Average daily output of one worker formula example. Key indicators and formula for calculating labor productivity Average annual output per 1 employee

Characterized by labor productivity indicators.

Labor productivity is an economic category that expresses the degree of fruitfulness of people’s purposeful activities in the production of material and spiritual goods.

Labor productivity is determined by the amount of products (volume of work) produced by an employee per unit of time (hour, shift, quarter, year) or the amount of time spent on producing a unit of product (performing a specific job).

Labor productivity is calculated through a system of indicators of output and labor intensity. Output is calculated as the quotient of dividing the volume of work performed (products produced) by the number of employees (labor costs). Labor intensity— dividing labor costs (number of workers) by the volume of work (products). Indicators of production and labor intensity can be calculated in monetary terms, in standard hours, in physical terms and in conditionally natural terms. Output characterizes the volume of work (products) per unit of strength, and labor intensity characterizes labor costs per unit of production (work).

Labor productivity changes under the influence of factors that can be external to the enterprise and internal.

External factors include:

• natural— in difficult natural conditions (fog, heat, cold, humidity), labor productivity decreases;
• political- by the will of the state, capital is accumulated in the hands of a few, which leads to a massive reluctance to work;
• general economic— credit, tax policy, systems of permits (licenses) and quotas, freedom of entrepreneurship, etc.

Internal factors:

• change in volume and structure;
• application of achievements of science and technology in production;
• improving the organization of production and management at the enterprise;
• improving the organization and stimulation of work.

When determining labor productivity, one should distinguish between normative (time spent according to current standards); planned (planned costs per unit of production) and actual labor intensity of products (this is the actual time spent).

Depending on the circle of workers whose labor is included in the labor intensity, a distinction is made between production (labor costs of the main workers), full (main + auxiliary workers) and total labor intensity (the entire industrial production enterprise).

The enterprise may have reserves for labor productivity growth- these are unused opportunities for intensification, for quantitative and qualitative increase in personnel and production potential, etc. Reserves are divided into current and future.

The use of enterprise personnel depends on management’s ability to influence the employee’s ability to work in order to direct them in the direction necessary for the company.

Personnel management consists of:

• in the gradual process of identifying staffing needs, planning to meet those needs through recruitment and placement;
• in the process of training, advanced training and retraining of personnel in accordance with the changing conditions of production and sales of products and works (services) by the enterprise;
• in improving the organization and working conditions worthy of modern production;
• in ensuring the movement of personnel both horizontally (expanding the range of specialties mastered, the number of units serviced, etc.) and vertically (assigning regular or extraordinary tariff grades, classes, categories, ranks and occupying higher positions;
• in the development of forms of mentoring and apprenticeship;
• in creating comfortable social and psychological working conditions for everyone and the team as a whole.

Labor productivity statistics and analysis

Labor productivity— characteristic of the effectiveness of productive activities over a certain period of time.

Productivity levels can be measured using output and labor intensity.

Output

The inverse indicator is labor intensity (t)

Therefore, the output can be calculated as:

• Average hourly output. It is the ratio of the volume of output produced to the number of man-hours worked during a given period of time.
• Average daily output. Shows how much production was produced each day over a certain period of time. In order to calculate the average daily production time, it is necessary to divide the volume of products produced by the number of man-days spent on the production of a given volume (production time of a given volume).
• Average monthly output. It is the ratio of the volume of products produced per month to the average number of workers. The output for a quarter or a year can be calculated similarly.

Let's look at labor productivity statistics using the example of solving a problem

Define:

1. coefficients of the dynamics of the average annual output of workers for each enterprise that is part of the concern and for the totality of enterprises.
2. the impact on changes in production of changes in the efficiency of personnel use at each enterprise and the personnel structure;

Average annual output = Volume of products produced per year / Average number of workers

• SGV_1_0 = 150,000 rubles / 300 people = 500 rubles/person
• SGV_1_1 = 204,000 rubles / 400 people = 510 rubles/person
• DSGV_1 = 510/500 = 1.02

Compared to the previous period, in the reporting period the first enterprise increased its average annual output by 2%.

• SGV_2_0 = 500,000 rub / 200 people = 2500 rub/person
• SGV_2_1 = 1,040,000 rubles / 400 people = 2,600 rubles/person
• DSGV_2 = 2600/2500 = 1.02

Compared to the previous period, in the reporting period the second enterprise increased its average annual output by 2%

Now we count for the concern as a whole.

SGV_0 = 650000 / 500 =1300 rub/person

SGV_1 = 1244000 / 800 = 1555 rub/person

DSGV = 1555 / 1300 = 1.19

The overall productivity (average annual output) for the concern increased by 19%.

2. Use indexes

Let's check the correctness of the indexes. To do this, the sum of the individual indices must equal the change in the overall index.

Labor productivity analysis

Analysis of labor productivity is expressed by the following indicators:

• summary indicators: average annual, average daily, average hourly production per worker, as well as average annual production per worker. These indicators are determined by dividing the volume of production in rubles or in standard hours by the number of workers or all industrial production personnel;
• private indicators reflect the time spent on producing a unit of product or show how much product of a particular type in physical terms is produced per unit of time;
• auxiliary indicators give an idea of ​​the time spent on performing a unit of any work or the volume of work performed per unit of time.

Labor productivity is influenced by two groups of factors:

• extensive factors, i.e. use of working time;
• intensive factors, i.e. reducing the labor intensity of manufacturing products through the introduction of new technology, mechanization and automation of production processes, improving technology and organization of production, implementing organizational and technical measures aimed at reducing the labor intensity of manufacturing products.

The most important factors for increasing labor productivity are intensive, i.e. reducing the labor intensity of manufacturing products. Labor intensity represents the cost of working time to produce a unit of product or its total volume.

Influence of individual factors on average output:

On average number of days hours worked by one worker per year is affected by all-day downtime, absences from work with the permission of the administration, due to illness, absenteeism;

On average working day intra-shift downtime, shorter working hours for teenagers and nursing mothers, and overtime work have an impact. When analyzing, it is necessary to identify the causes of any unjustified losses of working time and outline ways to eliminate these causes;

On average hourly output per worker influence: fulfillment of production standards by piece workers, changes in the structure of production, i.e. the share of products with different labor intensity and price, implementation of organizational and technical measures aimed at reducing the labor intensity of manufacturing products.

Labor productivity planning

Labor productivity planning - part of the performance management process, which involves strategic and operational planning, organization, direction and ongoing monitoring of the implementation of activities aimed at improving productivity.

Labor productivity planning methods:

Direct counting method— provides the opportunity to calculate the reduction in the number of personnel under the influence of specific organizational measures and the corresponding increase in labor productivity.

1. The planned number of personnel for individual categories is determined, taking into account its possible reduction as a result of planned activities.
2. Based on the calculated planned number of personnel and planned production output, the level of labor productivity and the rate of its growth compared to the base period are determined.

Factorial method— involves identifying factors that influence the level and growth of labor productivity and assessing their impact.

1. Initially, the basic number of personnel for the planned period is determined, subject to maintaining basic labor productivity.
2. The expected change in the number of personnel under the influence of each of the selected factors is calculated by comparing labor costs for the planned volume of production under planned and basic conditions.
3. The total change in the base number and increase in labor productivity in the planning period.

Factors of labor productivity growth

Scientific and technical	Organizational	Structural	Social
Introduction of new equipment and technologies Mechanization and automation of production Change in fleet structure or equipment modernization Changes in product design, quality of raw materials, use of new types of materials Other factors	Increasing standards and service areas Specialization of production and expansion of supply volumes Change in real working time Reducing losses from defective products Reducing the number of workers who do not comply with standards. Other factors	Change in production volume Changes in the share of certain types of products and individual industries in the total volume. Other factors	Change in the quality level of personnel Changing workers' attitudes towards work Changes in working conditions Other factors

The value of output per 1 employee is one of the key production indicators used both for production planning and for assessing labor results and its effectiveness. At the same time, output per worker can be studied and established in various ways and imply different periods - shift, month, hour or other time periods. Knowing the formula for output per 1 employee, you can calculate it quite easily - however, different types of activities may require different calculations.

Output per 1 employee - what is it?

At many enterprises, the most convenient mechanism for distributing tasks among employees is to assign a production rate. The production standard is a set of works that an employee must perform under his existing working conditions. At the same time, the mechanisms for assigning production standards can be applied to almost any category of employees, but this solution will be most effective and simple if it is applied to workers engaged in the production of similar goods.

Output per worker, in turn, is an indicator that is used in many calculations - both to determine the productivity of the employee himself, and to determine the potential capabilities of the organization or its structural unit to produce the required volumes of goods. Also, an analysis of output per worker per shift can be used for the purpose of subsequent modernization of production - both through technical innovations and by making changes to the process of organizing the workplace.

It is necessary to distinguish production indicators per employee from production indicators per main worker or per employee. Thus, output per worker is an indicator applied to all personnel of the enterprise - both those involved in production directly or indirectly, and not. In this situation, service personnel are also taken into account. By output per main worker we mean the total output per employee employed directly in the final production process. Output per worker requires the participation of production personnel in the calculations, including those indirectly related to production.

Since the concept of output per employee is not regulated by law, there may be different interpretations of it. For example, the indicator of output per 1 employee can be applied both to the entire company as a whole, and to individual structural divisions or specific employees to calculate their personal efficiency and labor productivity.

How to set output per 1 employee

It should be noted that output per 1 employee can be both an indicator used to plan future economic indicators and standardize labor at the enterprise, and an indicator determined after the fact based on the results of a certain period. Regardless of the specific situation, determining output per worker involves two main steps:

In this way, a specific indicator of output per employee can be obtained by dividing the accounting period by the standard time. However, this is only a general principle, because in practice, employees rarely engage exclusively in the same type of actions. At the same time, it is possible to set production standards per employee even in professions not related to production.

For some types of activities, legislation establishes approximate production standards. However, they are only recommended for use, and not mandatory - the only exceptions may be certain government agencies and companies, where the relevant requirements can be enshrined in specific regulations and documents.

Output per 1 employee - formula for more complex situations

The general formula for output per 1 employee, described earlier, will look like this:

• B = FV/NV

В – production, ФВ – total time fund, НВ – time norm for one unit of production.

If direct production requires certain preparation, then the employer should take into account the preparatory stage when developing production standards for 1 employee. The formula in this case looks like this:

• B = (VS – VP)/NV

WS – shift time, VP – preparation time, NV – standard time.

In cases where an employee is engaged in solving various problems during his work, the employer should take into account an additional coefficient in the production rate. For example, you should define the minimum unit of account - the simplest work transaction. When determining production standards, one should take into account the amount of time spent on the production of a particular product in relation to the minimum unit of account.

In general, the indicator of output per 1 worker is extremely important for HR specialists, because it is on its basis that employees can be attracted to or, on the contrary, encouraged. In addition, this indicator is also used in deeper economic studies within the enterprise.

For example, when looking for solutions to optimize labor, because an increase in output per employee will mean a general increase in work activities.

The ultimate goal of any entrepreneurial endeavor is to make a profit. A businessman or enterprise uses a complex of necessary resources: goods, raw materials, energy sources, property and technical means, new technologies, labor and services of various organizations.

To obtain a positive result, the economic effect from the use of all elements of these resources must be accurately determined.

What is it, why count?

Every employer dreams of the staff he hires to do as much work as possible in a shorter period of time. For average calculation of the work efficiency of the workforce labor productivity indicators are used.

The most objective assessment will be the productivity of labor of workers performing homogeneous work under similar conditions. In this case, in the analysis you can see how many operations, parts, components are performed by employees, that is, calculate in physical terms: how much one person produces in an hour, shift, month, or how much time he needs to produce a unit of product.

When producing and performing various works, their volume is calculated in monetary terms, which to a certain extent reduces the accuracy of the calculation.

What is the practical meaning of these indicators?

• Comparison with the planned, baseline or actual indicator of previous periods helps to find out whether the labor efficiency of the team as a whole and individual structures of the enterprise has increased or decreased.
• Allows you to assess the potential load on workers and the ability of the enterprise to fulfill a certain volume of orders within a specified period.
• Helps to determine the extent of the usefulness of introducing additional technical means and using new technologies. To do this, the average employee output is compared before and after the implementation of technical innovations.
• Based on the analysis of the data obtained, a personnel incentive system is being developed. The amount of bonuses and incentives will be calculated correctly if it ensures a corresponding increase in revenue and profit of the enterprise.
• The analysis also reveals specific factors that positively and negatively affect labor intensity. For example, interruptions in the supply of spare parts, raw materials and materials, frequent breakdowns of equipment, insufficient organization of labor in the workshop or enterprise. If necessary, the timing of working hours is added to this analysis and appropriate adjustments are made to the standardization of labor of individual departments and the work of middle and senior managers.

You can see detailed information about calculating this indicator in the following video:

Formulas and examples of calculations

Generalized formula for labor productivity:

P= O/H, Where

• P is the average labor productivity of one employee;
• О — completed amount of work;
• N — number of employees.

This indicator, which characterizes how much work one person performs during a selected period (hour, shift, week, month), is also called production.

Example 1. In January 2016, the fashion studio completed 120 orders for sewing outerwear (jackets). The work was carried out by 4 seamstresses. The labor productivity of one seamstress was 120/4 = 30 jackets per month.

Reverse indicator - labor intensity— determines how much labor (man-hours, man-days) is needed to produce a unit of product.

Example 2. In December 2015, the workshop of the furniture factory produced 2,500 chairs. According to the time sheet, the staff worked 8,000 man-hours. It took 8000/2500 = 3.2 man-hours to make one chair.

To determine labor productivity by workshop, structural unit of a plant, factory for a period (month, quarter, year), the formula is used PT=оС/срР, Where

• PT - average labor productivity of one employee for the period;
• ОС is the total total cost of finished products for the period;
• sr - shop workers.

Example 3. In November 2015, the metal products shop produced finished products totaling 38 million rubles. The average number of employees was 400 people. 63,600 man-hours worked. In December 2015, products worth 42 million rubles were manufactured, and the average headcount was 402 people. 73,560 man-hours worked.

Output per person:

• In November it amounted to 38,000 thousand rubles/400 = 95 thousand rubles.
• In December, 42,000 thousand rubles/402 = 104.5 thousand rubles.

The labor productivity growth rate for the workshop was 104.5 / 95 x 100% = 110%.

Labor intensity for the production of finished products worth 1 million:

• In November: 63,600 man-hours / 38 million rubles = 1,673.7 man-hours,
• In December: 73,560 man-hours / 42 million rubles = 1,751.4 man-hours.

Qualitative analysis of labor indicators makes it possible to optimize the total number of workers, their placement, identify existing shortcomings and reserves in the organization of work and the need for technical improvement of work processes.

The effectiveness of the use of personnel in the company's work is characterized by labor productivity indicators.

Labor productivity is an economic category that expresses the degree of feasibility and fruitfulness of the activities of employees of an enterprise in the production of spiritual and material goods.

Labor productivity is determined by the amount of time spent by an employee on producing a unit of production (or on performing a certain job) or by the amount of products (volume of work) produced by an employee for a certain unit of time (shift, hour, year, quarter).

Labor productivity is determined through a system of indicators of labor intensity and output.

Output

Output (W) is the actual productivity of labor; in economics it is understood as the quotient of dividing the volume of work performed (output) by the number of employees (labor costs).

W = q / T

Labor intensity

Labor intensity (t) is determined by dividing labor costs (number of employees) by the volume of work (products produced). Labor intensity indicators characterize labor costs per unit of production (work performed), and output indicators characterize the volume of work performed (products received) per unit of strength.

t = T/q

Where q is the volume of products produced, T is the cost of working time.

Basic labor productivity coefficients are calculated both separately and on average for the organization.

The production of products and output at individual work sites and places involved in the production of products are always determined in physical terms, in the volume of units produced.

For example, the volume of certificates issued on average by a telephone operator at the STS help desk per hour, the volume of written correspondence sorted by one sorter per hour. At individual workplaces, the volume of production, as a rule, is standardized - each employee is assigned a separate planned task or a specific production rate.

The labor productivity of maintenance employees of various communications equipment is quite difficult to characterize in terms of output, since they are engaged in adjusting and eliminating damage, and their work activity often only involves staying at their workplace. Therefore, at this stage it is important to measure labor intensity indicators, that is, the amount of time spent, for example, on eliminating communication interference.

The volume of labor productivity in a communications organization is determined by the average output. However, in a communications company it is generally impossible to find out the output in physical terms, since the company carries out various types of services and work, so the output is determined in monetary terms - the total volume of products sold by the company will be reflected in the revenue received, therefore, when calculating labor productivity in general, the indicator is used sales revenue.

The formula for calculating labor productivity is as follows:

PT = O/H

Where O is the amount of work per unit of time, PT is labor productivity and N is the number of employees.

• Before making calculations, decide on the indicators by which the calculation will be carried out: product output or labor intensity.
• Choose the method by which the volume of labor productivity will be calculated: labor, natural or cost. The natural method is used to calculate the exact volume of output and products produced (in quantity, weight, cubic or square meters).

Examples of calculating labor productivity

Consider the following examples:

1. A company employing 50 workers produced 50,000 nails in a month. The output of one worker will be: 1000 pieces of nails/person (50,000 divided by 50).
2. The company, which employs 50 workers, produces about 30,000 window frames per week. Under such conditions, production will be calculated as follows: 30,000/50 = 600 window frames (one worker produces per week).

With the labor method, the quantity of products is determined in standard hours; it is not suitable for medium or small businesses and is used mainly by large companies. For example, a turner turns 0.5 bushings per minute of his shift. In the cost methodology, value expressions are taken as the basis.

Let's give an example: two factories produce products worth 1,000,000 rubles in one day. One factory employs 10 people, another – 40. Calculation: 1,000,000/50 = 20,000 rubles (one factory employee produces products for this amount).

When making calculations, take into account that the volume of labor productivity is a variable value that depends not only on the employees, but also on the manager (owner) of the company: the better the working conditions at the enterprise, the higher and more reliable the motivation of employees and their labor productivity will be.

Correctly calculating labor productivity for an enterprise is very important, since the work schedule and staffing of employees, as well as the cost of products (services), the costs of their production and the final profit of the company depend on this indicator.

Labor productivity in accounting

Not only an enterprise economist, but also an accountant can calculate labor productivity. The labor productivity indicator can also be determined by indirect indicators reflected in the balance sheet. To do this you need to use the following formula:

PT = Vwr / emergency

Where PE is the number of personnel, PT is labor productivity, V vr is the volume of work performed, which is indicated in the balance sheet.

An increase in labor productivity in 100% of cases means a reduction in costs and an increase in the profitability of the company, and also indicates that the company has a competent manager. Productivity growth should not be short-term and sudden, for example, due to a sharp increase in the workload of employees, but gradual and smooth. Labor productivity is directly related to the cost of goods (products, services) - the higher the productivity, the lower the cost and vice versa.

Factors influencing labor productivity

Labor productivity indicators change under the influence of various factors, which may be internal or external to the company.

The following can be distinguished external factors:

• Political: by decision of the state, capital is accumulated in the hands of a certain circle of high-ranking officials, which leads to a massive reluctance of the people to work.
• Natural: in difficult climatic conditions (heat, fog, humidity, cold), overall labor productivity is significantly reduced.
• General economic: tax and credit policy, quota and license systems, freedom of entrepreneurial activity.

TO internal factors relate:

• Application of modern achievements of science and technology in production.
• Changes in the structure and volume of production.
• Improving the organization and stimulation of employee work.
• Modernization of production organization and management in the company.

How to increase productivity

To improve performance, when it comes to product production, the management of the enterprise needs to:

• Implement automated lines.
• Spend no expense on new software and training your employees to use the latest technology.
• Optimize logistics, since if an employee spends most of his working time standing idle and waiting, then his work efficiency will be low.

Proper employee motivation also plays a big role - an employee who has four shifts a week and no additional motivation will produce fewer parts per hour than an employee who has two shifts and additional bonuses from the company:

• Additional medical insurance policy.
• Holiday bonuses.
• Reduced pool membership.

Labor productivity is very difficult to calculate in the activities of managers who are not involved in direct sales or workers who are employed in the field of service, maintenance or recruiting. To make the work of such employees more effective, it is necessary to use methods of non-material motivation. For example:

• Employees attend free training on effective communications and team building.
• Praise and recognition of work.
• Competitions, competitions.
• Motivational meetings.
• Discounts on services.
• Congratulations on significant dates.
• Informing other employees about the achievements of their colleagues.
• Incentive travel.

Video: how to calculate labor productivity

In order to analyze and predict the productivity of an enterprise, the following indicators are used:

• Private: display the time costs for the production of a unit of production or show how many goods of a particular type in physical terms are produced for a certain unit of time.
• Generalizing: average daily, average annual, average hourly output of products (goods) per employee. These indicators are calculated by dividing the volume of production in rubles or in standard hours by the total number of employees or the entire industrial production personnel of the company.
• Auxiliary: give an idea of ​​the employee’s time spent on performing a unit of work or the total amount of work performed per unit of time.

When determining output per one main worker the quantity of products produced is divided by the number of main workers.

If the output per one is calculated worker, the quantity of products produced is divided by the total number of main and auxiliary workers.

To determine output per one working the number of products produced is divided by the number of total industrial production personnel:

Where IN– production of products; TO– the amount of products produced during the period in natural or cost terms; H– number of employees (main workers, main and auxiliary, industrial and production personnel).

The labor intensity of products, as well as production, can be calculated in different ways. There are technological, production and total labor intensity.

Technological complexity of products are found by dividing the labor costs of the main workers by the amount of products they produce.

Production labor intensity of products calculated by dividing the labor costs of main and auxiliary workers by the number of products produced.

Full labor intensity determined by dividing the labor costs of industrial production personnel by the number of products produced:

Where T– labor intensity of products; 3 tr– labor costs of various categories of workers for production; IN– volume of products produced.

Problem 1

The volume of products produced at the enterprise during the year amounted to 200 thousand tons.

Calculate labor productivity indicators based on the data presented in the table:

Solution

Labor productivity is characterized by indicators of output and labor intensity.

1. We calculate production indicators:

A) output per production (main) worker

PT = TO / H= 200 / 100 = 2 thousand t/person;

B) output per worker

PT = TO / H= 200 / (100 + 50) = 1.333 thousand t/person;

B) output per worker

PT = TO / H= 200 / (100 + 50 + 15 + 10 + 5) = 1.111 thousand t/person.

2. We calculate labor intensity indicators:

A) technological complexity

T = 3 tr / IN= 100 · 1,712 / 200 = 0.856 people h/t;

B) production labor intensity

T = 3 tr / IN= (100 · 1,712 + 50 · 1,768) / 200 = 1,298 people h/t;

B) total labor intensity

T = 3 tr / IN= (100 1 712 + 50 1 768 + 15 1 701 + 10 1 701 +

5 · 1,768) / 200 = 1,555 people h/t.

The following performance indicators are used in drilling:

1. Natural production indicator, taking into account changes in geological conditions. This is the volume of penetration per one employee of a drilling enterprise or drilling crew per unit of working time

where N is the volume of penetration of one worker or drilling crew per unit of working time;

H – brigade size;

V c – commercial speed of well construction, m/st.-months;

Ch ud – specific number of employees, people/st.-month.

2. The cost indicator of production is the volume of work in the estimated cost per employee per unit of time.

where S is the estimated cost of work, rub.

3. The labor intensity indicator is the number of labor costs in man-hours per 1000 m of excavation.

where T is the amount of labor costs, in person-hours.

In oil and gas production the following indicators are used:

1. Production in physical terms is the volume of oil or gas produced by one employee per unit of time.

where Q is the volume of oil (gas) produced, m3 or etc.

2. Output in value terms is the volume of products and work of an oil and gas production enterprise per employee per unit of working time.

where C is the price of one ton (m3) of oil (gas).

3. Labor intensity of work is the specific labor intensity of servicing one well.

where H ssp is the average number,

N – number of operating wells.

When determining productivity, hours worked do not include downtime.

Labor productivity is assessed in a similar way at oil and gas refining and petrochemical enterprises. In this case, the volume of commercial products produced at the enterprise is substituted into the formula as Q. In this case, labor intensity is determined in two stages.

At the first stage, the labor intensity of individual technological installations is determined. At the second stage, the labor intensity of individual products is calculated. It is calculated as the weighted average of the labor intensity of the components included in a given product.

Workforce planning

Calculation of the standard number of personnel is carried out:

According to production standards;

By labor intensity;

According to service standards;

By jobs.

Number of people- this is the established number of workers required to perform specific work.

Personnel needs are determined by groups PPP.

The number of employees hired by the enterprise according to documents is the payroll number.

1. For piece workers it is determined according to production standards. The payroll number is determined by the formula:

where Ch is the number of employees present;

K sp – payroll coefficient.

Attendance is the estimated number of employees on the payroll who must report to work on a given day to complete a production task. The turnout number for piece workers is calculated using the formula:

where Q day is the daily volume of production or work performed in natural units;

N vyr – shift production rate for one worker, in the same units.

K vn – coefficient of fulfillment of production standards.

Rate of fulfillment of production standards:

where Р cm is the shift productivity of one worker in natural units of measurement.

The payroll ratio of workers is determined:

where P pr is the number of holidays per year,

P out – number of days off per year,

P otp – number of vacation days for workers,

0.96 – rate of absenteeism for good reasons (illness, fulfillment of state and public duties, etc.).

P s – number of coincidences of weekends and holidays.

The average daily number of employees is determined:

Where H i is the number of employees of the enterprise,

P k – calendar number of days in the planning period.

2. The standard number of auxiliary workers in the oil and gas industry is determined by labor intensity determined

N h = (N vr * Q)/(F eff * K vn),

where Q - production volume, m3, t.

N time – standard time per ton (m3), standard-hour;

F ef - useful (effective) working time of one worker per year, h (calendar time minus holidays and absences);

To vn - coefficient of fulfillment of time standards by workers.

3. For auxiliary workers engaged in equipment repairs, install service standards:

N h = K o / N o * S * K sp,

Where K o- number of units of installed equipment;

N o – number of equipment units serviced by one worker (norm);

WITH - number of work shifts;

To sp - coefficient for converting the number of workers present to the payroll.

If the scope of work and service standards cannot be established, then the calculation is carried out by workplace

N h =M*S*K sp,

Where M- number of jobs.