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.

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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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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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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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MS-05-MANAGEMENT OF MACHINES AND MATERIALS
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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