispat-
cher system also effects control over the intershop transfers and the status of the
manufacturing reserves in production. In mass production, this is realized by means
of the standard scheduling of deliveries; in series production, by means of the
calendar plan of starts and output of parts lots and of the set-completion graph;
and, in piece production, by the aid of identification tags for each order.
In an aircraft .construction enterprise, the leading production list is used by
the dispatcher for keeping his graph of the shift-by-shift supply of the shop with
the necessary assemblies or process sets. Figure 137 shows, as an example, a graph
from which the chief dispatcher daily records and controls the placement of the
aircraft on the main conveyor, the delivery of aircraft to the airfield, tests at
the airfield, and shipment of the production to the purchaser.
The operative disposition consists in a coordination of the shift-day assign-
ments, in the verification of their supply with all that is necessary, in the con-
trol and record of their fulfillment, in the detection and elimination of deviations
from the shift-daily assignments.
The operative disposition over, production is effected by the dispatcher system
on the basis of the shift-day plan which is prepared on the scale of the entire
enterprise by the chief dispatcher; on the scale of a shop, by the chief of the
production and dispatcher office; and on the scale of'the departments, by the
planner-dispatcher, and is approved in each unit by the production superintendent,
shop superintendent, and senior foreman concerned.
Organization of the Dispatcher's Work. The dispatcher department has a central
dispatcher desk (Fig.138), attended by dispatchers and operators. The enterprise
dispatcher on duty maintains constant contact, through the plantwide switchboard,
with the shop dispatchers, controls the course of the .fulfillment of the shift-day
plan by shops, receives current information from the shops and services, and issues
the necessary instructions to them. The dispatcher on duty keeps the dispatcher
804
S.
IP 0
IP 0
daybook in which he enters all inquiries and all dispositions issued to the shops,
and notes the measures whose fulfillment must be verified. The assistant of the
dispatcher on
duty is the operator who
is making his round of
the shops.
deputizes for
the dispatcher while the latter
1
Pt)
2 4 8 10 12 14 11 fd!02z242128.lv
Fig.137 - Graph of Record of Delivery of Finished Product
a) Number of aircraft; b) On main conveyor; c) In test; d) In ship-
ment; e) Assembly plan; f) Start on main conveyor; g) Actual delivery
from assembly; h) Tested and delivered; i) Actually shipped;
j) Shipping plan
There is a dispatcher service in the organization of each shop. The shift
dispatcher of the shop checks the flow of the preparations for the performance of
the work indicated in the graph and the performance of this work; takes measures to
prevent any breaks in the plan; accepts instructions from the central dispatcher
desk; and reports to the enterprise dispatcher on duty on the course of the fulfill-
ment of the shift-day plan for his shop.
In large shop departments there are planner-dispatchers whose duties include
the preparation of the shift-day assignments, the distribution of the .assignments
over the work stations, the preparation of the hourly graphs, and the opera1q7/1-
805
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
preparation of production. These tasks are performed by the planner-dispatcher under
the direction of the senior foreman.
The production superintendent and the chief dispatcher conduct dispatcher con-
ferences with the 'superintendents of the shops and services, at which the course of
the fulfillment of the monthly plan-graph is considered. The same type of instructive
conferences are held at the shop by the shop superintendent and the foremen. The
preparation of the materials and topics for the conference is handled by the dis-
patcher system.
Fig.138 - View of Central Dispatcher Desk
Technical Management Facilities. TO save time in operative calendar planning,
wide use is made of mechanization means and graphs. For example, to estimate the
size of the lots, manufacturing reserves, cycles, and leads, the use of nomograms,
Tables, and computers is recommended.
To estimate the equipment loading, the use of nomograms with sliding scales,
billing machines, printing computers, and analytic computers is suggested.
For preparation of the requisitions for materials and tools, the use of
production-list-addressing machines and billing machines is recommended.
For calculating the productive programs and the correiponding volume-calendar
estimates, printing computers and analytic computers are used.
To link the dispatcher with the shops, departments, and stores, plantwide
switchboards are used. Over such a switchboard, the dispatcher can talk simultan-
eously with several shops and can hold plantwide dispatcher conferences. The direc-
tor, chief engineer, and other managers of the enterprise have desk switchboards
which serve for prompt and direct two-way communication with the subscriber, and for
simultaneous conversations with two or three stations.
For automatic recording of the flow of the productive process, automatic com-
puters are used at enterprises with mass production or large-lot production. The
data on the numbers of accepted and rejected products are constantly fed from the
counters to the recording board of the central dispatching office, throughout the
entire shift. Where the acceptance of the production is not handled by automatics,
the inspection point is connected by a direct line with the central dispatcher's
office, which also systematically receives information on the number and designations
of the production accepted. The dispatcher desks at the shops and at the main ware-
houses of the enterprise are provided with means of communication and recording.
The development of television and automation opens great possibilities for automation
of the operator control and for remote control of the production process flaw.
Productive Stockrooms. The productive stockrooms are under the direct control
of the planning and dispatching departments. In accordance with their subordination
and the service scale of the production, such stockrooms are divided into intershop,
shop, and section.
Intershop stockrooms are designed to store intershop manufacturing reserves,
especially emergency reserves, and mainly supply the assembly shops with such re-
serves. Such stockrooms include the central storage of standard parts, which is
usually under the chief dispatcher.
STAT
The shop stockrooms are divided into material, set, intermediate, and finished-
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
product stores. Material stockrooms are set up at all shops receiving materials,
forgings, castings and stampings from the central material warehouses. The function
of the stockroom is to receive, store, and record materials, forgings, castings, and
stampings and to issue them to the work stations in accordance with the shift-day
assignment.
Set stockrooms are established in the machine-assembly, fitting-assembly, and
finishing shops.
The function of the set stockroom is to receive parts from the sections of its
shop or from other shops, to make these parts up into process sets, and to deliver
such sets to the assembly department of its own shop or another shop. The set stock-
rooms in the fabricating and machine-assembly shops work in this same way. In the
heat-treating shop, the set stockrooms receives lots of parts from the machine shop
and makes them up into sets in accordance with the shift-day assignment and the
throughput capacity of the furnaces. After the heat treatment, the stockroom again
makes up sets of the parts into the same lots in which they were received from the
machine shops.
The finishod-product stockrooms (shop shipping departments) are organized in
the shops to store the parts or units whose processing has been finished in the
shop and Which are to be delivered to the store of a consumer shop, or to the central
store of standard parts.
The finished production is accepted by the store from the production sections
of the shop on delivery vouchers signed by the foreman and inspector of the section.,
One copy of the voucher is delivered to the production and dispatcher office of the
shop for recording the fulfillment of the program by the sections, while the second
copy remains at the stockroom.
The parts or units are stored in, the stockroom on racks with shelves, cubby-
holes, or boxes, containing plates with the number of the part or unit stored there.
The racks, shelves, and cubbyholes are given serial numbers which are shown on the
808
?
?
?
record cards. Sometimes the racks are grouped by consumer shops.
The parts and units are delivered to the consumer shop with delivery vouchers.
The section or intermediate stockrooms (PROSK) are organized for storing the
iateroperation manufacturing reserves needing further treatment in the given section,
or for delivery to a different section of the shop, or to a different shop, to per-
form such operations as heat treatment, coating, etc.
The clerk of the intermediate stockroom accepts such a lot of parts or units,
not yet completely processed, together with the routing documentation, a route sheet,
or shift report of the inspector. The lot accepted is placed in the rack of the
shift boss from whom it was received.
The stockroom clerk prepares the lot for issue from the stockroom on the basis
of the shift-day assignment of the senior foreman and places the lot of parts in the
rack of the ;hilt foreman who is to handle the treatment of these parts. The lot of
parts is accompanied by the same documents on which it entered the stockroom. One
of the most important functions of the clerk of an intermediate stockroom is to
check the set-completeness of the lots and their timely start-up. On the basis of
the shift-day assignment, the stockroom clerk supplies each work station with its
material. In this case, the first shift of the stockroom prepares the work stations
for the second shift, and handles the current servicing of the first shift, while
the second shift handles the preparation of the work stations for the first shift,
and handles the current servicing of the second shift. It is expedient to make the
wages of the foreman dependent on the timely supply of materials and semifinished
goods to the work stations.
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
STAT
STAT
809
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
BIBLIOGRAPHY
1. Marx,K. - Das Kapital, Vol.1, Gospolitizdat, 1955; Vol.II, 1953
2. Lenin,V.I. - Problems on the Agenda of Soviet Power. Collected Works, Vol.27.
3. 'Lenin,V.I. - How to Organize Competition. Collected Works, Vol.26.
4. Lenin,V.I. - The Great Beginning. Collected Works, Vol.29.
5. Lenin,V.I. - On the Single Economic Plan. Collected Works; Vol.32.
6. Lenin,V.I. - Rather Fewer, but Better: Collected Works, Vo1.33.
7. Lenin,V.I. - On Cooperation. Collected Works, Vol.33.
8. - Resolutions of 20th Congress Communist Party Soviet Union.
Gospolitizdat (1956)
9. - Resolutions of the 17th and 18th Congresses of the Communist Party USSR and
of 18th All-Union Conference of the Communist Party USSR, in: Resolutions
and Decisions of the Congresses, Conferences, and Plenums of the Central
Committee, Part II, Gospolitizdat (1953)
10. - Decree of the Central Committee Communist Party USSR and Council of Ministers
USSR on Questions of Industry and Construction. Gospolitizdat (1956)
U. - On Further Improvement in the Organization of the Management of Industry and
Construction. Decree of the Plenum of the Central Committee Communist
. Party USSR. Pravda, No.47 (14076), 16 Feb. 1957.
12. - Bulganin,N.A. - On the Problems of the Further Rise of Industry, Technical
Progress, and Improved Organization of Industry. Gospolitizdat (1956)
13. - Bulganin,N.A: - Report on the Directives of the 20th Congress Communist
Party USSR on the Sixth Five-Year Plan for 1956 - 1960. Gospolitizdat (1956)
14. Khrushchev,N.S. - Report Submitted by the Central Committee Communist
Party USSR to the 20th Congress of the Party.. Gospolitizdat (1956)
15. - The National Economy of the USSR. 'Statistical Handbook. Central Statistical
Administration. GosstatiZdat (1956)
810
16. - Encyclopedic Handbook "Machine Building", Vol.14. Mashgiz (1946);
Vol.15 (1950)
17. - The Economics of USSR Industry, a Textbook. Gospolitizdat (1956)
18. - Economics of Socialist Industrial Enterprises, a Textbook.
Gospolitizdat (1956)
PART I
1. Berri,L.Ya. - Specialization and Cooperation in USSR Industry.
Gospolitizdat (1954)
2. Vaganovju.S. - Organization of Work by Graph in Machine Shops. Mashgiz (1948)
3. Dem/yanyuk,F.S. - Change-Over of a Production Line for Machines to a New Model
Without Stopping Production. Gosplan USSR, ITEI (1949)
4. Yefimov,A.N. - The Production Cycle in Machine Building. Mashgiz (1952)
5. - TsIT Methods and their Application (1920 - 1940). Oborongiz (1940)
PART II
1. Khrushchev,N.S. - On the Further Improvement of the Organization of Management
in Industry and Construction. Gospolitizdat (1957)
2. Shvernik,N.M. - Speech before the 20th Congress Communist Party USSR.
Gospolitizdat (1956)
3. Berri,L.Ya. and Klimenko,K.I. - The Mechanization of Production in USSR Heavy
Industry. Gospolitizdat (1954)
4. Vasillyev,A.A. - Methods of Improving the Training of Qualified Personnel at
Machine-Building Plants. Oborongiz (1956)
5. Zhuravlev,M.R. - Cleanliness and Order in Production. Moskovskiy
Rabochiy (1941)
6. Zhuravlev,M.R. - Organization of the Work Station in Machine Building. STAT
Ur. rot.. ro-1 re
ori ?
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
811
STAT
7
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
7. Zakharov,N.N. and Obraztsov,G.I. - Technical Standardization of Labor Processes
in Machine Building. Mashgiz, (1953)
8. Lyzlov,B.M. - Basic Problem of Technical Standardization. Gospolitizdat, (1950)
9. Miller,E.E. and Levachev,V.P. - Handbook on the Technical Standardization of
Shipbuilding and Ship Repair Work on Ocean-Going Ships. Morskoy
Transport, (1955)
10. Punskiy,Ya.M. - Principles of Technical Standardization. Lectures. Moscow
Machine-Tool and Tool Institute, (1955)
U. Razumov,I.M. - Technical Standardization at Industrial Enterprises in the USSR.
Znaniye, (1953)
12. Tikhomirov,V.I. - Instruction of New Workmen on the Production Line.
Moskovskiy Rabochiy, (1946)
13. Tikhomirov,V.I. - Organization and Servicing of Work Stations in the Grinding
Shop. ONTI, (1937)
14. Tikhomirov,V.I. - Organization and Servicing of Work Stations in the Assembly
Shop. ONTI, (1937)
15. Shakhnazarov,M.M. - Technical Standardization. Organizatsiya
Sotsialisticheskogo Truda, No.1, (1956)
PART III
1. Malyshev,V.A. - Speech before the 200 Congress Communist Party USSR.
Gospolitizdat, (1956)
2. Kosygin,A.N. - Speech before the 200 Congress Communist Party USSR.
Gospolitizdat, (1956)
3. Baranov,A. and KuzImin,V. - Nationwide, Industrywide, and Plantwide Standard-
ization in the Machine-Building Industry. Mashgiz, (1955)
4. Belousov,A.V. - Organization of Inspection at Machine-Building Plants.
812
5. Degtyarev,I.L. - Experience of Acceleration of Preparation for Production and
Development of New Designs of Machines. Katalogizdat, (1940)
110 6. Demlyanyuk?F.S. - Technical Progress in Machine Building. Znaniye, (1956)
7. Konson,A.S. - Economic Analysis in Machine Planning. Mashgiz, (1955)
8. Satelf,E.A. - Technological Designs. Mashgiz, (1953)
9. Satelt,E.A. - Technological Discipline, the Iron Law of Production.
Gosplanizdat, (1944)
10. Tilles,S.A. - Technical Economic Analysis of Variants of the Technological
Processes of Machining. Oborongiz, (1951)
11. Tikhomirov,V.I. - Organization and Mechanization of Unit Assembly and Major
Assembly of Aircraft. Oborongiz, (1940)
12. Eykhenvaltd,A. - Production Cost of a Machine-Hour. VINTOMASH, Moscow, (1947)
13. - Aircraft Production (London), (1940 - 1950)
14. - Technique et Science Aeronautique, (1953 - 1955)
?
PART IV
1. - Handbook of Automobile Transportation. Mashgiz, (1953)
2. Bartashov,L.V. - Organization of Transport within the Shop. Mashgiz, (1949)
3. Bobrov,A.A. - Industrial Railroad Transportation. Transzheldorizdat, (1949)
4. - Unified System of Routine Preventive Maintenance of Manufacturing Equipment
of Machine-Building Enterprises. Mashgiz, (1955)
5. Kramarenko,G.V. and Afanastyev,L.L. - Automobile Transport Operation.
Mashgiz, (1949)
6. Miller,E.E. - Organization of the Tool System. VZOI, (1956)
7. - Planning of the Auxiliary Shops of a Machine-Building Plant. Mashgiz, (1954)
8. Radushinskiy,L.A. - Organization of the Tool System. MAI, (l947)
9. - System of Routine Preventive Maintenance of Power Equipment at Plants of the
?
Aircraft Industry. Oborongiz, (1947) STAT
813
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
10. Tikhomirov,V.I. - Organization of the Technical Servicing at the Aircraft
Plant. Oborongiz, (1954)
U. Tikhomirov,V.I. - Organization of the Tool System at a Machine-Building Plant.
Automcbillnaya i Traktornaya Promyshleruiostl, No.6, (1954)
12. Satelt,E.A., Professor, Editor, and a Group of Authors - Organization,
Planning, and Economics of the Auxiliary Services and Production at a
Machine-Building Plant. Mashgiz, (1957)
1.
PART V
Zhuravlev,M.R. - The Hourly Production Graph. Moskovskiy Boltshevik, (1945)
2. Kasitskiy,I.Ya. - The Organizational-Technical Plan of a Machine-Building
Plant. Mashgiz, (1953)
3. Kasitskiy,Ija. - Planning, Recording, and Analysis of the Operations of an
Industrial Enterprise. VPSh, Attached to Central Committee, Communist
Party USSR, (1948)
4. - The Reserves of an Industrial Enterprise. Profizdat, (1955)
5. Kantorovich,V. - Technical-Economic Planning at an Industrial Enterprise.
Gosplanizdat, (1955)
6. Letenko,V.A. - Digest of Lectures on Operative-Calendar Planning. MVTU? (1954)
7. Tatevosov,K.G. - The Productive Capacity of Plant Shops. Lenizdat, (1948)
8. Teplov,G.V. - Planning at Machine-Building Plants. Mashgiz, (1954)
1;
2.
REFERENCES IN TEXT
- Resolutions of the 20h Congress Communist Party Soviet Union. p.18.
Gospolitizdat? (1956)
Khrushchev,N.S. - Speech at Conference of Agricultural Officials of South and
North Caucasus. Pravda No.73, 14 March 1957
814
3. Lenin,V.I. - Collected Works.
4. Lenin,V.I. - Collected Works.
5. Lenin,V.I. - Collected Works.
6. Lenin,V.I. - Collected Works.
7. Lenin,V.I. - Collected Works.
Vol.5, p.125
Vol.18, PP.556 - 557; Vo1.20, pp.134 - 136
vol.27, p.229
Vol.20, p.135
Vol.33, p.433
8. Lenin,V.I. - Collected Works. vol.29, p.394
9. Engels,F. - Anti-Duhring, p.274. Gospolitizdat, (1952)
10. Marx,Karl - Das Kapital. Vol.I, pp.385 - 386. Gospolitizdat, (1955)
U. Marx,Karl - Das Kapital. Vol.I, p.352.
12. Marx, Karl - Das Kapital. Vol.I, p.387.
13. Marx,Karl - Das Kapital. Vol.I, p.337.
Gospolitizdat,
Gospolitizdat,
Gospolitizdat,
(1955)
(1955)
(1955)
14. - Decree of December (1956) Plenum of Central Committee Communist Party USSR.
Pravda, No.360, 25 December 1956
15. Lenin,V.I. - Collected Works. v01.33, p.47
111 16. Lenin,V.I. - Collected Works. Vol.32, p.2
17. Cf.Marx,Karl - Das Kapital. Vol.I, p.522. Gospolitizdat, (1955)
18. Marx,Karl - Das Kapital. Vol.I, p.532. Gospolitizdat, (1955)
19. Cf.Lenin,V.I. - Collected Works. Vol.27, p.227
20. - Archives of Marx and Engels. Vol.IV, p.119. Partizdat TsK VKP(b), (1935)
21. Marx,Karl - Das Kapital. Vol.', p.331. Gospolitizdat, (1955)
22. - Time Standards for Machining, Fitting, Welding, Riveting and Fitting-Assembly
Work. Oborongiz, (1952 - 1955)
23 - Encyclopedic Handbook "Machine-Building", Vol.15, p.195. Mashgiz (1950)
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
815
STAT
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Table of Contents
Introduction
PART ONE
BASIC PRINCIPLES OF ORGANIZATION AND MANAGEMENT OF
AN AIRCRAFT-CONSTRUCTION ENTERPRISE
Chapter I. The State Aircraft-Construction Enterprise and the Funda-
mental Principles of its Organization
Section 1.
Definition and Characteristics of the Enterprise
Section 2. Basic Principles of the Organization and Planning
of the Socialist Industrial Enterprise
Section 3. Purpose of an Aircraft-Construction Enterprise,
and the Specific Features of its Production
Section 4. The Charter and Economic Independence of an
Enterprise
Section 5. Assets of the Enterprise
Section 6.
Basic Indices of Industrial Activity of an
Enterprise
Chapter II. Productive Process and Types of Production
Section 1.
Section 2.
Section 3.
Section 4.
Section 5.
Section 6.
Definition and Essential Nature of the Productive
Process
Technological Level of Aircraft Design and its
Significance for Increasing the Economy of
Production
Division and Specialization of Labor Processes
Rhythm of the Productive Process
Planned Work of an Enterprise According to the
Graph
Combined Mechanization and Automation of Pro-
ductive Processes '
Section 7. The Production Cycle and its Components
Section 8. Forms of Organization of the Production Process
in Time
816
Page
1
9
9
12
16
21
25
27
33
33
35
44
54
58
59
60
63
att.?
Section 9. Types of Production of Machine-Building
Enterprises
Chapter III. Conveyor Production System and its Application to an
Aircraft Construction Enterprise
Section 1. Definition and Classification of Lines
Section 2. Calculation of the Pace of the Production Line,
and Synchronization of Operation
Section 3. Automatic Production Lines
Section 4. Single-Product Continuous Production Lines
Section 5. Features of Organization and Calculation of
Single-Product Discontinuous Lines
Section 6. Features of Organization and Calculation of
Multiproduct (Group) Production Lines
Section 7. The Most Important Conditions for the Normal
Operation of a Production Line
Section 8. Purpose and Forms of Transport Facilities Used
on Production Lines
Chapter IV. The Productive Structure of the Aircraft Construction
Enterprise
Section 1. Definition of Productive Structure and its Main
Elements
Section 2. Purpose of Shops and Forms of their Organization
Section 3. Classification of Fabricating Shops and their
Productive Structure
Section 4. Classification of Processing Shops and their
Productive Structure
Section 5. Classification of Finishing Shops and their
Productive Structure
Section 6. Classification of Assembly and Testing Shops
and their Productive Structure '
Section 7. Classification of the Auxiliary Shops and their
Productive Structure
Section 8. Classification of Plant-Wide Services and Service
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
817
Page
70
85
85
87
91
94
102
106
118
121
123
123
126
134
141
145
146
151
STAT
STAT
1
Ii
1 ;
I
I.
1
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Page
Shops 152
Section 9. Technical Rating Sheet and General Plan of the
Enterprise 153
Chapter V. Management of the Aircraft Construction Enterprise
Section
Section
Section
Section
Section 5. Structure of the Plant Administrative Apparatus
and its Functions 173
Section 6. Structure and Functions of the Shop Administrative
Apparatus 182
Section 7. Organizational Structure of the Department
(or Workshop) 185
Section 8. Organization, Planning, and Control of the
Functions of the Management Apparatus 189
Section 9. Mechanization of Administrative Functions
158
1. Purpose and Functions of Management 158
2. Selection of Personnel and Checking of Per-
formance - the Major Elements in Organizational
Work 165
3. Principles of Production Management 167
4. The Role and Rights of Patty and Trade-Union
Organizations in the Management of the Enterprise
171
PART TWO
ORGANIZATION, STANDARDIZATION, AND PAYMENT OF LABOR AT AN
AIRCRAFT CONSTRUCTION ENTERPRISE
Chapter VI. Labor Organization at the Aircraft Construction
Enterprise
190
197
Section 1. Mechanization of 'Labor Processes 197
Section 2. Organized Selection of Personnel, Induction
into Production, and Enhancement of Qualifi-
cations
Section 3.
200
Division and Cooperation of Labor 205
Section 4. Indoctrination of Labor Discipline in Production
818
? ? ?
205 .
Section 5.
Section
Organization and Servicing of the Work Station
6. Organization of Socialist Competition
Section 7. Calculation of the Cycle of Simultaneous Work of
an Operator on Several Machines (Multiple Machine
Tending)
Section 8. Collective Contract
Section 9. Discussion of Labor Disputes and Prime Functions
of the Commission on Labor Disputes
Chapter VII. Organization of the Technical Standardization of
Labor at the Aircraft Construction Enterprise
Section 1. Technical Standard Time and Standard Output
Section 2. Methods of Establishing Standard Time
Section 3. Methods of Studying the Consumption of Man-
Hours by Observation
Section 4. Organization of Work for Establishment and
Review of Standards
Chapter VIII. Organization of Wages in the Aircraft Construction
Enterprise
Section 1. Regulation of Wages and the Tariff or Wage-Scale
System
Section 2. Forms and Systems of Wages
Section 3. Bonus Payments to the Collectives
and the Enterprise Fund
of Enterprises
Section 4. Documents for Wages and Procedure
ization
Section 5. Some Rules of Wage Payment
for their Formal-
Page,
2C6
215
219
220
221
223
224
236
240
261
263
263
268
275
276
277
PART THREE
TECHNICAL PROGRESS AND ORGANIZATION OF THE TECHNICAL PREPARATION
OF PRODUCTION AT THE AIRCRAFT CONSTRUCTION ENTERPRISE
Chapter IX. Organization of Preparation of Development Production STAT 285
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
819
STAT
11
11;1
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Page
Section 1.. Principal Stages of the Process of Aircraft
Designing 285
Section 2. Organization of the Experimental Work 307
Section 3. Specialization of the Development Design Office and
Advanced EAthods of Work by the Designers 310
Section 4. Structure of the Ekperimental Aircraft Construction
Ehterprise and Functions of its Primary Units 314
Section 5. Operative-Calendar Planning and Dispatching of
the Design Work 321
Section 6. Organizational Forms of Liaison between OKB and
Series Ehterprise 331
Chapter X. Organization of the Technological Preparation for
Production ???
Section 1. Purpose and Tasks
Section 2. Stages in the Process Design
Section 3. Composition of the Directive Technology and
Procedure for its Development by the Staff of the
Chief Technologist and of the Chief Metallurgist
Section 4. Composition cf Series Technology and Procedure for
its Development by the Technological Bureau of the
Shop
Section 5.
Section 6.
Section 7.
Section 8.
Section 9.
Section 10.
0 ?
337
337
340
342 3 ?
354
Methods of Calculating the Economic Effectiveness
of the Manufacturing Process 363
Main Trends of Organization of Preparation for
Production in, the Fabricating Shops 366
Principal Trends in the Organization of the
Technological Preparation of Production in the
Processing Shops
Main Trends in the Organization of the Technological
Preparation of Production in Assembly Shops
Organization of Work in the Building of Tools,
Attachments, And Auxiliary Tooling
Technological Discipline and Procedure for
Modifying the Technological Documentation in
Force
820
370
379
388
391
Page
Section U. Organization of Standardization Work 394
Section 12. Introduction of New Techniques and Advanced
Experience into Production 396
Section 13. Operative Planning and Dispatcherizing of
Technological Work 398
Section 14. Organizational Structure and Functions of the
Chief Technologist's Office
Section 15. Prime and Secondary Enterprises and the Forms
of their Cooperation
Chapter XI. Organization of the Drafting and Lofting-Template
System
Section 1. Categories of Drawings and their Classification
Section 2. Finalizing, Recording, and Issuing of Duplicate
Originals and Copies of Drawings
Section 3. Receipt, Recording, Finalizing, and Issuing of
Copies of Drawings in the Files of Shops and
Departments
Section 4. Methods of Reproducing Technical Documentation
Section 5. Purpose, Composition, and Functions of the Shop
Section 6. Fabrication of Loftings and Templates
Section 7. Organization of the Work of the Template Stockroom
Chapter XII. Organization of Quality Control
Section 1. Purpose, Task, and Objects of the Control
Section 2. Forms and Methods of Inspection
Section 3. Statistical Method of Quality Control
Section 4. Planning the Control Processes
Section 5. Organization of the Work and: Work Station of the
Inspector
Section 6. Procedure for Acceptance and Formalization of Products
by the Inspector
Section 7. Classification, Record, and Analysis of Spoilage
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
821
412
415
419
420
421
423
426
426
428
432
434
434
435
438
448
449
451
STAT
453
STAT
Section 8.
Section 9.
Section 10.
Section U.
Section 12.
Section 13.
Section 14.
?
Declassified in Part - Sanitized Copy Approved for Release ? 56-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Page
Organization of Instrument Control System 453
Features of Inspection in the Fabricating Shops 455
Features of Inspection in the Processing Shops 457
Features of the Organization of Inspection at the
Assembly Shops
459
Features of the Organization of the Inspection at
the Airfield Shops 461
Organization of Interchangeability Control for
Major Aircraft Assemblies at the Prime and
Secondary Plants 462
Structure and Functions of the Chief Inspector's
Office
463
PART FOUR
ORGANIZATION OF TECHNICAL SERVICING OF THE PRIMARY PRODUCTION AT
AN AIRCRAFT CONSTRUCTION ENTERPRISE
Chapter XIII. Organization of the Tool Economy 468
Section 1. Classification, Indexing, and Industrywide or
Plantwide Standardization of Tools 468
Section 2. Standardization and Planning of the Tool Requirements
of the Plant
Section 3. Calculation and Standardization of Tool Stocks
Section 4.
470
476
Planning the Acquisition and Fabrication of Tools
and Limiting their Consumption 481
Section 5. Purpose and Organization of the Work of the Central
Tool Crib
Section 6. Organization of the Tool System-of the Shop
Section 7. Organization of the Repair and Maintenance of
Attachments, and the Rebuilding and Grinding of
Tools
Section 8. Advanced Experience of Automobile and Tractor
Plants in the Organization of the Tool System
Section 9. Productive Base for the Fabrication of Tooling
822
483
487
490
492
494
Page,
Section 10. Plan of Organizational and Technical Measures and
Principal Methods of Saving Tools 496
Section U. Calculation of Expenditures for the Acquisition
and Fabrication of Tools. Economic Indices of the
Operation of the Tooling System 498
Chapter XIV. Organization of the Power and Maintenance System 500
Section 1. Standardization of the Production and Consumption
of Power
Planning the Consumption and Production of Power
3. Plan of Organizational-Technical Measures and
Principal Ways of Saving Fuel and Power
Section 2.
Section
Section
Section
Section
Section
Section
SeCtion
Section
Section
Section
Section
4. Calculation of the Expenditures on the Power
System, and the Principal Economic Indices of
its Operation
5. Classification of Equipment and Provision of
Requisite Rating Plates
the
6. System of Planned-Preventive Maintenance
7. Basic Standards for Planning the Maintenance
Metal-Working Equipment
of
8. Features of the System of PlarAed Preventive
Maintenance of the Electric Part of the Equipment
? ? ?
9. Organization of the Lubricating System
10. Planning, Dispatching, and Recording of Maintenance
Work
U. Organization of the Labor of Maintenance Workmen
12. Maintenance Base of the Enterprise
13. Principal Methods of Increasing the Effectiveness
of the Maintenance System and of Improving the
Economic Indices of its Work
Chapter XI. Organization of the Material-Technical Supply and
Transport System
Section 1. Classification and Indexing of Materials
Section 2. Material Stockpiling and its Realization
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
823
501
503
505
509
512
513
517
522
524
525
529
530
532
535
536
STAT
538
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
'Page
Section 3. Standardization and Calculation of Stockroom
Inventories 540
Section
4. Limiting the Issue of Materials to Production, and
Organization of the Control over its Use 543
Section 5. Forms of Stockrooms and their Equipment 545
Section 6. Warehouse Operation and Procedure for their
Performance 553
Section 7. Plan of. Organizational-Technical Measures and
Primary Methods of Economizing Materials and
Reducing the Warehouse EXpense 555
section 8. Estimate of Plant Warehouse EXpenses and Economic
Indices of the Operation of the Supply System 557
Section 9. Purpose and Function of the Transport System 559
Section 10. Classification of Loads and Transport Facilities 563
Section 11. Materials-Handling Installations and Calculation
of their Throughput 564
Section 12. Organization of Transport Routes and Calculation
of Required Number of Transport Facilities 566
Section 13. Operative Planning and Dispatcherization of
Transport 569
Section 146 Principal Economic Indices of Transport Work and
Methods for Reducing the Ekpense of Transport
Systems 570
PART FIVE
INTRAPLANT PLANNING
Chapter XVI. Technical-Productive and Financial Plan of the
Enterprise
Section 1. Definition of the Technical-Industrial-Financial
Plan and its Structure
Section 2. Technical-Industrial-Financial Plan and Independent,
Unsubsidized Cost Accounting
Section 3. Progressive Planned Standards and Procedure of
Preparing the Technical-Industrial-Financial Plan
Chapter XVII. Plan of Production (Production Program)
824
574
574
576
579
583
r/-
?
1
Page
Section 1. Purpose of the Plan and Classification of Product 583
Section 2. Production Criteria 588
Section 3. Computation of Labor Cost of Unit Product 589
Section 4. Calculation of the Production Program 592
Section 5. The Subcontracting Plan 600
Section 6. Calculation of the Productive Capacity of an
Enterprise 600
Section 7. Distribution of Output by Months and Procedure for
Initiating Orders for its Manufacture 609
Section 8. Gross Turnover and Internal Plant Turnover 610
Section 9. Establishment of the Production Program at the Shops
of the Enterprise 611
Section 10. Record and Analysis of the Utilization of Fixed
Assets and of the Fulfillment of the Production
Program 611
Chapter XVIII. The Plan of Technical Development of the Enterprise 618
Section 1. Plan of Production Preparation for the Output of
New Products 618
Section 2. Plan for Introduction of New Technique 623
Section 3. Plan of Organizational-Technical Measures 625
Chapter XIX. Plan of Material-Technical Supply
Section 1. Starting Materials and Procedure for Preparation of
the Plan
634
634
Section 2. Planning the Requirements of the Plan for Materials 635
Section 3. Planning of the Plant Fuel Requirements 640
Chapter XX. Plan for Labor and Wages 641
Section 1. Planning of Labor Productivity
Section 2. Classification of Workers of the Enterprise
643
_ AL5
STAT
Section 3. Calculating the Number of Workers of anEnterprise 646
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
825
STAT
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9
Section 5. Structure of the Total Wage Fund of an Enterprise
Section 6. Planning of the Recruiting, Training, and Improve-
ment of the Qualifications of Personnel. Planning
the Expenditures on Safety Measures and Work
Protection
Section 7. Record and Analysis of the Fulfillment of the Labor
Plan
Chapter XXI.
Section
Section
Section
Section
Page
653
656
Plan of Production Cost of Output 664
1. The Law of Value and the Production Cost of Output 664
2. Calculation of the Production Cost of Commodity
Production and Formulation of Prices 666
3. Classification of Production Expenses and Computa-
tion Method 672
4. Procedure for Charging the EXpenditures of the
Auxiliary Shops and Servicing System to the Cost
of Production of the Finished Product
Section 5. Analysis of the Fulfillment of the Financial Plan 737
Chapter XXIII. Operative Planning of Production 740
Section 1. Purpose of Forms and Methods of Planning 740
Section 2. Calendar Planning of Piece Production 746
Section 3. Calendar Planning of a Series Aircraft Production 752
Section 4. Calendar Planning of Mass Production 793
Section 5. The Dispatcherizing of Production 802
Bibliography
Section 5. General Plant Estimate of Production Cost 689
Section 6. Technique of Calculating the Wholesale Price of an
Aircraft 699
Section 7. Record and Analysis of Fulfillment of Plan of
Production Cost 713
Section 8. Elaboration of the Plant Assignment Down to the
Shops and Production Sections 716
Section 9. Features of Planning and Estimating the Production
Cost of Ekperimental Work 718
Chapter XXII. Financial Plan of the Enterprise 724
Section 1. Estimate of Requirements of Enterprise for Own
, Working Assets 724
Section 2. Plan of Realization of Production and Distribution
of Net Income 729
Section 3. Credit Plan 732
Section 4. Statement of Income and Expense 735
Declassified in Part - Sanitized Copy Approved for Release ? 50-Yr 2014/06/03: CIA-RDP81-01043R002600160003-9