Work in an office, coworking, or freelancing. For which companies is this or that type of activity effective? Let's find out!

How to organize the workflow?

The organization of the work process should directly depend on the specifics of the company’s work. If we are talking about a small branch of a bank, then, of course, you need an office and a strictly regulated day. But what is good for a bank employee is not suitable for designers, artists and all other representatives creative class.
Working in an office is a classic and, at the moment, still the most common method of organizing the work process. There is no need to talk about him.
Freelancing involves hiring people to complete projects, without being registered as a staff member. For a company, a freelancer is more economically profitable than an ordinary employee, since he does not need to pay a monthly salary and deduct taxes from it. On the other hand, many companies are leery of hiring freelancers because they fear they will be “irresponsible.”
Coworking space occupies an intermediate place between office work and freelancing. This work option is good for those who work in small groups or remotely, but need to periodically meet with colleagues and exchange data.
Freelancing and coworking are, in theory, suitable for all professions. However, in practice, we see that these methods of organization are taking root in companies where it is necessary to attract designers, artists, creative workers, architects, and web developers. And this is understandable! People of such professions do not like to work on a strict schedule and in a boring office.

What did perfectionism lead to at the beginning of the 21st century?

At the beginning of the 21st century, “white collar” workers began to become fashionable in Russia. For them, a career is a fetish. The office was perceived as a place where all dreams come true, where you can realize yourself and achieve a lot. A career is a stairway to heaven. Full immersion work and the abandonment of personal life have become the cause of mass fatigue. And starting from 2010, people began to move away from the usual organizational model - working in an office; fashion appeared for creativity, which interprets its own rules. Now working in an office is unfashionable!
I note that the first coworking spaces in Russia began to appear in 1999–2000, for example, Millennium House on Trubnaya Street. These offices offered for rent fully equipped workspaces, necessary office equipment and communications equipment. This format was designed for representative offices Western companies who are just starting their activities. But such office spaces very quickly acquired long-term tenants. And the idea of ​​renting individual workspaces was forgotten until recently.
But as I already said, working in an office is still the most common way to organize the work process. However, many companies are increasingly hiring freelancers. As a rule, there are no companies that work only with freelancers; there are also full-time employees who work in the office.
A study was conducted among Russian freelancers, during which it turned out that the majority of freelancers are concentrated in Moscow (30%) and St. Petersburg (11%). Most of the “free workers” are men. According to statistics, at the beginning of 2011 there were 20 thousand freelancers working in Russia; now there are many more.
Also in 2011, the Freelancer.com portal developed a list of outsourcing professions that are most in demand. Freelancing is especially popular among designers, copywriters, programmers, translators, and optimizers.
Here it makes sense to talk about the preferences of each person. Some people value stability and confidence in the future. This person gets a job in a large company, works in an office and receives a monthly salary. And someone lives for today and does not consider it necessary to sit at work every day. He is much more interested in doing one-time projects.

Let's sum it up

When organizing the process, it is necessary to proceed from the specifics of the company’s work.
If several friends decide to open a website development company, then I think to start perfect option– co-working. The guys will be able to meet at a convenient time in a convenient place. And if necessary, attract freelancers. In this case, one can hardly talk about a strict schedule. All that needs to be discussed is the timing, cost and quality of the result.
Of course, the structure of the organization is very different when working in an office, freelancing and coworking. Office work is characterized by a clear hierarchical structure: owner, director, deputy, ordinary employee.
In the case of freelancing, there is a customer and there is a performer. The second one is not a subordinate! The same applies to coworking spaces: of course, there is a coordinator, but the team of performers are equal in status, no one doesn't shift work to the lower one, which is very successfully practiced in the office.
Be that as it may, the work needs to be planned in advance, responsibilities must be clearly distributed and control the whole workflow!

Which workflow organization option is most suitable for you?

Time is always short, and there is always too much to do - this is an axiom of the twenty-first century. It is not surprising that humanity is in constant search magical ritual(or methods of organizing the work process, as they are commonly called), which will save us all from time pressure, deadlines, procrastination and other temporal traps. You, of course, already know the most effective of them, but through the efforts of our team, we have compiled a small hit parade of slightly less common techniques that we have successfully used in our work.

"Swallow the Frog"

It doesn't sound very appetizing, but that's the whole point. There are always things on the daily to-do list that do not arouse any enthusiasm in us, and, according to Mark Twain, who coined the name of the technique, it is better to start working with them. There are at least two arguments in favor of this approach: firstly, the longer you put off an unpleasant task, the harder it is to take on it, and secondly, having overpowered yourself and gotten rid of the burdensome duty, you receive a charge of positive emotions and motivation at the very beginning of the day. First of all, the “swallow the frog” method is suitable, of course, for procrastinators - it simply does not give them the opportunity to turn to a bad habit. It is much less suitable for people with a busy schedule and a lot of diverse tasks: for them it is much more expedient to sort things according to other criteria (urgency, priority). However, there are light versions for them, built on the same idea, but with a less strict connection to the schedule - for example, a recommendation to set aside 15-30 minutes a day specifically for boring or unpleasant duties that you cannot bring yourself to do at other times .

Workstation Popcorn technology

This original technique was developed by Joel Runyon for freelancers, small business owners and other people with relative freedom of action and movement. The first steps look quite standard: break the entire amount of work into small tasks, group them into several thematic clusters, determine the approximate completion time for each. And then start looking for cafes, libraries and others cozy places public use in your area. The essence of the “Workstation Popcorn” approach is to change the location every time you move from one cluster to another. According to the author, this helps to concentrate as much as possible, switch between diverse tasks without mixing them, and avoid blurring the boundary between work and free time– a common problem for those who work from home. In addition, you will spend more time on the move and will be able to advise your friends on where the best coffee is prepared in your area.

"Should, Should, Want"

Jay Shirley's technique is temptingly simple. Essentially, it comes down to the fact that when making plans for the day, you keep three questions in mind:

• What should I do today to effectively solve current problems?
• What should I do with my long-term goals in mind?
• What do I want to do for my own pleasure?

Taking a moment of reflection in the morning helps you balance your lifestyle and priorities. On the one hand, you look to the future, not being content with resolving immediate problems; on the other hand, you don’t sacrifice urgent and pressing matters in favor of abstract prospects, and finally, you don’t risk burning out in the pursuit of productivity. By the way, it is not at all necessary to always distribute time and energy equally between these three points: on some days you will probably have to spend almost entirely on current tasks, and on others you can allow yourself to devote more time to pleasure.

Focus@Will

Music is not just an indulgence and a simple way to have fun while working; it can become a powerful tool for optimizing your workflow... if, of course, it is chosen correctly. Research shows that you should choose familiar, unobtrusive, not too loud music without words as background noise. In particular, ambient tracks, synthesized sounds of nature, and melodies from video games are well suited. You can create your own set of favorite posts of this kind, or rely on the taste of the focus@will system, created for precisely this purpose. The latter’s website features a whole collection of playlists with music of different genres, which helps the listener to concentrate and sets the appropriate rhythm. With such a soundtrack it's also easier to stick to a schedule - set a timer, and a break in playback will remind you that it's time to rest.

"Don't break the chain"

You may remember the technique from the popular comedian Jerry Seinfeld from one of our previous articles. This simple but effective plan is good for those who are trying to form new habits or devote time to any activity more regularly. All you need is a calendar (separate for each habit) and a red highlighter. If on some day you managed to accomplish your plan, mark it with a cross - that’s all. This is a purely psychological trick: as soon as you earn several crosses in a row, you will already want to make the chain longer and longer. This starts the process of self-renewal of motivation. The disadvantages of this method include insufficient flexibility (for example, it does not take into account unforeseen circumstances and does not make it possible to allocate days for rest). Adam Dachis in his article suggests some modifications that will help adapt it to all occasions.

"Biological Peak"

In his book Work the System, Sam Carpenter encourages us to pay attention not only to the “what” and “how much,” but also to the “when.” According to the author's theory (and personal experience many of us), our ability to perform at our best fluctuates greatly throughout the day. Performance at any moment consists of three components: the amount of energy, the level of concentration, the degree of motivation; Moreover, they are all determined by individual biological rhythms. The key to effective time management is to track the peaks in all these indicators and, by superimposing the graphs on top of each other, identify periods that are favorable and unfavorable for work. It will take, however, no less than three weeks, during which you should live by the biological clock, not use any stimulants, and scrupulously monitor and evaluate your condition. However, if you have the patience for all this, the reward will be to be able to organize your day much more meaningfully and benefit not only from periods of activity, but also from moments of decline, which the author advises to consider as a reason to rest and refresh yourself.

Flowtime technique

LightsAndCandy offers a kind of compromise between the sensational focus on the biological clock and the Pomodoro technique. Despite the undoubted effectiveness of the latter, many find some shortcomings in it. The most serious of them are the fixed length of sessions, which creates pressure, creating a fear of time pressure, and regular forced breaks that can interrupt the state of flow. The benefit of the LightsAndCandy approach is that it allows you to start and end work sessions more smoothly and naturally, without forcing you into a tight time frame. The author suggests adhering to the following scheme of actions:

1. Select a task. Write down the time before you start;
2. Work until you feel like taking a break. Record the time again;
3. Decide how many minutes you need to rest and set a timer;
4. When the rest time is over, start the second session and repeat the same steps.

Perhaps after some time, looking through the recordings, you will begin to notice patterns: for example, in the morning your sessions last longer than in the afternoon, or longer “smoking breaks” are followed by longer periods of uninterrupted work. This way you can gradually adjust the regime to your own biorhythms.
We hope that one of these seven techniques seems worthwhile to you, we have no doubt that you will put it into use on Monday, and we strongly welcome the exchange of experience in the comments.

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A person cannot be compared to a machine: he cannot work all the time. According to employers, this option is very inconvenient, but you have to take it into account. Experts have to reckon with the fact that the ancient relationship between fun and business has not been revised even today. If it were their will, some would prohibit doing anything else besides business, while others would expand the limits of time for fun as far as possible. The law takes into account common interests in a compromise way, clearly defining breaks in work.

Classification of breaks

Everyone without exception knows that there is a lunch break. In any organization there is a special time allocated for this. However, today there are other breaks during the working day, which employees of certain structures often do not know about - but in vain. It would be advisable in detail become familiar with the possibilities of legally taking time away from work. So, experts have developed an appropriate classification. In accordance with it, work breaks are divided into the following numerous groups:

• Special and general.
• Recommended and required.
• Those that are included in wages and those that are not.

Work breaks of a general nature, in accordance with the Labor Code, must be provided to absolutely all workers. This right to rest is enshrined at the legislative level. This group includes a lunch break, as well as possible breaks of short duration so that the employee can organize his personal needs.

Special breaks occur only in certain areas of work activity. In addition, these include breaks from work for individual categories workers. This may include PC users, employees of the tobacco industry, as well as women who have small children (in this case, a break is provided for feeding).

If we touch on recommended and mandatory breaks, then the latter include those whose provision is nothing more than the responsibility of any employer. The need for breaks of a recommended nature in each structure is identified by its own methods and, of course, formalized through local regulations.

A lunch break is required, as well as breaks for feeding and warming the baby, which are of a special nature. It is important to add that almost all types of breaks are included in paid time. However, long breaks for meals and rest in organizations are usually not paid.

Setting breaks

To begin with, it should be noted that the types, beginning, duration, as well as other categories characterizing the provision of a break are established through collective and labor agreements, as well as labor regulations within a particular organization. It is important to note that such time is stipulated in the employment contract only when for a specific employee it differs from the general one in structure.

For example, in this document, the employer can specify the conditions related to the provision of breaks to merchandisers, sales agents and other employees who have “field” working conditions, that is, those who are not given the opportunity to foresee how long work with various clients or negotiations will take .

Food and rest

Article 108 of the Labor Code of the Russian Federation forms the obligation of any employer to provide all employees with work time a shift (daily) break for food and rest. Its duration should be equal to or exceed thirty minutes, but should not exceed one hundred and twenty minutes. It is important to note that the duration of the break is within given period secured through internal documentation of the structure, as a rule, this is PVTR.

Article 108 of the Labor Code of the Russian Federation establishes that during a work shift (day), an employee must be given a break for food and rest, not included in working hours. In addition, the specific duration, as well as the time period for providing a break, are established through labor regulations within the organization or in accordance with an agreement between the employee and the employer.

At work where, due to working (production) conditions, it is impossible to provide a break for food and rest, the employer undertakes to provide the employee with the opportunity to eat and rest directly during work. The list of such work, as well as the places where breaks for rest and food can be arranged, are established through the labor regulations within the structure.

Unpaid break

By unpaid lunch break it should be understood that the employee has the right to use it for absolutely any personal purpose. So, today the lunch break is not only for refreshment. People go shopping, go on dates, pick mushrooms in a nearby forest belt, sleep at home, and finally.

Naturally, there are no exceptions, and not all employees of a particular organization have the opportunity to break away from work during their shift to rest or eat. For example, through the Order of the Ministry of Science and Education it is stated that people who work in the field of education (educators, lecturers, teachers, etc.) do not have the right to interrupt their work and leave personal matters. Thus, their lunch break coincides with the lunch break of the children they are responsible for and teach. In this case, the break, one way or another, is paid for by education workers.

It should be noted that the employer is not obliged, but is given the full right to establish several modes of labor activity. Accordingly, then breaks during the working day will have different durations and take place at different times for different categories of employees. This provision is usually noted in local acts of the structure.

Eg, Russian Ministry transport decided to establish the specifics of breaks for air traffic controllers and drivers. So, if an 8-hour working day is not relevant for drivers, and they work more, then in this case two breaks are allocated for rest and food, the duration of which varies from thirty to one hundred and twenty minutes. It should be added that controllers who control aircraft at night receive, in accordance with the law, an additional sixty minutes of rest. These breaks are not included in paid time.

What if part-time?

Probably, many readers have asked whether there is a need to provide a break at work for rest and nutrition when people work part-time or part-time. It is important to note that in Russian labor legislation there are no comments or reservations on this matter. This means that the employer undertakes to provide such employees with a lunch break, the duration of which, at the initiative of the employer, is usually thirty minutes (the minimum determined by law). It is necessary to add that, with the consent of a part-time employee, it is possible to identify a part of the working day during which he may not be given a break for food and rest.

It is important to note that the employer has the right to introduce a “floating” lunch break. Thus, through PVTR, only the duration is strictly noted, and a time corridor is also formed, but the moment of its beginning is determined by the employee himself, in agreement with the management of the department. By the way, if the matter concerns only one employee whose work schedule is individual, you can deal with the issue without PVTR. As a rule, in this case, absolutely all the features of the breaks provided to him, as well as the beginning and end of the working day are reflected through employment contract or additional agreement to him. Then, when an employee, on his own initiative, decides to use a lunch break to carry out work activities, then this is only his choice. However, the employer is not obliged to pay for the relevant work.

Personal needs

It must be remembered that the employer’s responsibilities related to providing short breaks for psychological relief, a cup of coffee, visiting the toilet or smoking are not fixed in the regulations legal acts. However, in methodological recommendations, where the length of the work shift (day) and other working time standards are determined, it is determined that in order to reduce the degree of fatigue of employees, it is advisable to allow such breaks, provided they are included in working hours.

Typically, ten to twenty minutes are allotted for such breaks per working day (shift). However, their duration may vary somewhat, which primarily depends on the working conditions. The establishment of such breaks is carried out through local legal acts of the structure. By the way, the most humane employers organize a special room for relaxation. It is there that employees have the opportunity to relieve stress and relax for a while.

Technology break

Through Article 109 of the Russian Labor Code special breaks are provided. They are necessary due to the characteristics of the production process, technology and specific work activities. Of the type, duration, purpose and conditions of provision are determined through the PVTR and the collective agreement.

This kind of break can be provided, for example, to those who continuously work outside computer equipment, especially when the tension and severity of their work activity is quite high. So, a person working at a computer should take a break of ten to fifteen minutes after every sixty minutes of work. In total, approximately fifty to ninety minutes are allotted for this throughout the day.

Examples

As a rule, in accordance with the employer's decision, a technological break is included in the paid hours of work. Such breaks can be provided to workers who cope with monotonous production activities at the conveyor. In addition, such intervals are given to air traffic controllers who work at a console with a video display. Thus, they undertake to interrupt work for twenty minutes after every one hundred and twenty-minute work period. In addition, the provision of breaks of a technological nature also applies to drivers who, after one hundred and eighty minutes of travel, must take a break for fifteen minutes, and then repeat a similar action every one hundred and twenty minutes.

Work in cold and hot weather

It is important to note that for those who work in winter in rooms without heating or on outdoors, an 8-hour working day is provided (no more). This should include loaders, janitors and (if circumstances require) other workers.

In accordance with Article 109 of the Russian Labor Code, they are entitled to special regulated paid breaks for rest and heating, which, one way or another, must be included in working hours. It is important to note that the duration of each of these breaks must be equal to or greater than ten minutes. It is necessary to add that during rest, employees, as a rule, stay in special premises, the equipment of which is handled by the employer. There they have the opportunity to take off their outer clothing and warm up. In this case, it is very important to comply with the following conditions:

• The temperature in premises specially equipped by the employer must be equal to or exceed twenty-one degrees.
• To warm hands and feet, special rooms should have heaters whose temperature varies from thirty-five to forty degrees.
• During breaks, workers are not recommended to leave heated rooms for a period of time exceeding ten minutes at a temperature of minus ten degrees. If it’s a little colder outside, you can only leave for five minutes.

For feeding a baby

It is important to note that, through the Labor Code of the Russian Federation, working women with children under one and a half years old are guaranteed a break that is equal to or exceeds thirty minutes after every working period of three hours to feed the baby. Then, when there is more than one such child in the family, the corresponding break should be equal to or exceed sixty minutes.

It is important to note that in the case of a standard eight-hour day, an employee of a particular organization is given the absolute right to two such breaks. Thus, it is advisable for her to submit an application regarding the addition of these time periods to the lunch break or their transfer to the end or beginning of the working day.

It is necessary to add that feeding breaks, one way or another, are included in working hours. Thus, payment for them is calculated as the average wages taking into account the unified social tax, income tax individuals, pension contributions and, of course, contributions for insurance against accidents during the work process, which are mandatory.

As it turned out, in the process of developing the types and duration of breaks, experts took into account the interests of both the employer and the employee. If these requirements are not met, it is easy to get into trouble. Thus, employers who deny employees legal breaks are likely to pay a fine:

• For officials, the amount varies from one to five thousand rubles.
• For individual entrepreneurs, a suspension of activities for three months is attached to this amount.
• In a relationship legal entities is subject to a fine of thirty to fifty thousand rubles, as well as suspension of activities for three months.

Manufacturing process- a combination of objects and tools of labor and living labor in space and time, functioning to meet the needs of production. This is a complex systemic concept, consisting of a set of the following particular concepts: object of labor, instrument of labor, living labor, space, time, satisfaction of needs.

Production processes are divided into the following types: 1) basic; 2) auxiliary; 3) serving. In turn, the main production processes are divided into: a) preparatory (procurement); b) transforming (processing); c) final (assembly).

Process strategy involves identifying the type of process, choosing an appropriate process management strategy, making long-term decisions on organizing the process in time and space, and providing all types of resources.

Work processes. The process of creating a product (performing work, providing a service) is a work process. The sphere of material production is characterized by work processes associated with the production of goods; they are usually called manufacturing processes. In the service sector - service processes.

The working process- this is a purposeful activity (a set of actions, works) to create consumer value that satisfies personal, collective (corporate) or social needs.

The result of the workflow is products. Products as a market category are goods.

Workflow structure- this is the composition of the parts this process and their relationships in terms of order or level of occurrence. The elementary component of the work process (its lower level) is considered to be an operation. Operation- this is a part of the work process performed on one or more objects of labor at one or more identical workplaces without reconfiguring the means of labor with the participation and/or under the control of one or more workers (teams, teams).

Depending on the degree of participation in the creation of use value or in achieving the final result in a given part of the work process, operations are divided into main, auxiliary and servicing. In production main operations directly related to shaping and changing the size or properties of objects of labor are considered. The implementation of these operations is strictly regulated by technological documentation (operational map, instrumental setup diagram, route map), which sets out the main technological decisions taken in the development of the manufacturing technology for this item. Operations associated with the movement of objects of labor from one workplace to another or with technical quality control are usually classified as auxiliary . Usually they are also regulated by technological documentation, but to a lesser extent than the main operations. The remaining operations, which are usually not regulated by technological documentation, relate to serving . An example of this would be a worker storing items of labor at the workplace to create an insurance or working stock, a worker receiving a set of tools in a dispensing storeroom to perform new work, etc.

The set of technological operations, ordered in relation to mutual succession, forms technological process . Arranged in the following order, a set of technological operations that make up the technological process, and other operations or actions (including those performed outside the workplace and without the application of human labor) form production (or service) process .

The work process includes a set of labor processes and natural processes ordered (organized) in space and time that are necessary and sufficient to create a certain product.

Labor process is a work process that requires the application of living and/or materialized labor. A natural process is a work process that does not require the application of either living or material labor.

The workflow consists of main, auxiliary and maintenance subprocesses. Basic processes- these are work processes related directly to the creation of goods (commercial products). Helper Processes- these are work processes associated with the creation or restoration of material products for personal consumption, which are necessary for the creation of marketable products. Service processes- these are work processes associated with the creation of intangible products (services, work) for one’s own consumption, which are necessary for the creation of marketable products.

For example. Automotive company. The main one is the process of car production at all stages of the technological cycle; auxiliary - the process of producing non-standard technical equipment and spare parts for process equipment; maintenance - the process of maintaining and repairing equipment. For the tool shop of the same company, the process of producing non-standard equipment is the main one, just as for the mechanical repair section of this workshop, maintenance and repair of equipment is the main process.

Based on the nature of operations on the subject of labor, work processes are divided into simple and complex. Simple process is a work process in which the subject of labor is subjected to a sequential series of interconnected operations, resulting in a finished or partial product. Difficult process is a work process in which a finished (or partial) product is obtained by combining several partial products (semi-finished products). A complex process is a collection of interconnected simple processes, as a rule, executed in parallel and sequentially.

According to the degree of coverage of the work necessary to achieve the final result of the process, complete or partial work processes are distinguished. Complete process is a work process that covers the full range of work necessary to obtain the final result of this process. Partial process - this is an unfinished part of a complete work process, covering only part of the work necessary to obtain the final result of this process. Partial processes are purposefully separated from the complete process in order to most effectively organize their execution within the framework of specialized work centers isolated in space and/or time.

Work centers. Work center is a virtual or physical structure that has a hierarchical structure, technologically and organizationally isolated in space and/or time, designed to most effectively carry out a partial or complete work process and endowed with a set of necessary resources for this purpose. A work process can be represented as a process of transforming a certain input into a certain output with a given process quality.

The structure of work centers can be characterized in terms of their elemental (resource), functional and organizational composition. In the elemental (resource) aspect the structure of work centers can be represented by three enlarged components - objects of labor, means of labor and living labor. Their interaction is integrated in the work process: the targeted movement of objects of labor through work positions, at each of which they are subjected to targeted influence from the means of labor and living labor. As a result, their individual actions and movements within the work process merge into coherent and purposeful processes of movement of flows (materials and information), processes of functioning (technical means) and labor processes(staff).

1. Objects of labor- these are objects of the work process, for the creation of which living and embodied labor is applied to them. There are objects of the main work process and auxiliary service work processes. The objects of the main work process, for example in industrial production, usually include production facilities in varying degrees of readiness for final consumption: raw materials, materials and components, blanks, parts, assembly units, complexes and kits, finished products.

Objects of auxiliary (servicing) work processes in production are usually classified as auxiliary items, or production ingredients, in varying degrees of readiness for production consumption (spare parts, cutting and measuring tools, fixtures, reusable and disposable containers, cutting fluids, fuel and other energy carriers, production waste), services and work for industrial purposes (maintenance and repair of equipment, buildings, structures, utilities, transportation and storage).

Conventionally, objects of labor are usually divided into materials and information. In the process of moving through sequences of work centers that implement partial work processes, materials and information form material and information flows, respectively. Material flows are represented by the following main components:

components- these are purchased products that are not manufactured at the enterprise, but are supplied to finished form(i.e. purchased ready for production consumption);

detail- an object that cannot be divided into parts without destroying it (for example, made from a single casting, forging, rolled product by machining, or formed from several parts by welding);

assembly unit (unit)- detachable or one-piece coupling of several parts;

complexes and kits consist of interconnected assembly units and parts;

The list of all types of products produced by the work center is called nomenclature. Products may be unspecified when they don't have components, And specified when they consist of two or more components. Products are characterized by a number of qualitative and quantitative parameters: design complexity; size and weight; types, brands, sizes of materials used; labor-intensive manufacturing and assembly; degree of processing accuracy; specific gravity of standard, normalized and unified parts and assembly units; volume of output.

2. Means of labor- these are tools of labor in which the past labor of people is embodied and which are used in the work process to transform objects of labor into goods.

3. Living labor- these are expedient human actions to implement the work process, associated with the expenditure of neuromuscular energy when performing various works that require a person to apply physical and/or intellectual strength and abilities, including when observing and monitoring the impact of means of labor on objects of labor in automatic mode. (Skilled and unskilled labor)

From a functional aspect Each work center can be characterized by the composition of functions (works) that make up the content of a partial work process. First of all, work centers are divided into main, auxiliary and service centers depending on the nature of the processes performed in them. Any of these work centers has a specific specialization, which allows it to carry out its strictly defined part of the overall work process most efficiently. The work process integrates the interaction (cooperation) of various specialized structural elements that perform specific partial processes, such as processing (parts on a machine, cargo in a warehouse), transportation, warehousing, support (information, financial, legal, etc.). Each work center at any level of the organizational structure has a certain specialization related to its official (functional) purpose.

From an organizational aspect the structure of a work center can be represented through the levels of its organizational structure. A complete workflow integrates partial workflows of different levels, carried out by work centers at the corresponding level. Thus, for a manufacturing company it is customary to allocate work centers at the following levels: company, plant, workshop, site, workplace. The workplace is the work center of the lowest level of the hierarchy. Workplace - this is a part of space, including a section of production or service area with the necessary equipment (technological and organizational), intended for the implementation of an elementary partial work process (operation) with the participation or under the control of personnel.

Table 6.1 - Essence of types of production processes

Process name	Essence of the process	Examples
1. Preparatory stage main process	The process of preparing living labor in space and time and tools for transforming the subject of labor into a useful product	Processes for cutting metal, stamping blanks, casting them in the procurement shops of a machine-building plant, etc. Preparation by the researcher of the workplace for conducting experiments. Preparing the machine and documentation for execution transport services. Preparing a patient for surgery in the surgical department of a hospital.
2. Transformative stage of the main process	The process of transforming an object of labor by changing its shape and/or size, physical and/or chemical properties, appearance, type of connection with other objects of labor, characteristics and/or indicators, condition and/or potential in accordance with the planning document or creative idea and so on.	Making a part for a machine from a rod or stamping by a turner. Conducting laboratory tests by the researcher to check the strength of the part. Driver checking knots truck in accordance with the production specification. A team of surgeons performs an operation to remove a tumor from a patient.
3. The final stage main process	The process of preparing a transformed object of labor for its acquisition of the form of goods for shipment or delivery to the customer (commission)	Assembly, testing, certification, packaging of goods. Delivery of the construction project admissions committee. Coordination and approval of the regulatory document. Delivery of the delivered cargo to the customer by the driver. The surgeon or commission checks the patient’s condition after surgery. Cleaning the workplace. Preparation of documents.
4. Auxiliary process	A process that contributes to the normal flow of the main process of transforming the subject of labor and is associated with ensuring the basic process equipment, devices, cutting and measuring tools, fuel and energy resources, etc.	Manufacturing of tools and accessories for the needs of all departments of the organization. Repair technological equipment And Vehicle. Production of compressed air by a compressor station, hot water– boiler room. Repair of buildings and structures.
5. Maintenance process	A process not specifically related to a given subject of labor, ensuring the normal flow of main and auxiliary processes by providing transport services, logistics services at the “input” and “exit” of the organization, etc.	Logistics and technical support for production in any sector of the national economy, organization of product sales ( provision of services), provision of transport and warehouse services to a specific department or customer. Performing service functions in various areas National economy.
6. Production process at the workplace	Any type of process (main, auxiliary, service) occurring at a specific workplace.	Manufacturing a part on a specific machine. Operator work at a compressor station. Driver's work, etc.
7. Production process at the division level.	A process occurring in a department between workplaces, or a natural process.	Intra-production (intra-shop) transport services. Cooling of a part after heat treatment in a free area of ​​the workshop.
8. Intershop manufacturing process	A process that occurs between departments of an organization.	Accumulation of inter-shop insurance or transport stock of products. Interproduction transport services.

Clutter in the workplace seems to be an almost classic part of busy people. Things pile on top of each other and the chaos becomes more and more, and after a while you will inevitably reach a point when you can no longer find or understand anything.

There are many reasons to organize your workspace, even if just to make it easier to find the things you need. A messy and poorly organized workplace is also bad for your morale, as you need to work even harder.

Many people underestimate the importance of an organized workspace. Of course, there are always one or two people who, even with complete chaos around them, cope with everything normally.

Let me note that such people are the exception to the rule, and even those who at first glance seem to have everything in disarray still have specific system at work. The following instructions will help you improve and properly organize your workspace.

Find the system that suits you

Are you good at remembering dates? Not necessarily exact dates, maybe just time periods? Perhaps you are a more categorical thinker and believe that your work is divided into different activities?
For those who think categorically, it may be enough to organize a file cabinet. Such people feel more comfortable when all things are in a certain order so that they can be quickly and easily found.

In addition, there are those people who like to distribute things over time. They think linearly and simply follow from point A to point B. These people are more successful when everything is organized chronologically.

They remember dates and events well, and compared to those who think categorically, they have more high level tolerance. The reason is simple: when things start to pile up on your desk, the oldest ones just stay on the bottom.

Don't force yourself to use a system that doesn't fit into your head. Instead, think about how to categorize dates and events and find an organizational system that works for you.

Do a little every day

Be sure to take the time to get everything in order every day. If something is in disarray, be sure to find a place for it in accordance with your system.

Those who think categorically should remove such things according to the chosen category. And those who distribute everything according to time must put the thing that is out of place in chronological order in accordance with the date.

Well, if you organize everything every day, it will only take a couple of minutes a day, but you will save a lot of time.

Use the morning or afternoon to organize.

From time to time, you need to do a thorough cleaning of your workspace. Perhaps the piles of papers have already accumulated too large, or the folders are completely full, so in order not to get confused, you need to divide everything into subcategories.

Whatever you do, it will take you quite a lot of time, and you need to do it like a regular job. Schedule this activity for a morning or afternoon every two months. Do not rush, in this matter haste can only do harm. Carefully review all files and folders and make sure nothing is missing.

Mark the most important events separately

Timing, and especially deadlines, this is exactly what needs to be planned urgently.

Always keep a list of urgent tasks or necessary things at hand. They should be kept separate so that they can be found immediately. I have witnessed many times when people forget important details or simply spent a lot of time searching for important documents.

If possible, keep electronic copies for yourself.

Most of the things lying in disarray on your desk appeared there due to a lack of paper or documents. Whenever possible, ask people to send you electronic versions documents.

Once you have received them, label them and place them in the appropriate folder. The search capabilities of Outlook and Google Desktop greatly help you find what you need. Thus, you must definitely apply the organizational system you have chosen on your computer as well, since you completely rely on search engines quite dangerous.

If you have time to organize your file structure on your computer, try to scan at least some of your paper documents and convert them into electronic format. This may be difficult for some, but it is a necessary step in the organizing process for many people.

Use a desk calendar

I understand the indignation of many people who believe that there is no need to bother with a desktop calendar when you can just set a timer on your computer. I have a prepared answer: desk calendar always before your eyes.

Since people tend to put materials on the table that they might need first, just make a note right on your calendar of where it is, when you got it, and what it's for.

Put in the effort and time to develop a system for organizing your workspace that suits you best, and then be sure to implement it.

Every person knows how to work best, so try to organize your workspace in a way that aligns with your views. An organized workspace will help you achieve new goals with greater efficiency and productivity.

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