Inna
Kuznetsova
Odessa
National Economic University, Ukraine
E-mail: innastream27@gmail.com
Yuliia
Karpenko
Odessa
National Economic University, Ukraine
E-mail: juliakarpenko50@gmail.com
Iryna
Vidomenko
Odessa
National Academy of Food Technology, Ukraine
E-mail: viaonaft@gmail.com
Submission: 12/13/2019
Revision: 1/7/2020
Accept: 1/15/2020
ABSTRACT
The article deals with the main problems of port elevators, which lead to incomplete use of their capacities. They include: the problem of reducing the capacity factor of the elevator capacity, the problem of lack of rhythm of grain picking operations, the problem of inconsistency with railway transport, the problem of storage of different crops and crops of different quality, the problem of loss of time during the shipment of grain to the ship. The necessity of detailed planning of port elevators' operations by the determination of flows of work passing through the system, as well as the control of their implementation, is proved. The graphical model of implementation of the operational function of the port elevator is suggested, which will allow to coordinate its operations and to check the possibility of their implementation during the departure period of the ship. This model establishes the order of operations, as well as the main planning documents that regulate them. The use of a technological map of the implementation of the operational function for describing the list and sequence of basic operations for the formation of a ship batch and its shipment, conditions and requirements for their implementation, as well as information about the equipment used, is suggested. The graphical model and the technological map of the implementation of the port elevator's operational function provide information on the rational sequence and coherence of the operations' planning for the formation of the ship party and its shipment, which reduces the time loss, provides the opportunity to coordinate the work of the elevator with its transportation system.
Keywords: operational management technology; port elevator; operational function of the enterprise; Johnson's rule of planning of the sequence of operations
1.
INTRODUCTION
Grain market of Ukraine is a strategically important
sector of the national economy. Its successful functioning provides an
opportunity to solve not only the problem of food security of the country, but
also the flow of foreign currency funds to the trade balance of the country.
Ukraine has today strengthened its position on the world grain market and is
steadily one of the three leaders of its exports.
An important element in the export of grain is port
elevators. Due to the profitability of the grain business, their quantity and
capacity is constantly increasing. If in 2013 the capacity of grain terminals
was estimated by grain market operators to be 35-45 million tons, then in 2017
it grew to 60.7 million tons. In many publications such capacity is estimated
as sufficient due to the average amount of exported grain 40 million tons.
However, this capacity is the total value of the
productivity of the loading and unloading terminal equipment. It does not take
into account the possibility of receiving grain by terminals, as well as the
limited transport entrances to port elevators. Therefore, grain-handling
capacities continue to be built. According to UkrAgroConsult
analysts by 2020, with the implementation of the announced projects the
capacity of transshipment of grain will have increased by another 29.6 million
tons.
Everything mentioned above suggests that the available
capacity is not fully used, and the construction of additional capacities will
lead to increasing competition between the terminals. This raises the urgent of
forming their stable competitive advantages. Under such circumstances,
achieving success in a complex competitive environment is possible through the
formation and implementation of modern management technologies. And first of
all, it concerns the technologies of operational management, which provide the
most efficient use of the power of the enterprise.
2.
LITERATURE REVIEW
The analysis of the current state and problems of the
operational management of the enterprise, the study of operating systems, the
improvement of the quality of operating processes are devoted to the scientific
works of many foreign and domestic scientists, namely: Anand
and Gray (2017), Zakharov (2017), Kapinos
(2018), Kozlovskyi and Коbsev
(2017), Kravtsov (2018), Mayer and Liker (2017),
Chase, Akvilano and Jacobs (2019).
So, scientists (ANAND, 2017; KAPINOS, 2018; KOZLOVSKY,
2017; CHASE, 2019) comprehensively explore the theoretical foundations of
operational management: its basic concepts, content and essence of operating
strategy, features and typology of operating systems, management of their
design and ongoing operation, etc. In
addition, these scientists provide specific practical tools for modeling the
operating system, the organization of the operational process in time and
space, decision-making in the field of material and inventory management.
Well-known researchers of modern management technologies
(MAYER; LIKER, 2017) study values, key skills, behaviors and procedures that
allow managers to make decisions that combine business strategy and operational
excellence, enhance their weaknesses and secure persistent success of the
organization. Scientists emphasize that to ensure the successful development of
the operating system, it is necessary that the skills acquired by managers are
constantly honed. Without prejudice to
the achievements of these scientists, it should be noted that all the
scientific studies considered more closely address the issues raised in the
field of production.
A thorough analysis of the current state of operational
management at foreign industrial enterprises is carried out in the work of the
author (ZAKHAROVA, 2017). Based on the
study, the author concluded that the composition of operational management
tools used by the enterprise depends on the needs of production, scope, life
cycle stage, financial condition and other factors. The scientist has indicated a number of
factors that hinder the transition of organizations to new concepts of
production management, but has not identified the tools and technologies of
operational management that will be most effective for domestic enterprises.
Again, the author's scientific achievements relate to the production sphere.
In the modern scientific literature one can find the works
of authors, which investigate the peculiarities of operating systems operating
in the field of services, such as restaurants, medical clinics, enterprises of
rail transportation services.
Thus, the requirements for the operational management of
the restaurant, the content of its operational function and its industry
peculiarities are studied by scientist (KRAVTSOV, 2018). It examined the
structure of the restaurant's operational management system and emphasized that
its key element was staff. At the same
time, the question of efficiency of using staff as a resource of the system,
its workload, optimization of work schedules due to the uneven demand of
consumers of food services has not been investigated.
In the work of author (FERRAND, 2018) investigates the
imbalance of the potential of the medical clinic, accompanied by long waiting
times for patients in the care system. It is suggested that in order to
prioritize clients in the queue, the combination of traditional for the medical
field indicators of the importance of clients with prompt information, in
particular with its waiting time. Scientist (JUNG'S, 2019) research focuses on
exploring ways to use the resources of operating the operating rooms of medical
clinics for routine and unplanned operations.
The author proposes a model that allows the distribution
of operating rooms for scheduled patients so that first aid patients entering
the operating system with a certain degree of uncertainty receive treatment
services without undue delay. It is interesting
from the scientific point of view that the author approached the problem of
efficient use of the facilities of the operating rooms of the clinic not only
in terms of priority of care of patients of the first aid, but also minimizing
the cost of operating hours of operating rooms, downtime and overheads.
A model of workforce planning and their efficient
distribution across medical clinics, taking into account operational and
quality requirements, is proposed in the work of scientist (CIRE, 2018). It should be emphasized that the developed
model allows to optimize the work schedule of the staff and is aimed at
reducing the costs of the clinic.
Author (RAUT, 2018) deals with the planning of operations
of the sorting station of the railway.
They offer a consolidated approach to the operational planning of the
station's operations in order to minimize the average length of carriages,
taking into account time constraints on arrival and departure of trains, the
sequence of their movement and the number and length of access routes.
As for the problems of the development of the enterprises
of the elevator industry, they receive less attention. The range of issues raised in this regard can
be characterized as follows: provision of grain market of Ukraine with elevator
capacities and efficiency of operation of elevator equipment (VERNIGORA, 2017),
processes occurring in grain masses during storage (KIRPA, 2018), congestion of
elevator capacities (GOSHOVSKY, 2018) study of changes in the structure of world
grain production and trade (THOMPSON, 2019) dependence of port elevators on the
possibility of transportation of grain by rail (NDEMBE, 2018).
It should be noted that today there are no studies in the
scientific literature in the field of operational management of port elevators;
no ways of rational use of their resources have been studied. The issues of the
formation of modern operational management technologies that contribute to
increasing the rhythm of service delivery and workload have not been sufficiently
developed.
The purpose of the article is to analyze
the use of operational management technologies on port elevators. To create an
operational management technology that would take into account the specific
features of the activities of port elevators and provide the most efficient use
of their capacity.
3.
METHODOLOGY (DATA AND METHODOLOGY)
The study was conducted using the systematic approach to
enterprise planning (to form a model and technological map of the
implementation of the operational function of the port elevator),
comparative-analytical method and the observation method (to identify the main
problems of the operational activity of the port elevators).
4.
RESULTS AND DISCUSSIONS
4.1.
Result: a number of port elevators' problems resulting in incomplete
usage of their capacities have been systematized.
According to the survey of the
leading experts in grain terminals, a number of problems was identified that
arise during the operational activity of port elevators and influence the
rational use of their capacities:
First, the problem of decreasing of the
coefficient of turnover of the elevator capacity. It characterizes the use of
port elevator capacities. This problem is related to the loss of time from the
accumulation of a batch of grain for shipping and its irrational formation by
traders.
It should be emphasized that the
same lot of grain on the port elevator initially is an input material flow (at
the point of acceptance), and after a while becomes an output material flow
(for example, at the berth). The particularity of a port elevator is that the
largest revenue from the provision of services is derived from the shipment of
grain to the vessel.
This transaction has the highest
tariff; therefore, it is expedient to increase the amount of the output
material flow to increase the profitability of the enterprise. This requires an
appropriate increase of an input flow and a reduction to the time spent by the
grain in the enterprise in the internal flow. It is also necessary to optimize
the amount of grain reserves during storage, since long waiting for grain
shipment can reduce the number of turns of the production capacity of the port
elevator, and as a consequence, reduce the amount of passage.
In order to eliminate the problem of
reduction in elevator speed, it is necessary to increase the efficiency of
planning the receipt and dispatch of vessels, as well as planning the shipment
of batches from linear elevators, orienting the dispatch of grain from the
linear elevator directly to the batch of a vessel.
Secondly, the problem of the lack of
regularity of grain acceptance operations, which causes the accumulation of
motor and railway transport at reception points. The emergence of this problem
first of all indicates the need to optimize grain shipments from linear
elevators and to form a rational composition of grain crops.
So, in the case when the railway
rolling stock contains cars with different crops, it is necessary to group them
according to the types of crops in a sequence, avoiding mixing of cars with
different kinds. This is important in order to avoid switching from one crop to
another, because it requires an additional operation to clear the process line,
and ultimately, a loss of time and additional costs.
This rule also concerns motor
transport. In order to avoid huge queues with cars in front of terminals, it is
necessary to set a deadline for acceptance of a certain culture.
Thus, the improvement of the
regularity of the grain acceptance operation requires optimization of the cargo
flow of the terminal through the regulation of incoming and outgoing flows.
This task can be accomplished by more efficient organization of information
flows between the grain trader and the port elevator based on the planned
schedule. The latter should meet the needs of operational management of cargo
flows of the port elevator and the principle of the rhythm of operational
management.
Third, there is a problem of
inconsistency in the work with railway transport. It reveals itself in two
aspects. Quite often there is a delay of acceptance through demurrage of a
railcar with grain, due to the lack of shunting diesel locomotives for the
delivery of cargo on the elevator. Or else the problem is revealed in the
absence of cargo at the dispatch station or an excess of cars on the territory
of the elevator. Reducing downtime of cars with grain due to the problems of
inconsistency with the railroad requires from the company scheduling of grain
deliveries by railway transport. This schedule should be formed by each grain
trader, and the port elevator should work out a schedule for all grain traders.
Fourth, the problem of placing different
cultures and cultures of different quality in storage. Port elevator should
exclude mixing different cultures: to put the grain of different classes on the
storage in the same silo, and even more so different crops is prohibited.
Without clear placement planning, there may not be enough operational
capacities to store and form several ship batches. In addition, there is a need
to clean silos when moving from one crop to another, which, as mentioned above,
involves additional expenses.
During storage of grain, the problem
of losses often occurs due to mistakes in the placement of grain batches when
the grain with different qualitative characteristics is mixed. This leads to
deterioration in the quality of the original material flow.
For rational placement of grain
batches and avoiding mistakes in this operation, it is advisable to carefully
plan the import and shipment of each batch of grain, as well as its placing on
storage.
Fifth, the problem of the loss of time
during the shipment of grain to the vessel. Loss of time is due to a number of
reasons, such as:
· lack of reliable information from
grain traders about the planned amount of grain shipment. This is the most
widespread cause of time losses, which greatly complicates the process of
managing the cargo flows of the port elevator;
· miscoordination with ship agency, in particular:
incorrect determination of the date of the vessel for shipping arrival,
ignoring objective operations for its prompt service (washing of the vessel
after the previous cargo, preparation for grain cargo, etc.);
· miscoordination with the captain's cargo plan;
· unequal loading of the vessel due to
the features of the ship loader or the structure of the vessel. This problem is
solved by using manual labor in a hold;
· delayed assembling of the documents
for shipment of grain abroad (certificates, orders);
· unfavorable weather conditions:
strong wind and precipitation considerably increase the load time of ships or
even make it impossible.
Most of the listed above time losses
can be avoided by drawing up schedules for shipment of vessels which have to be
accepted by grain traders. It is also necessary to develop a loading standard,
taking into account the specifics of the enterprise, and offer this standard to
the captain. If the results of the survey of experts of grain terminals are
reflected, most of them, as the main problem, indicate a decrease in the
coefficient of turnover of the capacity of the elevator (Table 1).
Table 1: Results
of the survey of grain terminal specialists on the main problems of their
activity
Problems |
Number of enterprises having these problems |
|
absolute |
relative, in % ofthetotal |
|
decrease of the elevator capacity factor lack of rhythmicity of operations of grain acceptance inconsistency with rail transport storage of different crops and crops of different quality loss of time during the shipment of grain to the ship |
5 4 4 3 4 |
83,33 66,67 66,67 50,00 66,67 |
These
problems of operational activity of grain terminals can be solved through the
use of operational management technology. However, port elevators do not use it
today. Most port elevators try to solve
the problem of rhythmic use of resources and capacities by drawing up daily
schedules of equipment operation on separate sections (Figure 1). Complex
planning of all operations of the enterprise is not carried out.
Figure 1: Ways to ensure the rhythmic use of
port elevators
The formation of operational
management technology, which has not been found in practical use by port
elevators today, would reduce wasted time and thus make it more efficient to
use their facilities.
As we have defined in previous
studies, management technology is a collection of formalized knowledge of the
implementation of the management process. It should contain the following
information (КUZNETSOVA, 2012):
· the structure of the management
process, which determines the sequence of operations;
· list of incoming and out information
of each of them;
· a set of methods for receiving and
transforming incoming information;
· a list of performers and resources
allocated to them.
Since technology is a formalized
knowledge, it is appropriate to present it through graphic models and
information models of the process stages (informograms).
To formulate the technology of operational management, we consider it
appropriate to work out the following documents:
· graphical models of the operational
management process;
· information models of planned
calculations;
· informograms of the stages of the operational
management process;
· technological maps of the stages of
the operational management process.
Develop the following models. First
of all, there is a task to develop a graphical model of the operational
management process. Since the analysis of problems of port elevators proved
that their implementation should take place in calendar planning, we will
proceed from the definition of the sequence of the formation of such
plans-graphs.
4.2.
Result: it is substantiated that for planning of port elevators activity
it is expedient to form a system of calendar planning, based on the limited
loading of units, and on a combination of elements of systems of direct and
backward planning of the calendar
In management theory, there are two
main approaches to the formation of scheduling systems: from the point of view
of loading units and from the point of view of planning in time (CHASE, 2019).
The first approach distinguishes scheduling systems based on unlimited and
limited unit load. In systems of the
first type, the basis for the development of the unit's calendar plan is the
need to perform work of a certain type.
In this case, the plan is developed in a cohesive manner, its intensity
is checked, but the order of work is not established.
Systems of the second type are
distinguished by careful planning of all kinds of resources for all operations.
In such systems, the order of the work is set (CHASE, 2019).
In accordance with the second
approach, that is, from the position of the planning direction in time, the
systems of direct and reverse scheduling are distinguished. Direct scheduling
assumes that the company receives orders and consistently plans each future
transaction. In this way, the first assessment deadline is determined. In the
process of backward planning, the starting point is the date determined in the
future, that is, the day on which the order must be completed. All operations
are planned in reverse order. This allows you to determine the timeframe for
starting an order to be completed on a certain date.
In essence, port elevators work on a
special order: "forming a batch - sending a vessel. Therefore, there is a
need to perform detailed planning of all operations by identifying workflows
passing through the system, as well as establishing control over their
fulfillment. Therefore, to plan their activities, it is advisable to form a
system of calendar planning, based on the limited loading of units.
From the point of view of the
direction of planning in time, port elevators are most often used by direct
scheduling systems. However, such planning systems are more suitable for linear
elevators, on which the grain is located for a long time, and whose profit
depends on a certain extent on the duration of grain storage. For a port
elevator, the work on such a schedule cannot be effective, as it reduces
turnover and reduces orders from one customer through filling and over-long
storage of other customers' grain.
Since the main income of the port
elevator receives for the provision of services for shipments of grain to
vessels, the key moment that determines the order and timing of operations of
the enterprise must be the laytime of the vessel.
The term “laytime”
means the period during which the charterer performs stevedoring operations in
the port, not paying the owner of another board, except freight.
Indeed,
the time of the start of the reference period is the greatest value, and the
procedure for calculating its duration, that is, when the boat gets under load
and how long it will be carried out.
In order to meet the deadlines, we
suggest combining the elements of the systems of direct and reverse scheduling.
As a rule, according to the principles of direct calendar planning at
enterprises, the sequence and timing of all transactions with grain entering
the enterprise are determined. If you apply the principles of reverse
scheduling, it is appropriate to take the final date for the formation of a
ship's batch to send it to the starting point while developing a calendar plan.
The enterprise can receive
information about the date of arrival of the vessel on the basis of contracts
signed with the exporter. Laytime is determined on
the basis of a contract between the partners or according to the standards
adopted at the enterprise for the performance of cargo operations. In the first
case, the number of days provided for the performance of cargo operations is
set, in the second - the norms of cargo operations per unit of time are agreed.
At grain terminals, the process of
shipment of grain takes place in a certain sequence, which must be taken into
account when drawing up schedules. The ship's batch is first accumulated in
silos, then goes through the gallery to the pier and with the help of the
grain-loading machine to a ship. Taking into account the structure of the
ship's party, the order of loading of the vessel by grain crops is determined.
As the vessel is loaded with the same grain crop, the covers of the holds are
sealed and checked for leakproofness. Only then the
next grain crop will be loaded.
As a rule, the company already has a
certain amount of grain. Taking that into account it is determined how much
more grain should be taken to form a ship's party.
4.3.
Result: using of the Johnson’s rule to plan the operation of the grain
processing line in the flow.
On the elevator, the grain
acceptance work consists of three stages: the determination of the quality of
the grain, the establishment of its quantity and unloading. The assessment of
the qualitative composition of grain entering the enterprise, as well as the
determination of the need for its drying and purification, is carried out by
the personnel of the production and technical laboratory with the help of
modern equipment.
The sample is taken from each motor
vehicle as well as each carriage of grains entering the territory of the
enterprise in the order of their arrival. The organization of the work of the
production and technical laboratory takes place taking into account the
intensity of the incoming grain at the enterprise. On the basis of the level to
which the grain isn’t clean enough and damp, the amount of grain that needs to
be refined is determined.
As a result of the qualitative
assessment, all the grain that has passed the inspection and meets the
requirements (no pests, does not exceed the degree of dampness and dirt, etc.)
is transmitted for quantitative assessment, that is, for weighing. As a rule,
the company has separate weights for weighing cars and railroad cars. Weighing
is carried out twice.
The first time a car (a wagon) with
a grain is weighed. After that, the grain is poured into a hopper and an empty
machine (wagon) is weighted. Modern weight systems allow you to reduce weighing
time by simultaneously weighing full and empty machines (wagons), and dividing
the flow into two directions.
The corn corresponding to the basic
conditions is loaded into temporary storage silos. Grain with deviations from
the basic conditions is subjected to the cleaning and drying operations, or the
reprocessing. It must pass through a grain dryer (if there is a deviation from
the basic conditions for humidity) and/or through a separator (if there is a
deviation due to dirt). The production line for grain refinement is flexible.
It allows you to split and redraw the replenishment streams as needed, as
different batches of cultures have different quality indicators. Accordingly,
they can go through the line of refinement in different ways.
The order of the completion of crops
in operations is important, as this process must be performed with minimal time
loss. On port elevators, the grain processing line usually has a grain dryer, a
separator, bunkers, burrows, conveyors of various types, drafts. Taking into
account the productivity of all the listed above types of equipment doesn’t
really make a point, since according to the passport data
"bottleneck" at such enterprises there are always grain dryers and
separators.
That is, the performance of the
product line is determined by the performance of these two types of equipment.
Therefore, for the planning of works it will be appropriate to apply Johnson's
rule (CHASE, 2019). Its use allows to minimize the duration of the flow - from
the beginning of the first work until the time of completion of the last one.
In accordance with Johnson's rule at
the stage of grain processing, it would be advisable to set the following
sequence of work:
1) Make a list of operating hours for each
work on the dryer and separator.
2) Choose the shortest operating time.
3) If this time corresponds with the
work of the grain dryer, schedule the first performance of the drying
operation. If it corresponds with the work of the separator, then schedule the
final cleaning operation.
4) Repeat steps 2 and 3 for each
remaining work until the calendar plan is completed.
Calculate in table 2 the processing
time of grain in the stream to form a ship batch of grade 3 and 4 wheat and
maize for transshipment on a Handymax vessel (the
amount of clogging and humidity is taken into account on the basis of average
enterprise data over several years).
Table 2: Calculation of the time of grain processing in the stream
Cereals |
Amount of grain,
t |
Quality
indicators |
Deviations from
the basic condition |
Productivity, t /
h * |
Processing time,
h. |
||||
clogging |
humidity |
clogging |
humidity |
separator |
grain dryers |
on the separator |
on
the grain dryer |
||
Wheat grade 3 |
30 |
2 |
15 |
1 |
1 |
200 |
250 |
0,15 |
0,12 |
120 |
1 |
15 |
0 |
1 |
- |
250 |
- |
0,48 |
|
210 |
3 |
15 |
2 |
1 |
200 |
250 |
1,05 |
0,84 |
|
490 |
2 |
14 |
1 |
0 |
200 |
250 |
2,45 |
1,96 |
|
Wheat grade 4 |
120 |
1 |
16 |
0 |
2 |
- |
230 |
- |
0,52 |
180 |
2 |
14 |
1 |
0 |
200 |
- |
0,9 |
- |
|
180 |
2 |
15 |
1 |
1 |
200 |
250 |
0,9 |
0,72 |
|
60 |
4 |
17 |
3 |
3 |
200 |
210 |
0,3 |
0,29 |
|
Corn |
150 |
2 |
16 |
1 |
2 |
180 |
230 |
0,83 |
0,65 |
240 |
2 |
15 |
1 |
1 |
180 |
250 |
1,33 |
0,96 |
|
180 |
4 |
16 |
3 |
2 |
180 |
230 |
1 |
0,78 |
|
150 |
2 |
15 |
1 |
1 |
180 |
250 |
0,83 |
0,6 |
* According to the calculations, the
productivity of the equipment decreases as the deviation of the grain quality
indices from the basic conditions increases.
The work that has the shortest operating
time is scheduled at the beginning and end of the schedule (Table 3). Thus, the
parallel operation time of the equipment is maximized. This minimizes the total
operating time required overall to complete the grain refining step.
Table 3: The passage of the grain line in the stream in accordance with the Johnson rule
Culture |
Amount of grain, t |
Operating time at |
|
separators, h. |
grain dryers, h. |
||
Wheat grade 3 |
120 |
0 |
0,48 |
490 |
2,45 |
1,96 |
|
210 |
1,05 |
0,84 |
|
30 |
0,15 |
0,12 |
|
850 |
3,65 |
3,4 |
|
Wheat grade 4 |
120 |
0 |
0,52 |
180 |
0,9 |
0,72 |
|
60 |
0,30 |
0,29 |
|
180 |
0,9 |
0 |
|
540 |
2,1 |
1,53 |
|
Corn |
240 |
1,33 |
0,96 |
180 |
1 |
0,78 |
|
150 |
0,83 |
0,65 |
|
150 |
0,83 |
0,6 |
|
3500 |
15,49 |
12,85 |
Taking
into account the order of loading of crops on the vessel, as well as the need
for a technical break during the transition from processing of one crop to
another, a schedule of grain processing in the flow is made (Table 4).
Table 4: Schedule of grain processing in the stream
Equipment |
Date |
|||||||||||||||||||||||||||||||
Change 1 |
Change 2 |
|||||||||||||||||||||||||||||||
14.00-16.00 |
16.00-17.00 |
17.00-19.00 |
19.00-21.00 |
21.00-23.00 |
23.00-1.00 |
1.00-3.00 |
3.00-4.00 |
|||||||||||||||||||||||||
Separator |
|
1 |
1 |
0,45 |
1,05 |
0,15 |
0,35 |
0,55 |
0,9 |
0,3 |
0,25 |
0,65 |
|
0,35 |
0,98 |
1 |
0,02 |
0,81 |
0,83 |
|
|
|||||||||||
Dryer |
|
|
0,03 |
0,45 |
1,55 |
0,41 |
0,84 |
0,12 |
0,52 |
0,11 |
0,61 |
0,29 |
|
0,75 |
0,21 |
0,78 |
0,65 |
0,36 |
0,24 |
|
||||||||||||
Explanations to the table:
|
- wheat grade
3 |
|
- wheat grade
4 |
|
- corn |
|
- time of reconfiguration of equipment for processing
another culture |
As
a result of the performance of these stages of work, which have the shortest operating
time, they are planned at the beginning and at the end of the schedule. Thus,
the time of parallel work of equipment is maximized. This minimizes the total
operating time required in general for the completion of the grain processing
stage.
Consequently,
the method for drawing up the schedule of grain processing suggested by us will
correspond with a number of important conditions, as the following:
· will provide a minimum operating
time;
· will take into account the order of
loading grains on the vessel;
· will take into account the need for
the transition from the completion of one grain crop to another.
Under
these conditions, the shortest time for the completion of the grain processing
stage will be provided.
4.4.
Result: it is proposed the graphic model of the operational function for
development of the operational plan for the port elevator
We
suggest creating all shipbuilding operations in a single (aggregate) schedule
of shipments of grain per ship. Its development can begin after the formation of
the grain processing schedule. The formation of a consolidated schedule for the
shipment of grain to a ship requires that crops that are not needed to be
processed and already accumulated in the warehouse are shipped first. In our
opinion, it should be constructed as a Gantt chart, specifically: to provide
information about the main operations of the process, the order and the timing
of their performance.
The
graph structured in such a way will provide the user with the information on
the operations that are performed at each time period of shift, the time of
their start and end, dependence on each other. It is structured in a form that
is easy to monitor and track performed operations.
The
model of this graph is presented in the table (Table 5).
The
proposed model allows to check:
· the ability to perform all
operations in the time of departure of the vessel;
· coordination of operations;
· performance of operations according
to the established schedule.
Table 5: Model of a consolidated schedule for forming abatchof a ship and its shipment, h.
Operations |
Date |
Date |
|||||||||||||||||||
Shift 1 |
Shift2 |
Shift1 |
Shift2 |
||||||||||||||||||
6.00-10.00 |
10.00-14.00 |
14.00-17.00 |
17.00-21.00 |
21.00-1.00 |
1.00-4.00 |
6.00-10.00 |
10.00-14.00 |
14.00-17.00 |
17.00-21.00 |
21.00-1.00 |
|||||||||||
Sampling |
3 h.20 min. |
|
|
|
|
|
|
|
|
|
|
|
|||||||||
Weighing |
|
9 h. 20 min. |
|
|
|
|
|
|
|
|
|||||||||||
Loading |
|
9 h. 15 min. |
|
|
|
|
|
|
|
|
|||||||||||
Cleaning * |
|
|
|
11 h. 40 min. |
|
|
|
|
|
|
|||||||||||
Drying * |
|
|
|
10 h. 15 min. |
|
|
|
|
|
|
|||||||||||
Shipmenton a vessel |
|
37 h. 30 min. |
|
||||||||||||||||||
* taking into account the time of changing the equipment for the
processing of another culture
We
propose to perform all of the above-mentioned operations in accordance with the
graphical model of the operational function of the port elevator, as the
formation of a batch of a ship and its shipment (Figure 2), where the
information flow shows both the sequence of information transformation and its
aggregation.
The
mentioned model is an important part of the formalization of the operational
management of the port elevator, which establishes the order of performance of
operations, as well as the main planned documents that regulate them.
In
order to describe in detail, the components of the planning process for
implementing the operational function of the port elevator, we consider it is
necessary to use a technological map, which is also an integral part of the
formalization of the technology. It should contain a list and sequence of the
basic operations, conditions and requirements for their performance,
information on the equipment used, information on the structural units
responsible for the results of the operation, as well as the documents
regulating them. The technological card is a form of visual description of the
components of the process, which provides the opportunity to streamline
information and verify the proper performance of operations.
Figure
2: Model of implementation of the operational function
of the port elevator
4.5.
Result: it is proposed to use the model of the technological card in
accordance with the modeling methodology IDEF0
We
proposed a technological map of the process of planning the work of forming a
batch of a ship and its shipment, modeled in accordance with the modeling
methodology IDEF0.
It
reflects the sequence of performance of basic operations of operational planning
of works, the presentation of the sources of input information, as well as
information on the personnel that performs the planning function (Figure 3).
Figure 3: Technological map of implementation of the operational function of
the port elevator
According
to the technological card at the input of the process, there is data on the
grain available in stock; available equipment and contracts for the shipment of
grain, agreed with customers.
The
first operation of the process is the calculation of the amount of acceptance
of grain for the formation of a batch of a ship, which is carried out on the
basis of providing the exporter with information on the composition of the ship
batch, data on the date of arrival of the vessel and taking into account the
technical parameters of the last one.
The
second and third process operations involve the scheduling of the laboratory
and the weighing area, respectively.
They
are carried out taking into account the technical regulation of the grain
composition and the productivity of the corresponding equipment. The fourth
operation involves the development of a loading schedule for grain based on
information about its composition, the fifth - the schedule for its completion
in the flow. The last operation - the development of a consolidated schedule
for the formation of a batch and its shipment is carried out taking into
account the information on the receiving of grain in the warehouse and on the
basis of rules of sea transportation of passengers and cargo.
The
first operation is carried out by the chartering department with the
participation of the commercial department, others - by the specialists of the
respective production sites. The report on the performed work on the results of
all operations is transferred to the representative of the cargo owner.
Thus,
we have developed important components of operational management technology,
such as: a graphical model and a model of a technological map for the
implementation of the operational function of the port elevator, which
regulates the process of planning the work on the formation of a ship's batch
and its shipment to a ship.
They
provide information on the rational of consistency and interconnection in the
planning of operations for the formation of a ship batch and its shipment,
which reduces the loss of time, provides an opportunity to coordinate the work
of the elevator with its transportation system. It provides an opportunity to
increase the turnover rate of port elevators capacity and more efficiently
utilize their capacity.
5.
CONCLUSIONS AND RECOMMENDATIONS
All
of the mentioned above suggests that:
1) According to the results of the
survey of leading experts in port elevators, a number of problems have been
systematized, resulting in incomplete usage of their capacities, such as:
reduction of the coefficient of turnover of the capacity of the elevator; lack
of regularity of the grain acceptance operation; inconsistency of work with the
rail transport; difficulties in placing different crops and crops of different
quality; loss of time during shipment of grain to a ship. It is proved that
they can be solved by forming an operational management technology that reduces
the loss of time and thus enables them to use their capacities more
efficiently.
2) Since port elevators essentially
operate in the mode of "forming a batch - sending a ship", then there
is a need to perform detailed planning of all operations by identifying flows
of work passing through the system, as well as establishing control over their
performance.
3) It is substantiated that for
planning of their activity it is expedient to form a system of calendar
planning, based, first, on the limited loading of units, and secondly, on a
combination of elements of systems of direct and backward planning of the calendar.
4) Development of the operational plan
for the port elevator should be carried out in accordance with the graphic
model of the operational function, which implies the sequence of actions:
calculation of the amount of acceptance of grain for the formation of the ship
batch; working out a schedule of work of the laboratory; developing the work
schedule of the weighing area; development of grain loading schedule;
development of the grain processing schedule in the flow; development of a
consolidated schedule for the formation of a ship's batch and its shipment. The
proposed model provides an opportunity to check: the possibility of performing
all operations in the period of departure of the vessel; co-ordination of all
operations and performance of operations in time according to the established
schedule.
5) To plan the operation of the grain
processing line in the flow, the Johnson’s rule should be used, which allows to
maximize the time of parallel work of the equipment, while minimizing the total
operating time required to perform the specified work.
6) To describe the components of the
operational planning process for the formation of a ship batch and its
shipment, the list and sequence of basic operations, conditions and
requirements for their implementation, as well as information on the equipment
used, it is expedient to use the model of the technological card modeling in
accordance with the modeling methodology IDEF0. It reflects the sequence of
performance of the basic operations of operational planning of works, provides
an idea of the sources of input information, as well as data on
the personnel that performs the planning function.
7) The proposed components of
operational management technology (graphic model and model of the operational
map of the implementation of the operational function) provide information on
the rational sequence and interoperability of operations planning, and through
synchronization of work, the loss of time in the operation of the port elevator
can be reduced. It provides an opportunity to increase the turn overrate of
port elevators capacity and use their capacity more efficiently.
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