The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
Operations management-bba calicut university notes Akhilesh Krishnan
This document provides an overview of operations management for a core course at the University of Calicut School of Distance Education. It includes 5 units covering topics such as operations management, facilities planning, capacity planning, operation planning and control, and quality control. The introduction defines operations management as the transformation of inputs into outputs through a controlled process to add value. It also outlines the objectives of production management as producing the right quality and quantity, on time, and at low cost.
A ASSIGNMENT on PRODUCTION AND OPERATIONS MANAGEMENT
Q. Prepare a worksheet of operation activities that Amit should inquire about this summer?
Q.To manage the firm , how much does Amit need to know about operations ? WHY?
Q. What are the problems do you expect Amit to encounter this summer – both at Khana Khazana – on wheels and at other institutions.?
Q.If you were Amit , what would you do ? Why?
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
Sample Report On Operation Management in Business By Global Assignment HelpAmelia Jones
Operation management is the most important section of business management. In this process, management of business formulates various strategies for the assessment and optimum allocation of different kinds of resources and functions to get the desired outcomes. For more information regarding Operation Management in Business read our complete sample.
operation management and operation strategyRohit Kumar
Operational management refers to the administration of business practices to create the highest level of efficiency possible within an organization. It involves planning, organizing, and overseeing manufacturing processes, supply chain functions, and other business operations. The key aspects of operational management include:
- Planning - Determining the most effective and efficient ways to use resources to produce goods and services. This includes processes like capacity planning, production planning, etc.
- Organizing - Establishing an organizational structure and assigning responsibilities to ensure smooth workflow and operations.
- Leading - Guiding employees and work teams to achieve operational goals through effective leadership and communication.
- Controlling - Monitoring operations and making corrections to address issues like quality control, inventory management, and
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
1) The document proposes an integrated model for performance management of manufacturing units that combines performance measurement and improvement.
2) Performance is measured using an extended Brown-Gibson model considering objective and service quality factors evaluated through analytic hierarchy process.
3) If performance measures do not meet satisfactory levels, quality function deployment is used to redesign manufacturing processes.
Operations management-bba calicut university notes Akhilesh Krishnan
This document provides an overview of operations management for a core course at the University of Calicut School of Distance Education. It includes 5 units covering topics such as operations management, facilities planning, capacity planning, operation planning and control, and quality control. The introduction defines operations management as the transformation of inputs into outputs through a controlled process to add value. It also outlines the objectives of production management as producing the right quality and quantity, on time, and at low cost.
A ASSIGNMENT on PRODUCTION AND OPERATIONS MANAGEMENT
Q. Prepare a worksheet of operation activities that Amit should inquire about this summer?
Q.To manage the firm , how much does Amit need to know about operations ? WHY?
Q. What are the problems do you expect Amit to encounter this summer – both at Khana Khazana – on wheels and at other institutions.?
Q.If you were Amit , what would you do ? Why?
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
Production/operations management (POM) involves planning, organizing, and controlling the production process. As part of management, the key functions of POM are to optimize resource utilization, make decisions about production, and ensure goals are aligned with the overall organization's strategy. The POM manager seeks to effectively plan, organize, control, and model human behavior during the conversion of raw materials into finished goods.
Sample Report On Operation Management in Business By Global Assignment HelpAmelia Jones
Operation management is the most important section of business management. In this process, management of business formulates various strategies for the assessment and optimum allocation of different kinds of resources and functions to get the desired outcomes. For more information regarding Operation Management in Business read our complete sample.
operation management and operation strategyRohit Kumar
Operational management refers to the administration of business practices to create the highest level of efficiency possible within an organization. It involves planning, organizing, and overseeing manufacturing processes, supply chain functions, and other business operations. The key aspects of operational management include:
- Planning - Determining the most effective and efficient ways to use resources to produce goods and services. This includes processes like capacity planning, production planning, etc.
- Organizing - Establishing an organizational structure and assigning responsibilities to ensure smooth workflow and operations.
- Leading - Guiding employees and work teams to achieve operational goals through effective leadership and communication.
- Controlling - Monitoring operations and making corrections to address issues like quality control, inventory management, and
Multi criteria Decision model (MCDM) for the evaluation of maintenance practi...IJERA Editor
The perceptible impact of Total Productive Maintenance (TPM) lies in raising productivity standards, gaining
profitability, and improving the quality besides cutting down the non value added costs greatly. This paper is
an attempt to provide a frame work and pragmatic approach in implementation of TPM. A number of novel
success factors or practices that are responsible for the decisive role to overture the process are identified.
These practices are interchangeably called as sub-attributes. These practices must have evolved from different
strategies. The sub-attributes are quantified using least square multi attribute decision model (LSMADM) for
three alternatives strategies viz. corrective maintenance, reliability centered maintenance(RCM), and TPM. Any
sub-attribute irrespective of its own high or low relative score among the number of sub attributes is evaluated
over three alternative strategies. To implement any sub-attribute, an investigation of its highest relative score
for given alternatives will guide the managers to opt the best alternative. The best practices must come from
different strategies to get most optimal results. The priorities established using LSMADM will act as base line
to implement the industrial activities in a more systematic and balanced way to gain far-reaching optimized
productivity and quality standards. The higher priority task will be given higher consideration in terms of
committing the resources vis a vis less priority task. This will aid in orienting the collective efforts for optimal
outcomes.
1) The document proposes an integrated model for performance management of manufacturing units that combines performance measurement and improvement.
2) Performance is measured using an extended Brown-Gibson model considering objective and service quality factors evaluated through analytic hierarchy process.
3) If performance measures do not meet satisfactory levels, quality function deployment is used to redesign manufacturing processes.
Productivity improvement technique using work study in rmg sectorEmdadul Haque
This document contains an assignment submitted to Kamrul Hasan, a lecturer at SMUCT, by a group of 9 students. It discusses various productivity improvement techniques used in the RMG sector of Bangladesh, including work study, time study, pitch time, and computerization. Work study techniques like method study and work measurement are explained in detail. Productivity calculation formulas involving production capacity, efficiency, and on-standard efficiency are also provided. The document serves to identify productivity enhancement methods and analyze their implementation in RMG factories.
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration.
Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com
1) The document describes a method developed for implementing a mass customization framework in small and medium manufacturing companies. It involves developing a strategic vision and training material to educate personnel across key functions like production, product development, and supply chain management.
2) The method was tested through pilot projects with two manufacturing companies. It began by analyzing each company's current "mass customization as-is status" and identifying challenges. A "mass customization mountain" model was used to visualize the framework and guide development.
3) Training materials like a video animation and digital learning content were created to explain how mass customization affects different business functions and the overall process. The goal was to help employees understand the framework and how their
The document provides information about production planning and material controlling (PPMC) in the pharmaceutical industry. It discusses PPMC's role in inventory management and supply chain operations. The document contains various chapters that will cover research methodology, introduction to the pharmaceutical industry, current scenario, advantages, challenges and future growth opportunities. It also includes lists of tables and figures that will be used in the report. The report is submitted in partial fulfillment of an MBA degree in operations management.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then discusses the objectives of production management which are effectiveness, efficiency, and customer satisfaction. The document outlines different types of production systems and how production and operations management aims to optimize the utilization of resources to meet organizational goals. It emphasizes that modern production management must serve multiple stakeholders, including customers, employees, and society.
Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
This document discusses how the implementation of advanced manufacturing technology (AMT) can impact organizational structure. It presents a framework showing that technology influences organizational structure at both operational and administrative levels, which then impacts employee jobs/tasks and firm performance. The framework suggests technology and structure should be aligned for superior performance. A study of 927 employees at 27 AMT firms in India revealed information on how existing structures need to change to be compatible with new technologies and improve productivity.
The document introduces the Flexible Work Arrangements Modeler, a tool to help organizations assess and measure the effectiveness of implementing flexible work options. The modeler quantifies the financial gains across four impact areas: employer, employee, environment, and society. Key metrics are used to analyze impacts like recruitment savings from reduced attrition, sick leave savings from less stress and better work-life balance, and environmental savings from lower fuel consumption. The modeler helps companies establish, track, and review flexible work arrangements to derive greater value in a cost-effective way.
Chapter, Malden Mills..in High-Performance Work Teams, ASTD publisherMindy L. Gewirtz, Ph.D
This document summarizes the creation of a team-based management system at Malden Mills Industries, a textile manufacturer. Key points:
- Malden Mills partnered with a consulting firm to implement the TEAM project, with initial support from senior leadership.
- An early pilot program in the Flock operation was disrupted by a factory fire but restarted months later in another division.
- The goals of TEAM were to improve information sharing, create an agile organization through cross-department cooperation, motivate continuous improvement, empower employees, and boost morale.
- Critical success factors included linking teams to business goals, selecting a core process like manufacturing to start, and building individual skills before implementing teams.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
This document discusses process management. It defines key terms like value-creation processes, support processes, design for manufacturability, process control, process improvement techniques like kaizen and benchmarking. The document emphasizes that continuous process improvement is important to enhance customer satisfaction and that companies should benchmark best practices of industry leaders.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
A Review on Implementation of TPM in Manufacturing IndustryIJMER
Abstract: The intent of the study is to appraise the challenges faced by manufacturing industries to implement Total Productive Maintenance (TPM). The scheme of this research is to critically analyze the factors influencing TPM implementation in manufacturing organizations, and to formulate comprehensive strategy for overcoming impediments to successful TPM implementation . The introduction of several philosophies such as Corrective Maintenance (CM), Preventive Maintenance (PM) or Total Productive Maintenance (TPM) have allowed extra solutions to a process planning problem faced by company in comparison to the conventional fire-fighting syndrome.
This main purpose of this study was to focus on developing a framework of maintenance strategy
TPM initiatives to confront exponential global challenges.
This document provides an overview of chemical production control and production/operations management, with a focus on the chemical industry. It discusses the historical background and key concepts, including production, operations, management, and control. Some significant events that improved productivity are highlighted, such as economic order quantity modeling and waste elimination techniques from lean manufacturing like the seven muda. Lean principles and tools are explained, including just-in-time, kaizen, 5S, and overall equipment effectiveness. The document concludes with an introduction to the topics that will be covered in the course.
Application of industrial engineering techniques in garments productionMd.Abdur Rahim Al Bahar
This document appears to be a project report submitted by Md. Abdur Rahim Al Bahar to his supervisor Md. Asif Iqbal at Shyamoli Textile Engineering College in Dhaka, Bangladesh. The report discusses the application of industrial engineering techniques to improve productivity in garment production. It includes chapters on topics like work study, method study, time study, line balancing, layout planning, and how industrial engineering can benefit different departments. The goal is to analyze productivity before and after applying these IE tools and techniques, and to propose a production layout that ensures better productivity.
This document discusses a study examining the relationship between Total Productive Maintenance (TPM) practices and Kaizen Event (KE) practices in the Malaysian automotive industry. TPM is an effective maintenance approach that focuses on maximizing equipment efficiency through employee involvement. It aims to eliminate equipment breakdowns and encourage maintenance through daily activities. KE refers to continuous improvement practices using cross-functional teams to improve target work areas. The study aims to develop a conceptual model using structural equation modeling to analyze the relationship between TPM and KE practices and their impact on organizational performance in the automotive industry.
The purpose of this paper is to review the literature on Total Productive Maintenance
(TPM) and to present an overview of TPM implementation practices adopted by the manufacturing
organizations. It also seeks to highlight appropriate enablers and success factors for eliminating
barriers in successful TPM implementation.
Investigation for development of new tool in dfx shell through literature sur...iaemedu
This document discusses the need for a new tool called Design for TPM to help incorporate total productive maintenance considerations into equipment design. It notes that modifications are often made to equipment on the shop floor during TPM implementation, indicating that customer requirements for maintenance were not fully addressed at the design stage. The document reviews literature on TPM, design processes, reliability and maintainability considerations. It concludes that input from maintenance staff should be incorporated earlier in design to simplify maintenance tasks and reduce costs over the lifecycle of the equipment. A Design for TPM tool could help standardize how customer TPM needs are identified and addressed prior to equipment procurement.
The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
Productivity improvement technique using work study in rmg sectorEmdadul Haque
This document contains an assignment submitted to Kamrul Hasan, a lecturer at SMUCT, by a group of 9 students. It discusses various productivity improvement techniques used in the RMG sector of Bangladesh, including work study, time study, pitch time, and computerization. Work study techniques like method study and work measurement are explained in detail. Productivity calculation formulas involving production capacity, efficiency, and on-standard efficiency are also provided. The document serves to identify productivity enhancement methods and analyze their implementation in RMG factories.
To get more for less is the Philosophers' Stone – for managers, politicians and economists. This book explains the practical steps that operational managers can take to improve productivity in all types of business and in the public and not-for-profit sectors. It brings together good practice from different managerial disciplines and pays particular attention to the theory and application of lean in manufacturing, services and administration.
Collinson Grant has helped lots of firms renew themselves. Our work has gone under many descriptions: improving gross margins, restructuring, cost reduction, applying lean techniques, and turning around performance. We have helped managers achieve results quickly to respond to changes in the market and the activities of competitors, or to restore profitability and satisfy the demands of investors. Our basic goal remains unchanged: to achieve better financial results by improving effectiveness, removing wasted effort, and making fundamental improvements in productivity to help cope with new, more challenging circumstances. Find out more at www.collinsongrant.com or email pmackenzie@collinsongrant.com
1) The document describes a method developed for implementing a mass customization framework in small and medium manufacturing companies. It involves developing a strategic vision and training material to educate personnel across key functions like production, product development, and supply chain management.
2) The method was tested through pilot projects with two manufacturing companies. It began by analyzing each company's current "mass customization as-is status" and identifying challenges. A "mass customization mountain" model was used to visualize the framework and guide development.
3) Training materials like a video animation and digital learning content were created to explain how mass customization affects different business functions and the overall process. The goal was to help employees understand the framework and how their
The document provides information about production planning and material controlling (PPMC) in the pharmaceutical industry. It discusses PPMC's role in inventory management and supply chain operations. The document contains various chapters that will cover research methodology, introduction to the pharmaceutical industry, current scenario, advantages, challenges and future growth opportunities. It also includes lists of tables and figures that will be used in the report. The report is submitted in partial fulfillment of an MBA degree in operations management.
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then discusses the objectives of production management which are effectiveness, efficiency, and customer satisfaction. The document outlines different types of production systems and how production and operations management aims to optimize the utilization of resources to meet organizational goals. It emphasizes that modern production management must serve multiple stakeholders, including customers, employees, and society.
Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
This document discusses how the implementation of advanced manufacturing technology (AMT) can impact organizational structure. It presents a framework showing that technology influences organizational structure at both operational and administrative levels, which then impacts employee jobs/tasks and firm performance. The framework suggests technology and structure should be aligned for superior performance. A study of 927 employees at 27 AMT firms in India revealed information on how existing structures need to change to be compatible with new technologies and improve productivity.
The document introduces the Flexible Work Arrangements Modeler, a tool to help organizations assess and measure the effectiveness of implementing flexible work options. The modeler quantifies the financial gains across four impact areas: employer, employee, environment, and society. Key metrics are used to analyze impacts like recruitment savings from reduced attrition, sick leave savings from less stress and better work-life balance, and environmental savings from lower fuel consumption. The modeler helps companies establish, track, and review flexible work arrangements to derive greater value in a cost-effective way.
Chapter, Malden Mills..in High-Performance Work Teams, ASTD publisherMindy L. Gewirtz, Ph.D
This document summarizes the creation of a team-based management system at Malden Mills Industries, a textile manufacturer. Key points:
- Malden Mills partnered with a consulting firm to implement the TEAM project, with initial support from senior leadership.
- An early pilot program in the Flock operation was disrupted by a factory fire but restarted months later in another division.
- The goals of TEAM were to improve information sharing, create an agile organization through cross-department cooperation, motivate continuous improvement, empower employees, and boost morale.
- Critical success factors included linking teams to business goals, selecting a core process like manufacturing to start, and building individual skills before implementing teams.
This document summarizes a study on the internal lean manufacturing practices at apparel manufacturing companies in Jordan. The study aimed to identify the extent to which these companies practice five key internal lean manufacturing strategies: continuous flow production, short set-up time, statistical process control, employee involvement, and total production maintenance. A survey was distributed to managers at apparel companies in Jordan. The study found that the companies generally practice internal lean manufacturing strategies to a high extent, except for employee involvement which was rated average. Therefore, the researcher concluded that Jordanian apparel companies have strong potential to compete globally by further implementing lean practices.
This document discusses process management. It defines key terms like value-creation processes, support processes, design for manufacturability, process control, process improvement techniques like kaizen and benchmarking. The document emphasizes that continuous process improvement is important to enhance customer satisfaction and that companies should benchmark best practices of industry leaders.
Currently wide research is on to find out various methods and processes that will improve quality and
productivity of a firm. Total Productive Maintenance (TPM) is one such means. It is a Japanese philosophy that
focuses upon achieving zero breakdowns and zero defects by maintaining the equipments throughout its use. TPM
integrates all areas of an organization. TPM is all about teamwork, it is a strategy that can help to achieve a world
class level of overall equipment effectiveness (OEE) which is otherwise become difficult to achieve solely by
equipments. OEE takes into consideration the availability rate of the machinery and equipment, the efficiency rate at
which it operates and the quality rate of the products produced. TPM pillars that serve as guidance to effective TPM
implementation program leads to improve in overall manufacturing performance of any organization. An attempt here is to highlight the key issues pertaining to need, benefits, framework, overall equipment effectiveness and implementation of TPM program.
A Review on Implementation of TPM in Manufacturing IndustryIJMER
Abstract: The intent of the study is to appraise the challenges faced by manufacturing industries to implement Total Productive Maintenance (TPM). The scheme of this research is to critically analyze the factors influencing TPM implementation in manufacturing organizations, and to formulate comprehensive strategy for overcoming impediments to successful TPM implementation . The introduction of several philosophies such as Corrective Maintenance (CM), Preventive Maintenance (PM) or Total Productive Maintenance (TPM) have allowed extra solutions to a process planning problem faced by company in comparison to the conventional fire-fighting syndrome.
This main purpose of this study was to focus on developing a framework of maintenance strategy
TPM initiatives to confront exponential global challenges.
This document provides an overview of chemical production control and production/operations management, with a focus on the chemical industry. It discusses the historical background and key concepts, including production, operations, management, and control. Some significant events that improved productivity are highlighted, such as economic order quantity modeling and waste elimination techniques from lean manufacturing like the seven muda. Lean principles and tools are explained, including just-in-time, kaizen, 5S, and overall equipment effectiveness. The document concludes with an introduction to the topics that will be covered in the course.
Application of industrial engineering techniques in garments productionMd.Abdur Rahim Al Bahar
This document appears to be a project report submitted by Md. Abdur Rahim Al Bahar to his supervisor Md. Asif Iqbal at Shyamoli Textile Engineering College in Dhaka, Bangladesh. The report discusses the application of industrial engineering techniques to improve productivity in garment production. It includes chapters on topics like work study, method study, time study, line balancing, layout planning, and how industrial engineering can benefit different departments. The goal is to analyze productivity before and after applying these IE tools and techniques, and to propose a production layout that ensures better productivity.
This document discusses a study examining the relationship between Total Productive Maintenance (TPM) practices and Kaizen Event (KE) practices in the Malaysian automotive industry. TPM is an effective maintenance approach that focuses on maximizing equipment efficiency through employee involvement. It aims to eliminate equipment breakdowns and encourage maintenance through daily activities. KE refers to continuous improvement practices using cross-functional teams to improve target work areas. The study aims to develop a conceptual model using structural equation modeling to analyze the relationship between TPM and KE practices and their impact on organizational performance in the automotive industry.
The purpose of this paper is to review the literature on Total Productive Maintenance
(TPM) and to present an overview of TPM implementation practices adopted by the manufacturing
organizations. It also seeks to highlight appropriate enablers and success factors for eliminating
barriers in successful TPM implementation.
Investigation for development of new tool in dfx shell through literature sur...iaemedu
This document discusses the need for a new tool called Design for TPM to help incorporate total productive maintenance considerations into equipment design. It notes that modifications are often made to equipment on the shop floor during TPM implementation, indicating that customer requirements for maintenance were not fully addressed at the design stage. The document reviews literature on TPM, design processes, reliability and maintainability considerations. It concludes that input from maintenance staff should be incorporated earlier in design to simplify maintenance tasks and reduce costs over the lifecycle of the equipment. A Design for TPM tool could help standardize how customer TPM needs are identified and addressed prior to equipment procurement.
The document discusses job design and its importance in production/operations management. It defines job design as the process of structuring job elements to meet organizational, individual, health and safety needs. It then discusses two approaches to job design - job enlargement and job enrichment. Job enlargement involves expanding the number of tasks in a job to make it more meaningful. Job enrichment aims to increase job satisfaction by providing more autonomy, variety and responsibility. The impact is to improve productivity and employee motivation.
La antigüedad clásica abarcó desde el siglo VIII a.C. hasta el 476 d.C. y vio el desarrollo de la música y la danza en las culturas griega y romana. Los griegos consideraban la música como parte integral de la vida, usándola en ceremonias y eventos, y creían en su potencial educativo. Platón veía la danza como parte importante de la educación de los niños.
This document provides a guide for Mi'kmaq people from Nova Scotia who want to travel, work or live in the United States. It discusses the Jay Treaty of 1794 which recognizes the rights of Indigenous peoples to freely pass the Canada-US border. It notes that the Jay Treaty rights have been codified in US immigration law and allow those with at least 50% Native American blood quantum to enter and remain in the US with few restrictions. The guide provides information on document requirements, benefits, taxes, social services and other considerations for Mi'kmaq engaging with the US.
El documento habla sobre la percepción y la pluralidad de pensamientos dentro de cada persona. Explica que cada pensamiento negativo tiene su origen en un "yo" diferente que existe dentro de nosotros, y que al identificarnos con estos pensamientos negativos, fortalecemos el poder de estos "yoes" negativos sobre nosotros. También advierte sobre los engaños de estos "yoes" negativos y la importancia de vivir en un estado de alerta para no dejarnos engañar por ellos.
The document discusses management principles and functions that are important for small businesses to understand in order to be successful. It defines management as achieving organizational objectives through people and resources. The five core management functions are planning, organizing, staffing, directing, and controlling. Planning is the most commonly skipped function but is critical for keeping a business on track. Organizing involves grouping tasks and assigning roles. Staffing deals with selecting, training and evaluating employees. Directing includes leading, motivating and using different leadership styles like autocratic, democratic and laissez-faire depending on the situation. Controlling monitors performance to ensure objectives are being met. Understanding these principles is essential as management is the most common reason for small business failure.
La Revolución Francesa se debió a una combinación de factores ideológicos, sociales, económicos y políticos. Las ideas de la Ilustración cuestionaron el Antiguo Régimen y dieron soporte a los revolucionarios. La crisis económica y la desigualdad social generaron malestar. Políticamente, el débil rey Luis XVI gobernaba sin contar con nadie en un sistema anquilosado.
Formación para oficiales de encuadernaciónPascual Martín
El documento habla sobre las propiedades de los adhesivos para encuadernación, incluyendo la adhesión, tack y cohesión. También describe cómo afectan factores como la absorción y humedad del papel, la dirección de la fibra, y la temperatura y degradación del adhesivo al proceso de encuadernación.
What is Manpower planning
Need of Manpower planning
Steps of Manpower planning
Methods involved of Manpower planning steps
Operational plans of Manpower planning
El documento describe varios sistemas constructivos utilizados en estructuras de hormigón armado y madera. Explica que el hormigón armado consiste en hormigón reforzado con barras de acero y puede usarse en edificios, puentes y otras obras. También describe sistemas con muros portantes de hormigón armado y la técnica de la Tridilosa que combina hormigón y acero. Finalmente, explica elementos estructurales básicos en madera como columnas, vigas y uniones.
Uni Assessment 3 Short Essay MDA10006 Innovation Cultures, Perspectives on Sc...Sarah Tump Writer
The document discusses the history and evolution of media from radio to the internet. It traces the development of radio in the late 19th century for military communication and its growth into public broadcasting in the 1920s. The emergence of television in the late 1920s and its alteration to include reality shows by the 1970s is also examined. Finally, the essay covers the creation of the internet by Tim Berners-Lee in 1983 and how it allowed for participatory culture and personalized experiences by connecting all media. However, it warns that current media and algorithms may limit perspectives and distract from self-development.
Operations management involves planning, organizing, and controlling the processes that convert inputs into finished goods and services. It includes scheduling work, assigning resources, managing inventories, assessing quality, and making process decisions. The overall goal is to optimize productivity and efficiency. Operations management covers a wide range of activities from determining facility locations to implementing quality control systems and supply chain management. It aims to produce the desired outputs while meeting organizational goals like effectiveness, efficiency, and adaptability.
This document provides guidance for analyzing the operations management processes of an organization. It outlines key areas to examine including operations strategy, process design, capacity planning, technology, job design, supply chain planning, inventory planning, quality planning and change/innovation. The student is analyzing International Automotive Company and asked to critically evaluate how effectively its systems and processes deliver objectives. Suggestions for improvement should be provided. References are included to aid in completing the required 3000 word report.
This document provides an overview of production and operations management. It discusses key topics such as:
- The definition and importance of production and operations management.
- The input-transformation-output model and how it defines the basic characteristics of production and operations management.
- The different types of inputs (transformed and transforming resources) and examples.
- The 5Ps (product, plant, process, people, and programs) that operations management revolves around.
- The differences between physical goods and services and how it impacts production decisions.
- The basic objectives and scope of production and operations management.
- Key production and operations management decisions at different levels and how they are interrelated.
Topic 1 & 2 operations mgt.doc hand out 1ALLEN NUWAMANYA
This document provides an overview of production and operations management. It discusses key topics such as:
- The definition and importance of production and operations management.
- The input-transformation-output model and how it defines the basic characteristics of production and operations management.
- The different types of inputs (transformed and transforming resources) and examples.
- The 5Ps (product, plant, process, people, and programs) that operations management revolves around.
- The scope and levels of production and operations management decisions within an organization.
- Competitive priorities like quality and cost that are directly related to productivity.
INTRODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT - Unit 1 (BBA-Bangalore ...Afsana salam
Introduction - Meaning & Definition – Classification - Objectives and Scope of Production and operation Management -Automation: Introduction – Meaning and Definition – Need – Types - Advantages and Disadvantages
The objectives of production and operation management are to produce goods and services of the right quality, quantity, time, and manufacturing cost. The key elements of production and operation management include planning, organizing, controlling, considering human behavior, and using models. Planning establishes objectives and policies to achieve goals. Organizing establishes roles and information flows. Controlling measures performance against plans for costs, quality, and schedules. Models help simplify decision making problems.
Production and Operations Management
Product Vs Service
Concept of Production and OM
Functions /Scope of POM
Operation Strategy
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
This document provides an overview of production and operations management. It defines key terms like product, production, and management. It then defines production and operations management as the conversion of inputs into outputs using physical resources to provide utilities to customers while meeting organizational objectives. The objectives of production management are to produce the desired product specified by methods in an optimal way. An efficient production management department provides benefits to various stakeholders like consumers, investors, employees, suppliers, and the community/nation.
This document discusses several operations management concepts including MIS, MRP, JIT, TQM, Six Sigma, CMM, supply chain management, ERP, performance management, BPO, BPR, benchmarking, and the balanced scorecard. It provides definitions and key aspects of each concept in 1-2 paragraphs with some including objectives and principles.
The document provides an overview of operations management. It discusses key topics including the scope and significance of operations management, the role of operations managers, and productivity factors. Operations management involves planning, organizing, and controlling activities related to converting inputs into outputs to satisfy customer demands. It is a broad field that covers activities from facility location to delivery of products and services. The goal of operations management is to continuously enhance business performance and provide customers with improving value.
The document is a mid-term exam presented by Ogbuokiri Emmanuel Chidiebube to the College of Production and Operations Management. It contains questions and answers about production management concepts.
The first question asks about the production concept and how it relates to production management in practice. The response discusses the importance of production and defines product from different perspectives including the consumer, production manager, financial manager, and personnel manager.
The second question asks about the role and responsibilities of a production manager in a typical manufacturing firm. The response outlines responsibilities related to cost, quality, volume, liaising with different departments, and having proper authority.
The third question asks how departments in a company relate to each
This document provides an overview of production management as a subject area. It defines key terms like production, production management, and scope of production management. It then provides a brief history of the evolution of production management, from a focus on individual efficiency with Taylor's time and motion studies to modern considerations of quality control, operations research techniques, and effectiveness as impacted by internal organizational climate. The document outlines 12 broad areas that fall within the scope of production management, such as product design, facilities layout, production planning and control, inventory control, and quality control. It provides definitions and examples to illustrate the breadth of the production management function.
This document provides an overview of production management concepts and topics. It includes:
1. Definitions of production, production management, and the scope of production management. Production management deals with converting inputs like materials, labor, and capital into outputs like goods and services.
2. A brief history of production management, covering developments from individual efficiency studies by Taylor and Gilbreth to quality control, operations research, and consideration of human factors.
3. A description of the key activities that fall within the scope of production management, such as product design, facilities layout, production planning and control, inventory control, and quality control.
The document provides an overview of operations management. It discusses key historical milestones like the Industrial Revolution and scientific management. It also outlines different production systems like job shop, flow shop and batch manufacturing. Finally, it discusses strategies to improve productivity and competitive advantages of world-class manufacturing like quality, cost effectiveness and on-time delivery.
Operations management involves systematically addressing issues related to transforming inputs into outputs that generate revenue. It aims to balance costs and revenues to maximize profits. Operations management designs methods to convert inputs into outputs that benefit the organization. Key functions of operations management include planning, organizing, controlling, addressing behavioral issues, and using models to solve problems. Priorities for operations management include adapting to product variety, relating operations to customers and markets, and promoting continuous learning.
This document provides an overview of production and operations management. It defines key terms like systems, business systems, concepts of production, production systems, and characteristics of production systems. It also discusses objectives of production management, operations management framework, and the scope of production and operations management. The document aims to introduce foundational concepts in production and operations management.
The document provides an introductory overview of operations management. It discusses four key aspects: 1) the purpose and components of operations, 2) key tasks managers must manage, 3) types of operations systems, and 4) tools to diagnose and solve problems. It describes operations using an input-transformation-output model and notes operations occur in many settings beyond factories. The document also outlines important customer needs, the roles of effectiveness and efficiency, different process types, analysis tools, and recent developments in quality management and flexibility.
This document provides short summaries of material control and handling, labor productivity, personnel productivity, and strategic decision making. It also discusses operation strategy and its key elements. Finally, it describes different dimensions of quality including quality of design, conformance to design, utilization conditions, and after sales service. The key factors influencing plant location are also outlined, including availability of land, labor, inputs, transportation, markets, and infrastructure.
This unit introduces the students with the basic concepts of the production and operation functions. Among different functions in any organization, production and operation function is a vital function which does the job of value addition to products / services respectively. Maximizing the value addition automatically results in productivity improvement.
An organization consists mainly of four functional subsystems, viz. marketing, production, finance and human resource management. The marketing function of an organization aims to promote its products among customers which help it to obtain sales orders. This, in turn, is communicated to the production subsystem which is concerned with the management of physical resources for production of an item or provision of services. This means that the available facilities also need to be managed to meet the current market requirements. To manufacture the product as per the specifications, the production function needs to organize its resources (raw material, equipments labor and working capacity) according to predetermined production plans.
Ishikawa diagrams, also known as fishbone diagrams or cause-and-effect diagrams, were created by Kaoru Ishikawa to visually show the potential causes of a specific problem or effect. The diagram is drawn as a fishbone, with the head representing the problem/effect and the bones representing the main categories of causes, typically including people, methods, machines, materials, measurements, and environment. Smaller arrows or branches connect sub-causes to the major cause categories. Ishikawa diagrams are commonly used in manufacturing, marketing, and service industries to identify potential factors causing quality defects or problems in order to prevent them.
Frederick taylor and scientific managementMarites Teope
Frederick Taylor was one of the earliest management theorists and pioneered the concept of Scientific Management in the early 20th century. He studied how work was performed and sought to optimize jobs and standardize tasks to increase productivity. Taylor developed four principles of scientific management including replacing rule-of-thumb work with scientific study of tasks, matching workers to jobs based on capability, providing supervision to ensure efficient work methods are used, and having managers focus on planning and training to allow efficient work. While influential, Taylor's theories broke work into small specialized tasks and are at odds with modern approaches emphasizing autonomy, flexibility, teamwork and incorporating worker ideas.
Frederick taylor and scientific management 1Marites Teope
Frederick Taylor developed the theory of scientific management in the late 19th/early 20th century. He applied engineering principles to management to improve production efficiency and reduce waste. His theory involved gathering and analyzing data to develop rules and formulas for tasks, scientifically selecting and training workers, having managers and workers collaborate to apply scientific techniques, and sharing work equally between planning and task completion. Taylor's principles became widely adopted and influenced manufacturing, production planning, quality control, and other business functions.
This document explains Henri Fayol's 14 principles of management which were developed in the early 1900s to help manage large organizations. The 14 principles address topics such as the division of labor, unity of command, authority and responsibility, remuneration, and esprit de corps. While developed over a century ago, many of these principles remain relevant to modern management practices.
Lesson 2 personality, attitude & work behaviorMarites Teope
This chapter discusses how personality, attitudes, and work behaviors affect how managers plan, organize, lead and control (P-O-L-C). It explains that individuals have different personalities and values that influence their work behaviors. The chapter focuses on the Big Five personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. It describes how each trait relates to work behaviors and performance. The chapter also discusses other personality dimensions like self-monitoring and proactive personality that impact work.
Manpower planning, also called human resource planning, involves analyzing current staffing levels, forecasting future needs, and developing employment programs to ensure the right number and type of employees are available at the right time. It is a systematic process that helps organizations efficiently utilize personnel, improve productivity and human relations, and support managerial functions like planning and controlling. Conducting manpower planning allows companies to identify staffing shortages or surpluses and take corrective actions, while reducing costs and developing talent through targeted training.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
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Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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Machine & materials managment
1. MS-05-MANAGEMENT OF MACHINES AND MATERIALS
Q.1
Describe the four importantfunctions performed by production/Operation Mananger
INTRODUCTION
Production/operations management is the process, which combines and transforms variousResources
used in the production/operations subsystem of the organization into value addedProduct/services in a
controlled manner as per the policies of the organization. Therefore, it isThat part of an organization,
which is concerned with the transformation of a range of inputs intoThe required (products/services)
having the requisite quality level.The set of interrelated management activities, which are involved in
manufacturing certainProducts, is called as production management. If the same concept is extended to
servicesManagement, then the corresponding set of management activities is called as
operationsManagement.Means of production refer to the concept which combines the means of labor and
the subject of labor. Means of labor simply means all the things which require labor to transform it.
Subject of labor means the material to work on. Production, therefore, are the resources and
equipmentneeded to come up with goods or service
CONCEPT OF PRODUCTION
Production function is that part of an organization, which is concerned with the transformationOf a
range of i nput s i nt o t he requi red out put s (produc t s ) havi ng t he requi s i t e qual i t y
l evel . Production is defined as “the step-by-step conversion of one form of material into another
formthrough chemical or mechanical process to create or enhance the utility of the product
to theuser.” Thus production is a value addition process. At each stage of processing, there
will bevalue addition.Edwood Buffa defines production as ‘a process by which goods and services are
created’.Some examples of production are: manufacturing custom-made products like, boilers with
aSpecific capacity, constructing flats, some structural fabrication works for selected customers,etc., and
manufacturing standardized products like, car, bus, motor cycle, radio, television, etc.Fig. 1.1 Schematic
production system
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IMPORTANT FUNCTION OF PRODUCTION AND OPERATIONS MANAGEMENT
Production and operations management concern with the conversion of inputs into outputs, usingPhysical
resources, so as to provide the desired utilities to the customer while meeting the other Organizational
objectives of effectiveness, efficiency and adoptability. It distinguishes itself fromOther
functions such as personnel, marketing, finance, etc., by its primary concern
for ‘conversionBy using physical resources.’ Following are the activities which are listed
under production and Operations management functions:
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1
. Location of facilities2. Plant layouts and material handling3. Product design4. Production Planning and
Controls
1. L OCAT I ON OF F ACI L I T I ES
Location of facilities for operations is a long-term capacity decision which involves a long
termCommitment about the geographically static factors that affect a business organization It is
anImportant strategic level decision-making for an organization it deals with the questions such as‘Where
our main operations should be based?’The selection of location is a key-decision as large investment is
made in building plant andMachinery. An improper location of plant may lead to waste of all the
investments made in plantA nd m ac hi nery equi pm ent s . Henc e, l oc at i on of pl ant s houl d
be bas ed on t he c om pany ’ s expansionPlan and policy, diversification plan for the
products, changing sources of raw materials andmany other factors. The purpose of the
location study is to find the optimal location that will results in the greatest advantage to the
organization.
2.PLANT LAYOUT AND MATERIAL HANDLING
P l a n t l a y o u t r e f e r s t o t h e p h y s i c a l a r r a n g e m e n t o f f a c i l i t i e s . I t i s t h e
c o n f i g u r a t i o n o f departments,Work centers and equipment in the conversion process. The overall
objective of the plant layoutIs to design a physical arrangement that meets the required output quality and
quantity mostEconomically.According to
2. James Moore,
“Plant layout is a plan of an optimum arrangement of Facilities including personnel, operating equipment,
storage space, material handling Equipments and all other supporting services along with the design of
best structureTo contain all these facilities”.
‘Material Handling’ refers to the ‘moving of materials from the store room to the machineAnd from one
machine to the next during the process of manufacture’. It is also defined as the‘Art and science of
moving, packing and storing of products in any form’. It is a specializedActivity for a modern
manufacturing concern, with 50 to 75% of the c ost of production. This costCan be reduced by
proper section, operation and maintenance of material handling devices.Material handling devices
increases the output, improves quality, speeds up the deliveries andDecreases the cost of production.
Hence, material handling is a prime consideration in theDesigning new plant and several existing plants.
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3 . P R O D U C T D E S I G N
Product design deals with conversion of ideas into reality. Every business organization has toDesign,
develop and introduce new products as a survival and growth strategy. Developing the N e w
p r o d u c t s a n d l a u n c h i n g t h e m i n t h e m a r k e t i s t h e b i g g e s t c h a l l e n g e
f a c e d b y t h e organizations.The entire process of need identification to physical manufactures of
product involves threeFunctions: marketing, product development, manufacturing. Product development
translates the Needs of customers given by marketing into technical specifications and designing the
variousF eat ures i nt o t he produc t t o t hes e s pec i fi c at i ons . M anufac t uri ng has t he
res pons i bi l i t y of selectingThe processes by which the product can be manufactured. Product design
and developmentProvides link between marketing, customer needs and expectations and the activities
required toManufacture the product.
4.PRODUCTION PLANNING AND CONTROL
Production planning and control can be defined as the process of planning the production
inadvance, Setting the exact rout e of each item, fixing the starting and finishing dates for
eachitem, to give Production orders to shops and to follow up the progress of products
according toorders. The principle of production planning and control lies in the statement
‘First Plan Your Work and then Work on Your Plan’. Main functions of production planning and control
includesPlanning, routing, scheduling, dispatching and follow-up.
I.
Planning
is deciding in advance what to do, how to do it, when to do it and who is to doIt . P l anni ng br i dges
t he gap from where we are, t o where we want t o go. It m ak es i t possible for things to
occur which would not otherwise happen.
II.
Routing
m ay be defi ned as t he s el ec t i on of pat h whi c h eac h part of t he produc t wi l l follow
which is transformed from raw material to finished products? Routing determinesthe most Advantageous
path to be followed from department to department and machineto machine till Raw material gets its final
shape.
III.
Scheduling
determines the programmed for the operations. Scheduling may be definedas’ The fixation of
time and date for each operation’ as well as it determines the sequenceof Operations to be followed.
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Q. 2 De fi n e j o b d e si g n . Di scu ss th e i m p a ct o f j o b e n l a r g e m en t & j o b
e n ri ch m e n t fo r designing the job.Introduction
The nature of work and its organization has interested managers, economists and social scientists for as
long as people have been employed by others to engage in productive
activityManagershave largely been interested in maximizing output from available resources.
Job design can be define as
“
3. the process of putting together various elements to form a job, bearing in mind organizational
and individual worker requirements, as well as considerations of health, safety, and ergonomics.
The scientific management approach of Frederick WinslowT ayl or vi ewed j ob des i gn as
purel y m ec hani s t i c , b ut t he l at er hum an rel at i ons m ovem ent rediscovered the
importance of workers' relationship to their work and stressed the importanceof job satisfaction” F.W.
Taylor
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Trends inJob Design
1. Qual i t y c ont rol as part of t he work er's j ob 2.Cross-training workers to perform multi -
skilled jobs3.Employee involvement and team approaches to designing and organizing
work 4. E x t ens i ve us e of t em porary work ers 5 . O r g a n i z a t i o n a l c o m m i t m e n t t o
p r o v i d i n g m e a n i n g f u l a n d r e w a r d i n g j o b s f o r a l l employees
Developmentnewapproachesto job design
Duri ng and i m m edi at el y aft er t he S ec ond W orl d W ar A m eri c an wri t ers ,
part i c ul arl y , were questioning the relationship between job and organization design and
productivity.It was being recognized that difficulties arise in the selection of personnel if only
those able totolerate and work well in simple, highly repetitive jobs are to be recruited.
Job Enlargement
As early as 1950 in the USA job rotation and job enlargement were being both advocated
andtested as means for overcoming boredom at work with all its associated problems.In an early case
example IBM introduced changes to machine operators' jobs to include machines et t i ng and
i ns pec t i on. In addi t i on t hey i nt roduc ed ot her wi de -rangi ng c hanges i n bot h
t he production system and the role of foremen and supervisors.It is less than clear just how successful
changes of this type have been in practice. Undoubtedlymanagement in certain circumstances can
benefit from the increased flexibility of the labor.However, workers often expect higher payment to
compensate for learning these other jobs andf o r a g r e e i n g t o c h a n g e s i n w o r k i n g
p r a c t i c e s . T h e n e w j o b s a r e o f t e n o n l y a m a r g i n a l i m p r o v e m e n t i n
t e r m s o f t h e d e g r e e o f r e p e t i t i o n , t h e s k i l l d e m a n d s a n d t h e l e v e l
o f responsibility; as a result workers have not always responded positively to su ch
change. Jobenl argem ent s c hem es m ay not be feas i bl e, e. g. i n m ot or vehi c l e
as s em bl y , wi t hout a m aj or change in the production facilities.The concepts of both job
rotation and enlargement do not have their basis in any psychological t heory . However,
t he nex t generat i on of at t em pt s t o redes i gn j obs em ergi ng from t he US A developed
from the researches of Frederick Herzberg.During the 1950's and 1960's Herzbergdeveloped
his 'two factor' theory of motivation.
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Job Enrichment
In this theory he separated 'motivators' from 'hygiene' factors. The hygiene factors
includedsalary, company policies and administration as well as supervision. They were seen as
potentialsources of dissatisfaction but not of positive motivation.Another set of factors including
achievement, recognition, responsibility, advancement, growthand the work itself were postulated as the
'real' motivators.From this theory Herzberg developed a set of principles for the enrichment of jobs as
follows:
•
removing some controls while retaining accountability;
•
increasing personal accountability for work;
•
assigning each worker a complete unit of work with a clear start and end point;
•
granting additional authority and freedom to workers;
•
making periodic reports directly available to workers rather than to supervisors only;
•
4. the introduction of new and more difficult tasks into the job;
•
Encouraging the development of expertise by assigning individuals to specialized tasks.
Herzberg's Checklist
Herzberg's other major contribution to the development of ideas in the area of job design was hischecklist
for implementation. This is a prescription for those seeking success in the enrichmentof jobs:
•
select those jobs where technical changes are possible without major expense;
•
job satisfaction is low;
•
performance improvement is likely with increases in motivation;
•
hygiene is expensive;
•
examine the jobs selected with the conviction that changes can be introduced;
•
'green light' or 'brainstorm' a list of possible changes;
•
screen the list (red lighting) for hygiene suggestions and retain only ideas classed
asmotivators;
•
remove the generalities from the list retaining only specific motivators;
•
avoid employee involvement in the design process;
•
set up a controlled experiment to measure the effects of the changes;
•
Anticipate an early decline in performance as workers get used to their new jobs.Job enri c hm ent ,
t hen, ai m s t o c reat e great er opport uni t i es for i ndi vi dual ac hi evem ent
andrec ogni t i on by ex pandi ng t he t as k t o i nc reas e not onl y vari et y but al s o
res pons i bi l i t y andac c ount abi l i t y . Thi s c an al s o i nc l ude gr eat er work er aut onom y ,
i nc reas ed t as k i dent i t y and greater direct contact with workers performing servicing tasks
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Q.3 what is the distinctive feature of job production as compared to mass an d
batchproduction systems
PRODUCTION SYSTEM
The production system of an organization is that part, which produces products of an organization.It is
that activity whereby resources, flowing within a defined system, are combined and transformedIn a
controlled manner to add value in accordance with the policies communicated by management.A
simplified production system is shown aboveThe production system has the following characteristics:1.
Production is an organized activity, so every production system has an objective.2. The system
transforms the various inputs to useful outputs.3. It does not operate in isolation from the other
organization system.4. There exists a feedback about the activities, which is essential to control and
improveSystem performance
Classification of Production System
Production systems can be classified as Job Shop, Batch, Mass and Continuous ProductionSystems.
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MS-05-MANAGEMENT OF MACHINES AND MATERIALS
JOB PRODUCTION
Job shop production are characterised by manufacturing of one or few quantity of productsDesigned and
produced as per the specification of customers within prefixed time and cost. TheDistinguishing feature of
this is low volume and high variety of products.A job shop comprises of general purpose machines
arranged into different departments.Each job demands unique technological requirements, demands
processing on machines in aCertain sequence.
5. Characteristics
The Job- production system is followed when there is:1. High variety of products and low volume.2. Use
of general purpose machines and facilities.3. Highly skilled operators who can take up each job as a
challenge because of uniqueness.4. Large inventory of materials, tools, parts.5. Detailed planning is
essential for sequencing the requirements of each product, capacitiesFor each work centre and order
priorities.
Advantages
Following are the advantages of job shop production:1. Because of general purpose machines and
facilities variety of products can be produced.2. Operators will become more skilled and competent, as
each job gives them learningOpportunities.3. Full potential of operators can be utilized.4. Opportunity
exists for creative methods and innovative ideas.
Limitations
Following are the limitations of job shop production:1. Higher cost due to frequent set up changes.2.
Higher level of inventory at all levels and hence higher inventory cost.3. Production planning is
complicated.4. Larger space requirements.
BATCH PRODUCTION
Batch production is defined by American Production and Inventory Control Society (APICS)
“as A form of manufacturing in which the job passes through the functional departments in lotsOr batches
and each lot may have a different routing.”
It is characterized by the manufactureOf limited number of products produced at regular intervals and
stocked awaiting sales.
Characteristics
Batch production system is used under the following circumstances:1. When there is shorter production
runs.2. When plant and machinery are flexible.3. When plant and machinery set up is used for the
production of item in a batch andChange of set up is required for processing the next batch.4. When
manufacturing lead time and cost are lower as compared to job order production.
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MS-05-MANAGEMENT OF MACHINES AND MATERIALS
Advantages
Following are the advantages of batch production:1. Better utilization of plant and machinery.2. Promotes
functional specialization.3. Cost per unit is lower as compared to job order production.4. Lower
investment in plant and machinery.5. Flexibility to accommodate and process number of products.6. Job
satisfaction exists for operators.
Limitations
Following are the limitations of batch production:1. Material handling is complex because of irregular and
longer flows.2. Production planning and control is complex.3. Work in process inventory is higher
compared to continuous production.4. Higher set up costs due to frequent changes in set up
MASS PRODUCTION
Manufacture of discrete parts or assemblies using a continuous process are called mass production.This
production system is justified by very large volume of production. The machines are arrangedIn a line or
product layout. Product and process standardization exists and all outputs follow theSame path.
Characteristics
Mass production is used under the following circumstances:1. Standardization of product and process
sequence.2. Dedicated special purpose machines having higher production capacities and output rates.3.
Large volume of products.4. Shorter cycle time of production.5. Lower in process inventory.6. Perfectly
balanced production lines.7. Flow of materials, components and parts is continuous and without any back
tracking.8. Production planning and control is easy.9. Material handling can be completely automatic.
Advantages
Following are the advantages of mass production:1. Higher rate of production with reduced cycle time.2.
Higher capacity utilization due to line balancing.3. Less skilled operators are required.4. Low process
inventory.5. Manufacturing cost per unit is low.
Limitations
Following are the limitations of mass production:1. Breakdown of one machine will stop an entire
production line.2. Line layout needs major change with the changes in the product design.3. High
investment in production facilities.4. The cycle time is determined by the slowest operation
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Q . 4 W r i t e a n e ssa y o n h o w t o o r g a n i z e v a l u e e n g i n e e r i n g f u n c t i o n i n
a t r a c t o r manufacturing firm
Value Engineering is a systematic method to improve the "Value" of goods and services by usingan
ex am i nat i on of func t i on. V al ue, as defi ned, i s t he rat i o of F unc t i on t o Cos t . V al ue
c antherefore be increased by either improving the Function or reducing the cost. It is a primary tenetof
Value Engineering that basic functions be preserved and not be reduced as a consequence
of pursuing Value improvements.Value Engineering is a body of knowledge as a technique in
which the value of a system’soutputs is optimized by crafting a mix of performance
(Function) and costs. In most cases this practice identifies and removes unnecessary
expenditures, thereby increasing the value for themanufacturer and/or their customers.Value
Engineering uses rational logic (a unique "how" - "why" questioning technique) and
theanalysis of Function to identify relationships that increase Value. It is considered a
quantitativemethod similar to the Scientific Method, which focuses on Hypothesis -
Conclusion to testrel at i ons hi ps , and Operat i ons Res earc h, whi c h us es m odel
bui l di ng t o i dent i fy predi c t i ve relationships.
VALUE ANALYSIS -- The Job Plan
Value Engineering is often done by systematically following a multi-stage Job Plan. IT IS an 8-step
procedure, called the Value Analysis Job Plan. Others have varied the Job Plan to fit
their c o n s t r a i n t s . O n e m o d e r n v e r s i o n h a s
t h e f o l l o w i n g e i g h t
s t e p s : PREPARATIONINFORMATIONANALYSISCREATIONEVALUATIONDEVELOPMENTPR
ESENTATIONFOLLOW-UPFour basic steps in the VALUE ANALYSIS Job Plan are:Information gathering
- This asks what the requirements are for the object. Function analysis, animportant technique in value
engineering, is usually done in this initial stage. It tries to determinewhat functions or performance
characteristics are important. It asks questions like; what does theobj ec t do? W hat m us t i t do?
W hat s houl d i t do? W hat c oul d i t do? W hat m us t i t not do?A l t ernat i ve generat i on
(Creat i on) - In t hi s s t age val ue engi neers as k ; what are t he vari ous al t ernat i ve
way s of m eet i ng requi rem ent s ? W ha t el s e wi l l perform t he des i red
func t i on?Evaluation - In this stage all the alternatives are assessed by evaluating how well they meet
therequired functions and how great will the cost savings be.
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Presentation - In the final stage, the best alternative will be chosen and presented to the client for final
decision. VE follows a structured thought process to evaluate options.
Gatherinformation
1. What is being done now?Who is doing it?What could it do?What must not to do?
Measure
2. How will the alternatives be measured?What are the alternate ways of meeting requirements?What
else can perform the desired function?
Analyze
3. What must be done?What does it Cost?
Generate
4. What else will do the job?
Evaluate
5. Which Ideas are the best?6. Develop and Expand Ideas What are the impacts? What is the cost? What
is the performance?7. Present Ideas Sell Alternatives
VALUE ENGINEERING
Value engineering is an approach to productivity improvement that attempts to increase the
valueobtained by a customer of a product by offering the same level of functionality at a
lower cost.V a l u e e n g i n e e r i n g i s s o m e t i m e s u s e d t o a p p l y t o t h i s p r o c e s s o f
c o s t r e d u c t i o n p r i o r t o m a n u f a c t u r e , w h i l e " va l u e a n a l y s i s " a p p l i e s t h e
p r o c e s s t o p r o d u c t s c u r r e n t l y b e i n g manufactured.B ot h at t em pt t o el i m i nat e
c os t s t hat do not c ont ri but e t o t he val ue and perform anc e of t he p r o d u c t ( o r
s e r v i c e , b u t t h e a p p r o a c h i s m o r e c o m m o n i n
m a n u f a c t u r i n g ) . Value engineering, thus, critically examines the contribution made
7. to product value by eachf e a t u r e o f a d e s i g n . I t t h e n l o o k s t o d e l i v e r t h e
s a m e c o n t r i b u t i o n a t l o w e r c o s t . Different types of value are recognized by the
approach .Use value relates to the attributes of a product which enable it to perform its function.
Cost value is the total cost of producing the product. Esteem value is the additional premium price
which a product can attract because of itsintrinsic attractiveness to purchasers.
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Exchange value is the sum of the attributes which enable the product to be exchanged or
sold.Although the relative magnitude of these different types of value will vary between products,
and perhaps over the life of a product, VE attempts to identify the c ontribution of each
feature toeach type of value through systematic analysis and structured creativity enhancing
techniques.Value engineering programs are best delivered by multi -skilled teams consisting
of designers, purchasing specialists, operations personnel, and financial analysts.Pareto analysis is
often used to priorities those parts of the total design that are most worthy of attention. These are then
subject to rigorous scrutiny. The team analyses the function and cost of those elements and tries to find
any similar components that could do the same job at lower cost.Common results are a reduction in the
number of components, the use of cheaper materials, or asimplification of the process
VALUE ENGINEERING CAN BE APPLIED TOATRACTOR MANUFACTURINGFIRM INTHE FOLLOWING AREAS
1. TRACTOR DESIGN
-make the design simple- Easy to use-reduce COMPLICATED / expensive parts.
2. TRACTORS RAW MATERIAL / PARTS PROCUREMENT
-establish the demand planning system [ reduce the fluctuations in production]-establish the inventories of
raw materials [ reduce the cost of stock holding]-establish the economic order quantity
3. TRACTORS PRODUCTION PLANNING
-establish an effective / efficient production planning system [ cost savings]
4.TRACTORS PRODUCTION
-establish a lean production [ cost effective]
5. TRACTORS TOTAL QUALITY ASSURANCE
.-set up quality assurance system to reduce quality problems/ rejections][ cost savings ]
6.TRACTORS FINISHED GOOD INVENTORY
-match the finished stock inventory to market demand / sales requirements][ cost saving in stock holding ]
7.TRACTORS CUSTOMER SERVICE
-provide effective customer order processing/order service/timely dispatch to customers.[Adds value to
customers / reduces distribution cost]
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8.TRACTORS AFTER SALES SERVICE
-offer warranty/ after sales service to customers[ adds value to the product and increases sales ]
TRACTORS MANUFACTURER CAN ADD VALUE/ REDUCE COSTBY APPLYING THE VALUE ANALYSIS -JOB
PLAN TO EACHOF THE ABOVE LISTED 8STAGES OF TRACTORS MANUFACTURING
.
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Q.5 Explain how the system concept can be used in explaining the term waste,
wastemanagementandwastivityWaste management
i s t h e collection,transport, processing,recyclingo r d i s p o s a l , a n d monitoring of wastematerials.
The term usually relates to materials produced by human activity,and is generally undertaken to reduce
their effect onhealth, theenvironmentor aesthetics. Waste management is also carried out to
recover resourcesfrom it. Waste management can
involvesolid,liquid,gaseousor radioactivesubstances, with different methods and fields of expertise for
each.Waste management practices differ for developedanddeveloping nations, for urbanandrural
areas, and for residentialandindustrial, producers. Management for non-hazardousresidential and
institutional waste in metropolitan areas is usually the responsibility of local
government authorities, while management for non-hazardous commercial and industrial waste is
usually theresponsibility of the generator.
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Characteristic ofwaste management
1.Waste is a non-wanted, not avoided output with no Purpose.
In this instance, waste is process-specific and can be avoided or minimized by changingThe process
Performance. Most industrial processes that are aiming at a necessary andDesirable output leave behind
undesired by-products that are called waste. Here, wasteManagement would refer to how to design,
retrofit and operate the process, with the aimOf minimizing the overall wasting of material and energy.
This problem also calls for Extending the designer’s responsibility to the .non-useful. By-product’s fate. A
viableSolution could be looking for waste-trade possibilities: the waste of one process may be aValuable
raw material for another.
2.Waste is a product that has fulfilled its single intended Purpose.
The best examples for this category are packaging. Waste management in this situationWould mean the
assumption of the responsibility of the product’s fate after it has fulfilledIt’s Purpose at the design phase.
The domain procedural knowledge includes theFollowing: If the most probable fate is to end up in landfill,
opt for lightweight, lowVolume or collapsible shape, flexible walls. If heading to material recovery, use
materialsThat are the most economical to recycle. If incineration is planned, omit ingredients thatMay lead
to toxic emissions,
etc
.
3.Waste is a product with unsatisfactory Performance.
Most products have a certain life span. After that time they cease to be useful. WasteManagement refers
to a product’s design stage and is associated with how to create goodsWith optimum lifetime, the use of
ecological design, and how to design for assembly andDisassembly. Even if the whole product ceased to
be useful, some parts of it can still beUtilized,
etc
. Material recycling and energy recovery activities also fall into this category.
4.Waste is a thing that its owner failed to use it for its Purpose
This problem raises ethical issues, which have been touched upon before. While there is aPossibility of
controlling consumers by legislation, or by the use of motivation, the bestWay of influencing people is by
raising awareness. Increasing their knowledge throughEducation, consumers become more conscious of
their actions and learn their Responsibilities, and possibilities, in environmental protection. No regulation
can be asEffective as a well-informed, environmentally-conscious, ethical public.
Concept ofWastivity
An ideal or perfect system will be one that consumes just the right amount of resources, leavingno idle,
unutilized (non recoverable) or lost resource, or any undesirable output. The concept of "wastivity" which
is yet in the rudimentary stages may prove to be a good measure of performance, both at macro and
micro levels, and will be helpful in the sound planning andmonitoring of various systems at different levels
of hierarchy.
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"Wastivity of any system is defined as the ratio of the waste to the input"?Depending upon the level of
waste under consideration the wastivity may be categorized as grosswastivity and net wastivity. The
wastivity for each type of input indirectly assesses the productivity of each type of input. Both productivity
and wastivity are complementary to eachother, which bears in it the inherent cause-effect phenomenon.
The cause, i.e. wastivity ischecked, the effect, i.e. productivity, will automatically be improved.
The Functional Elementsof Waste Management
The problems associated with the management of waste in today's society are complex anddiverse in
nature. For an effective and orderly management of wastes the fundamental aspectsand relationships
must be identified and clearly understood. The efficient WM comprises theguide identification of waste
generated/caused, economic reduction, efficient collection andhandling, optimal sense and recycling, and
effective disposal of waste leaving no environmental problems. WM can thus be functionally classified
into five basic elements, viz., generation,reduction collection, recycling and disposal. However, Waste
9. Management (WM) should beviewed in totality considering the inter-relationship of basic functional
elements/ systems asshown in Figure 4. One of the objectives of WM is to optimize these basic functional
systems to provide the most efficient and economic solution, commensurate with the constraints
imposed.By considering each element separately it is possible to:(i) Identify the fundamental aspects and
relationships involved in each element(ii) Develop, wherever possible, quantifiable relationships for the
purpose of making engineeringcomparisons, analysis and evaluation.
Socio-economic Benefits ofWaste ManagementProgrammes
1.Cheaper products due to increased productivity. Reduced scarcity of materials by way
of material conservations.
2.
Economic gains by salvaging waste materials.
3.
Introduction of newer products by recycling/reusing wastes.4 . R e l i e f f r o m e n e r g y c r i s i s .
5.
More hygienic, safe and pollution free environment.
6.
Lesser public nuisance due to reduction in diseases.
7.
Neat, clean and comfortable living conditions and higher standard of living.8. Reduced uncertainty,
better prediction and control of natural calamities by nature conservation.
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Conclusion
The need and importance of WM in the socio-economic system has been emphasized and thesocial
implications of effective WM are highlighted. It is concluded that in order to createawareness in this
regard the engineering curricula should incorporate some topics on systemsapproach to WM and its
socio-economic implications. It is hoped that, if the professionals comeout of the narrow conventional
approach to WM and adopt a broader systems approach to WM,it will help in the development of a better
socio-economic
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