Role of Top Management in making shop floor more productive, This was proposed by Taylor in 1905, but it is still in use. If you understand the proposed methodologies of Taylor then you can make your shop floor more productive.
It is a system of rules, procedures, cost records for the purpose of achieving specified objective at minimum cost. In order to minimise cost effective costing system is must. Here, we are going to study, steps and difficulty faced in installation of costing system.
The document discusses the Just-in-Time (JIT) production system. It defines JIT as a manufacturing philosophy that uses minimal inventories to achieve high production volumes. The key principles of JIT are eliminating waste, reducing costs, guaranteed delivery times, high output with low inventory levels, and respect for people. Some Indian companies have implemented JIT, but face challenges like changing worker attitudes and integrating suppliers. Techniques like focused factories, small lot sizes, pull production, and continuous improvement help minimize waste in JIT systems.
Chapter 1 introduction to production managementalpha flores
This document provides an overview of operations and supply chain management. It discusses what operations managers do, including designing and improving production systems. It also outlines the evolution of operations management from craft production to modern concepts like lean production. Additionally, it covers the relevance of operations to other business functions like marketing and finance. Key frameworks are introduced, such as using strategy to determine order winners and qualifiers to position the firm based on factors like cost, quality and flexibility. The chapter concludes by setting learning objectives for the course.
Productivity is a measure of efficiency in production. It is calculated as a ratio of output to inputs. Productivity determines the efficiency of converting resources into finished goods and services. Partial productivity measures a single input or output, while total productivity takes a systematic approach integrating all factors. Improving productivity increases profits, lowers costs, and makes an organization more competitive. Methods to improve productivity include reducing ineffective time, improving products/processes, training employees, and using incentives.
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
This document discusses re-engineering the material management processes at an Indian petroleum refinery. It identifies issues like excess inventory, procurement delays, and ineffective warehousing. The refinery planned to address these by implementing a single window clearance system, standardizing specifications, developing long-term vendor relationships, automatic surplus identification, and an IT system to improve procurement and performance monitoring. The goals were to reduce inventory costs by over 30% and improve profits by 15% in the next two years.
This document provides an overview of a lecture on production and operations management. It begins with introducing the concepts of production management and operations management. It then discusses the historical evolution of the field from scientific management in the early 20th century to a broader focus on both manufacturing and service sectors today. The rest of the document defines key concepts like production systems, operations, and the scope of production and operations management, which includes facilities location, process design, quality control, and other areas.
It is a system of rules, procedures, cost records for the purpose of achieving specified objective at minimum cost. In order to minimise cost effective costing system is must. Here, we are going to study, steps and difficulty faced in installation of costing system.
The document discusses the Just-in-Time (JIT) production system. It defines JIT as a manufacturing philosophy that uses minimal inventories to achieve high production volumes. The key principles of JIT are eliminating waste, reducing costs, guaranteed delivery times, high output with low inventory levels, and respect for people. Some Indian companies have implemented JIT, but face challenges like changing worker attitudes and integrating suppliers. Techniques like focused factories, small lot sizes, pull production, and continuous improvement help minimize waste in JIT systems.
Chapter 1 introduction to production managementalpha flores
This document provides an overview of operations and supply chain management. It discusses what operations managers do, including designing and improving production systems. It also outlines the evolution of operations management from craft production to modern concepts like lean production. Additionally, it covers the relevance of operations to other business functions like marketing and finance. Key frameworks are introduced, such as using strategy to determine order winners and qualifiers to position the firm based on factors like cost, quality and flexibility. The chapter concludes by setting learning objectives for the course.
Productivity is a measure of efficiency in production. It is calculated as a ratio of output to inputs. Productivity determines the efficiency of converting resources into finished goods and services. Partial productivity measures a single input or output, while total productivity takes a systematic approach integrating all factors. Improving productivity increases profits, lowers costs, and makes an organization more competitive. Methods to improve productivity include reducing ineffective time, improving products/processes, training employees, and using incentives.
Operations management refers to administering business practices to maximize efficiency and profitability. It involves converting materials and labor into goods and services. The operations function creates and delivers products and services while evaluating quality, quantity, costs and fulfilling customer needs. Mass production and flexible production are two key production methods used. Production managers oversee resources to transform inputs into finished outputs through planning, implementing, and controlling production processes.
This document discusses re-engineering the material management processes at an Indian petroleum refinery. It identifies issues like excess inventory, procurement delays, and ineffective warehousing. The refinery planned to address these by implementing a single window clearance system, standardizing specifications, developing long-term vendor relationships, automatic surplus identification, and an IT system to improve procurement and performance monitoring. The goals were to reduce inventory costs by over 30% and improve profits by 15% in the next two years.
This document provides an overview of a lecture on production and operations management. It begins with introducing the concepts of production management and operations management. It then discusses the historical evolution of the field from scientific management in the early 20th century to a broader focus on both manufacturing and service sectors today. The rest of the document defines key concepts like production systems, operations, and the scope of production and operations management, which includes facilities location, process design, quality control, and other areas.
Production and operations management - MeaningAfsana salam
Production and operations management involves planning, organizing, and overseeing processes to improve profitability. Managers analyze current processes and make adjustments to support strategic goals. Production management refers to the activities involved in manufacturing products, while operations management is for managing service-related processes. Both aim to transform inputs into final goods or services through defined and repeatable policies.
Operations management involves directing and controlling processes to transform inputs into products and services. It is a set of decisions made by operations managers regarding strategic, process, quality, capacity, location, and operating issues. Key decisions include determining strategic priorities, improving processes, establishing quality objectives, determining system capacity and layout, and coordinating supply chain and resource planning. Operations management aims to attract more customers than competitors through product/process expertise and quick delivery.
The document discusses various aspects of production systems including their characteristics, inputs, outputs, controls, product design process, and process planning. It describes production systems as manufacturing subsystems that design, produce, distribute, and service products. They have specialized functions at different levels and need renovation over time to adapt to changes. The key aspects covered are input-output relationships, types of control like feedback and forward control, objectives and importance of product design, steps in the design process, factors affecting process design decisions, types of process designs, and major process decisions around process choice, vertical integration, resource flexibility, customer involvement, and capital intensity.
The document discusses Lean Production principles including eliminating waste, simplifying procedures, and speeding up production. It describes the seven types of waste targeted in Lean (overproduction, waiting, transportation, inventory, motion, over-processing, defective products). Benefits of Lean include reducing costs, lead times, inventory, and increasing quality and flexibility. Additional Lean tools discussed include Kaizen (continuous improvement), Poka-Yoke (mistake proofing), Kanban (pull system), and Jidoka (quality at source).
production planning and control divisionHossam Hassan
The Production Planning and Control Division has the following key responsibilities:
1. Effectively utilize resources to ensure steady production flow and minimize waste while meeting sales requirements through optimal inventory levels.
2. Coordinate activities across departments to facilitate quality improvement, capture markets, and provide a better work environment to reduce costs and satisfy consumers.
3. Estimate resource needs based on sales forecasts and help minimize raw material waste to improve labor productivity, maximize equipment use, and ensure regular product supply.
Production and operation management system.Suny Bisshojit
This presentation provides an overview of production and operation management systems. It introduces management, production management, and operation management. The objective of a production management system is to produce goods of the right quality and quantity at the right time and cost. A framework for managing operations includes planning, organizing, controlling, and considering organizational behavior. Key concepts in operation management are efficiency, effectiveness, and value. The objectives of operation management are to provide good customer service and achieve adequate resource utilization. The scope of production and operation management includes facility location, plant layout, product design, production planning and control, quality control, materials management, and maintenance management.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Operations management involves directing and controlling processes to transform inputs into products and services. It is a set of decisions made by operations managers at both strategic and tactical levels regarding areas like processes, quality, capacity, and operations. Key decisions include strategic choices, processes, quality control, facility capacity and location planning, and day-to-day operating decisions. Operations management differs between manufacturing and service organizations. Developing an effective operations strategy is important for competitiveness through approaches like superior technologies, quick delivery times, and flexibility.
The document discusses various types of production processes and facility layouts, including process-product matrix, job production, batch production, assembly line, continuous flow production, process layout, and product layout. It provides definitions and descriptions of each, noting their advantages and disadvantages. The process-product matrix merges product and process lifecycles to educate organizations. Job production involves making custom, one-off products. Batch production makes specified groups of products within a time frame.
World class manufacturing is a collection of concepts that set production standards for organizations to follow. It originated from Japanese manufacturing practices and focuses on process-driven techniques like just-in-time production, streamlined flow, small lot sizes, and zero defects. The goals of world class manufacturing include improving safety, quality, cost, delivery times, and environmental impact. It utilizes principles like just-in-time, total quality management, total productive maintenance, lean manufacturing, agile manufacturing, and concurrent engineering. Agile manufacturing allows organizations to quickly respond to customer needs and market changes while controlling costs and quality.
different techniques to productivity improvementHemant Patil
This document discusses various techniques for improving productivity, including automation, CAD/CAM, CIM, robotics, Shigeo Shingo principles, group technology, job rotation, and TQC. It provides examples of each technique and case studies on their implementation. For instance, it describes how a company called GEX improved profits 15-20% by automating sewing and cutting lines to increase productivity without adding resources. Another case study discusses redesigning production lines at a lens factory through process modifications. The document serves as a guide to selecting and applying different productivity improvement strategies.
Operations management is responsible for planning, coordinating, and controlling resources to efficiently produce goods and services. It aims to maximize profit by converting materials and labor into outputs as efficiently as possible. Operations management oversees various operations like production, marketing, human resources, and more. The operations manager ensures smooth processes and wears many hats, taking on responsibilities like logistics, budgeting, strategic planning, and managing support and third-party services.
The document discusses different approaches to project planning and lean construction methods. It compares 1st planners who impose schedules versus last planners who adjust plans based on conditions. Lean construction relies on pull systems and look-ahead planning. Key conversations around collaborative programming, make-ready tasks, production planning, and monitoring production help manage workflow. Value engineering techniques can further improve processes.
What is Lean Process Improvement?, What is Lean?,
Why Lean, Link between Lean and Profitability, Goals of Lean Process Improvement, Eliminate Waste, Waste Removal, Improve Quality, Reduce Total Costs, Reduce Processing Time, Effective Lean Implementation, The Seven Deadly Wastes, TIMWOOD, Lean Tools, Just-In-Time (JIT), Kaizen,
Value Stream Mapping, Gemba (The Real Place), eighth waste,under-utilization of people
Production planning and control involves forecasting production steps, scheduling work, and monitoring production flow to ensure efficiency. It determines what, how, when, and by whom work is completed. The key elements are planning, routing, scheduling, dispatching, follow up/expediting, and inspection to integrate inputs, regulate work flow, and maintain schedules and quality standards. The overall goal is to increase output, coordinate activities, control costs, and rationalize the production process.
The document discusses the process of controlling in organizations. It describes controlling as measuring performance and taking action to ensure desired results. The control process involves 4 steps: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing results to objectives, and 4) taking corrective action as needed. Examples of controls discussed include profit ratios, budgets, and management by objectives to monitor performance and drive organizational goals.
CBSE XII Business Studies Chapter 8 ControllingBaiju KT
Controlling is a managerial function that ensures activities are performed according to plans, resources are used efficiently and effectively, and predetermined goals are achieved. It involves setting standards, measuring performance, comparing to standards, analyzing deviations, and taking corrective actions. Controlling is important for accomplishing goals, improving efficiency, motivation, order and coordination. However, it is difficult to set quantitative standards for some areas and controlling has no impact on external factors or may face employee resistance. Planning looks ahead and prescribes actions, while controlling looks back to check if decisions were implemented and improve future performance.
The document provides an overview of business process reengineering and total quality management. It defines business process reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. It discusses underlying premises, definitions, rationales, and steps for implementing business process reengineering. The document also defines total quality management and its principles such as customer focus, continuous improvement, and employee involvement. Benchmarking and sigma six quality standards are also briefly introduced.
An information system is a sociotechnical system that considers both technical and social elements. To effectively implement new information technology, organizations must redesign processes, structure, and culture. This involves enterprise resource planning to integrate core processes; business process reengineering to radically redesign processes; structural changes; and shifting organizational culture. Effective ERP implementation requires focusing on goals, top management commitment, organizational involvement, quality data, training, and change management.
Production and operations management - MeaningAfsana salam
Production and operations management involves planning, organizing, and overseeing processes to improve profitability. Managers analyze current processes and make adjustments to support strategic goals. Production management refers to the activities involved in manufacturing products, while operations management is for managing service-related processes. Both aim to transform inputs into final goods or services through defined and repeatable policies.
Operations management involves directing and controlling processes to transform inputs into products and services. It is a set of decisions made by operations managers regarding strategic, process, quality, capacity, location, and operating issues. Key decisions include determining strategic priorities, improving processes, establishing quality objectives, determining system capacity and layout, and coordinating supply chain and resource planning. Operations management aims to attract more customers than competitors through product/process expertise and quick delivery.
The document discusses various aspects of production systems including their characteristics, inputs, outputs, controls, product design process, and process planning. It describes production systems as manufacturing subsystems that design, produce, distribute, and service products. They have specialized functions at different levels and need renovation over time to adapt to changes. The key aspects covered are input-output relationships, types of control like feedback and forward control, objectives and importance of product design, steps in the design process, factors affecting process design decisions, types of process designs, and major process decisions around process choice, vertical integration, resource flexibility, customer involvement, and capital intensity.
The document discusses Lean Production principles including eliminating waste, simplifying procedures, and speeding up production. It describes the seven types of waste targeted in Lean (overproduction, waiting, transportation, inventory, motion, over-processing, defective products). Benefits of Lean include reducing costs, lead times, inventory, and increasing quality and flexibility. Additional Lean tools discussed include Kaizen (continuous improvement), Poka-Yoke (mistake proofing), Kanban (pull system), and Jidoka (quality at source).
production planning and control divisionHossam Hassan
The Production Planning and Control Division has the following key responsibilities:
1. Effectively utilize resources to ensure steady production flow and minimize waste while meeting sales requirements through optimal inventory levels.
2. Coordinate activities across departments to facilitate quality improvement, capture markets, and provide a better work environment to reduce costs and satisfy consumers.
3. Estimate resource needs based on sales forecasts and help minimize raw material waste to improve labor productivity, maximize equipment use, and ensure regular product supply.
Production and operation management system.Suny Bisshojit
This presentation provides an overview of production and operation management systems. It introduces management, production management, and operation management. The objective of a production management system is to produce goods of the right quality and quantity at the right time and cost. A framework for managing operations includes planning, organizing, controlling, and considering organizational behavior. Key concepts in operation management are efficiency, effectiveness, and value. The objectives of operation management are to provide good customer service and achieve adequate resource utilization. The scope of production and operation management includes facility location, plant layout, product design, production planning and control, quality control, materials management, and maintenance management.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Operations management involves directing and controlling processes to transform inputs into products and services. It is a set of decisions made by operations managers at both strategic and tactical levels regarding areas like processes, quality, capacity, and operations. Key decisions include strategic choices, processes, quality control, facility capacity and location planning, and day-to-day operating decisions. Operations management differs between manufacturing and service organizations. Developing an effective operations strategy is important for competitiveness through approaches like superior technologies, quick delivery times, and flexibility.
The document discusses various types of production processes and facility layouts, including process-product matrix, job production, batch production, assembly line, continuous flow production, process layout, and product layout. It provides definitions and descriptions of each, noting their advantages and disadvantages. The process-product matrix merges product and process lifecycles to educate organizations. Job production involves making custom, one-off products. Batch production makes specified groups of products within a time frame.
World class manufacturing is a collection of concepts that set production standards for organizations to follow. It originated from Japanese manufacturing practices and focuses on process-driven techniques like just-in-time production, streamlined flow, small lot sizes, and zero defects. The goals of world class manufacturing include improving safety, quality, cost, delivery times, and environmental impact. It utilizes principles like just-in-time, total quality management, total productive maintenance, lean manufacturing, agile manufacturing, and concurrent engineering. Agile manufacturing allows organizations to quickly respond to customer needs and market changes while controlling costs and quality.
different techniques to productivity improvementHemant Patil
This document discusses various techniques for improving productivity, including automation, CAD/CAM, CIM, robotics, Shigeo Shingo principles, group technology, job rotation, and TQC. It provides examples of each technique and case studies on their implementation. For instance, it describes how a company called GEX improved profits 15-20% by automating sewing and cutting lines to increase productivity without adding resources. Another case study discusses redesigning production lines at a lens factory through process modifications. The document serves as a guide to selecting and applying different productivity improvement strategies.
Operations management is responsible for planning, coordinating, and controlling resources to efficiently produce goods and services. It aims to maximize profit by converting materials and labor into outputs as efficiently as possible. Operations management oversees various operations like production, marketing, human resources, and more. The operations manager ensures smooth processes and wears many hats, taking on responsibilities like logistics, budgeting, strategic planning, and managing support and third-party services.
The document discusses different approaches to project planning and lean construction methods. It compares 1st planners who impose schedules versus last planners who adjust plans based on conditions. Lean construction relies on pull systems and look-ahead planning. Key conversations around collaborative programming, make-ready tasks, production planning, and monitoring production help manage workflow. Value engineering techniques can further improve processes.
What is Lean Process Improvement?, What is Lean?,
Why Lean, Link between Lean and Profitability, Goals of Lean Process Improvement, Eliminate Waste, Waste Removal, Improve Quality, Reduce Total Costs, Reduce Processing Time, Effective Lean Implementation, The Seven Deadly Wastes, TIMWOOD, Lean Tools, Just-In-Time (JIT), Kaizen,
Value Stream Mapping, Gemba (The Real Place), eighth waste,under-utilization of people
Production planning and control involves forecasting production steps, scheduling work, and monitoring production flow to ensure efficiency. It determines what, how, when, and by whom work is completed. The key elements are planning, routing, scheduling, dispatching, follow up/expediting, and inspection to integrate inputs, regulate work flow, and maintain schedules and quality standards. The overall goal is to increase output, coordinate activities, control costs, and rationalize the production process.
The document discusses the process of controlling in organizations. It describes controlling as measuring performance and taking action to ensure desired results. The control process involves 4 steps: 1) establishing objectives and standards, 2) measuring actual performance, 3) comparing results to objectives, and 4) taking corrective action as needed. Examples of controls discussed include profit ratios, budgets, and management by objectives to monitor performance and drive organizational goals.
CBSE XII Business Studies Chapter 8 ControllingBaiju KT
Controlling is a managerial function that ensures activities are performed according to plans, resources are used efficiently and effectively, and predetermined goals are achieved. It involves setting standards, measuring performance, comparing to standards, analyzing deviations, and taking corrective actions. Controlling is important for accomplishing goals, improving efficiency, motivation, order and coordination. However, it is difficult to set quantitative standards for some areas and controlling has no impact on external factors or may face employee resistance. Planning looks ahead and prescribes actions, while controlling looks back to check if decisions were implemented and improve future performance.
The document provides an overview of business process reengineering and total quality management. It defines business process reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. It discusses underlying premises, definitions, rationales, and steps for implementing business process reengineering. The document also defines total quality management and its principles such as customer focus, continuous improvement, and employee involvement. Benchmarking and sigma six quality standards are also briefly introduced.
An information system is a sociotechnical system that considers both technical and social elements. To effectively implement new information technology, organizations must redesign processes, structure, and culture. This involves enterprise resource planning to integrate core processes; business process reengineering to radically redesign processes; structural changes; and shifting organizational culture. Effective ERP implementation requires focusing on goals, top management commitment, organizational involvement, quality data, training, and change management.
This document provides an overview of business process reengineering (BPR). It discusses BPR as fundamentally rethinking and redesigning processes to dramatically improve performance metrics like cost, quality and speed. Six key principles of BPR are outlined, along with the typical steps of selecting processes and teams, understanding the current process, developing a new vision, identifying an action plan, and executing that plan. Phases of a BPR project and examples of organizations that have implemented BPR are also summarized.
Duke Power underwent a business process reengineering effort in the 1990s to improve customer service and cut costs. The previous processes were inefficient, with inconsistent practices across regions. Reengineering defined and standardized key customer service processes. It provided frontline workers with better information and scheduling tools to complete work faster and meet new metrics. The changes faced resistance but training helped employees understand the benefits of standardized, efficient processes for customers. Duke continues reengineering to further improve technologies and reduce costs.
Change Management for enhanced Productivity draws attention of management to implement of change taking cognisance of the fact that amongst the input of a production or service system , Man / Labour is the most important input. Thus, for any change process it has to be taken as a critical factor.
Change Management and Productivity relationship were looked at, for example an organization that is poised for competitiveness must seek to do better today than yesterday and tomorrow than today which means continual improvement on current process through one form of change process or the other. The different types of Changes were discussed which could be in form systems, structures, organizational development and the various forms of change namely reactive, incremental, radical and proactive. Managing change productively was discussed bringing to fore the importance of bearing in the vision of the leadership. For change to be effective a sense of urgence must be created and communication is key.
This document discusses General Electric's strategy to restructure its organizational hierarchy between 2012-2014. GE aimed to flatten its leadership structure by reducing the number of reporting layers from 12 to 6 and increasing the average span of control to over 10 direct reports. This delayering strategy sought to streamline information flows, speed up decision making, and reduce costs by 30% by eliminating redundant management roles. GE gathered input from over 100 organizations on effective leadership structures and presented detailed analysis to facilitate acceptance of the changes. The implementation focused on infusing new values throughout the organization to guide performance and ensure compensation was based not just on results but how they were achieved.
www.lifein01.com - for more info
“The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service, and speed.”
This document discusses various types of employee compensation including base compensation (wages and salaries), supplementary compensation (fringe benefits), and incentive compensation. It describes individual and group incentive plans and different wage payment systems like time wage, piece wage, and balanced systems. Key aspects of compensation management in India are outlined such as wage structures, minimum wage policies, and components of pay. Factors influencing wages and objectives of national wage policy are also summarized.
This document discusses productivity and ways to improve it. It defines productivity as the ratio of outputs to inputs. Constraints on productivity include management limitations, employee attitudes/skills, government regulations, and union rules. Ways to improve productivity include increasing outputs, improving methods, reducing overhead, minimizing waste, regulating work flow, installing modern equipment, and reducing tardiness/absenteeism. Employees may fear productivity improvements if they involve layoffs or increased workloads. Supervisors should communicate plans to employees, emphasize benefits, and address concerns to overcome fears.
Chick-fil-A implemented a new system where customers are seated and food is delivered to their tables instead of waiting at the counter. This change requires more staffing than currently available. Employees are overworked and speed of service has decreased. The document recommends scheduling an extra employee during peak times for food delivery, examining how other stores implement the system, surveying customers for feedback, and making changes based on survey results to improve service quality. Without addressing staffing needs, customer satisfaction will decline which could negatively impact profits.
Practical tips for implementing corporate performance management systemKetan Parekh
Collection of tips and learning from experience in leading a team through the implementation of corporate performance management or enterprise performance management system
This document discusses re-engineering and provides details about Satish Patel's study of the topic for his Industrial Engineering course. It defines re-engineering as the radical redesign of business processes to achieve improvements in areas like cost, quality and speed. The document outlines the basic steps of re-engineering, why it is necessary due to factors like changing customer demands and technologies. It also discusses skills required, how to avoid failures and the four stages of change that organizations may experience when implementing re-engineering.
This document discusses various wage payment methods and incentive plans used in organizations. It describes time-based wage systems that pay employees based on time worked, and piece-rate systems that pay based on output. It also discusses individual and group incentive plans that provide bonuses for efficient work. Some key incentive plans covered are Halsey, Merrick Multiple Piece Rate, and Gainn Task & Bonus plans. The document stresses that no single method is best and combinations can provide security and incentives for high performance.
This document discusses change management and its importance in organizational change. It notes that businesses must constantly adapt to changing environmental conditions in order to survive. Some key factors driving change include globalization, rapid technological advances, and changing skill requirements. True implementation of change goes beyond just installing new systems and requires commitment from employees to adopt new behaviors. Change management focuses on the human aspects of change to help organizations achieve expected benefits from projects, not just install new systems. An integrated approach considering both change management and project management principles is needed to ensure successful implementation of changes.
This document discusses various types of wage plans and compensation strategies. It describes time wage plans, piece wage plans, and balanced wage plans. It outlines merits and demerits of each. It also discusses competency-based pay, broadbanding, variable pay, and factors that affect wages. Finally, it covers types of incentive plans, challenges of pay for performance systems, and features of fringe benefits like flexible benefits plans.
Business process reengineering (BPR) involves analyzing and redesigning workflows within and between organizations to optimize end-to-end processes and automate non-value added tasks. The key steps of BPR include mapping the current "as-is" process, designing an improved "to-be" process, implementing changes, and continuously improving. BPR aims to dramatically improve processes in terms of cost, quality, service and speed. Case studies show BPR can significantly reduce costs and processing times as demonstrated by Hewlett Packard reducing server assembly from one day to under 4 minutes.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
Business change lifecycle and Business Process Reengineering Rinkle Kaur
Business process change involves fundamentally rethinking and redesigning workflows to achieve dramatic improvements in performance. It consists of five stages: 1) Alignment with external environment and internal needs, 2) Definition by forming a business case and gap analysis, 3) Design using models like Popit, 4) Implementation through communication, training, and systems changes, and 5) Realization by assessing benefits. Business process reengineering specifically aims for radical redesign of processes to focus on customers and dramatically reduce costs and improve competition through strategic change management.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
The document discusses different approaches to leading and driving change within an organization. It identifies three key aspects of successful change leadership: communicating the purpose and benefits of change, collaborating across teams to plan and implement change, and committing to adapting and supporting the change effort. It also discusses process-driven changes and different types of processes within organizations. Finally, it outlines concepts for driving continuous improvement, including eliminating waste, optimizing workflow and inventory, and focusing on reducing variation.
The document discusses legislation and rules in India governing the transportation of hazardous chemicals and waste. It outlines several key Acts and Rules that provide the regulatory framework, including the Motor Vehicles Act, Environment Protection Act, and Public Liability Insurance Act. It also summarizes India's participation in international treaties related to chemical management. Finally, it provides classifications of hazardous waste and an overview of the Hazardous and Other Wastes Management Rules that cover authorization procedures, transportation requirements, and other protocols.
Integrated Management System training,awareness,safetyG Rajan Kumar
The document discusses an integrated management system (IMS) that combines elements of multiple management systems into a single unified system. It describes the benefits of an IMS, including reduced costs, improved training and communication, and recognition. The key standards that can be integrated are also outlined, including ISO 14001 for environmental management and OHSAS 18001 for occupational health and safety. A four-step approach is provided for implementing an IMS that includes awareness training, policy and objective development, documentation and process design, and corrective actions.
Safe and sustainable development for IndustryG Rajan Kumar
This presentation about Sustainable manufacturing. It can help make every company more competitive. Let’s discuss sustainability in manufacturing in more detail.
Mr. Gantt's system is useful for transitioning workers from regular to high speed work. It allows workers to gradually increase their speed without threatening their wages. The differential rate payment system applies higher payment for tasks completed at the expected high speed, and lower payment for slower work. This incentivizes workers to maintain high productivity. An example at Midvale Steel Works showed the differential rate doubled workers' output from 5 to 10 pieces per day, while reducing the per-piece cost. When the differential rate was later removed, output immediately dropped back down.
Integrated Management System, Training, IMS, SafetyG Rajan Kumar
This document provides an overview of an Integrated Management System (IMS) training. An IMS integrates an organization's management systems and processes into a single framework. The training covers ISO 14001 for environmental management and OHSAS 18001 for occupational health and safety management. It discusses the benefits of both standards and outlines a 4-step approach to implementing an IMS: 1) awareness training, 2) developing policies and objectives, 3) documentation and process design, and 4) taking corrective actions based on audits. Key terms like hazard, non-conformity, and document are also defined.
This document provides an overview of 5S, a methodology for organizing and standardizing a workplace. It discusses the five steps of 5S: Sort, Set In Order, Shine, Standardize, and Sustain. Implementing 5S helps improve efficiency, productivity, safety, and control while reducing mistakes and issues like absenteeism. The five steps establish processes for sorting items, arranging them logically, cleaning the workspace, setting standards, and sustaining discipline. Following 5S brings benefits like time savings, quick retrieval, minimized accidents and errors, increased space, and workplace ownership.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Comparative analysis between traditional aquaponics and reconstructed aquapon...bijceesjournal
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
A SYSTEMATIC RISK ASSESSMENT APPROACH FOR SECURING THE SMART IRRIGATION SYSTEMSIJNSA Journal
The smart irrigation system represents an innovative approach to optimize water usage in agricultural and landscaping practices. The integration of cutting-edge technologies, including sensors, actuators, and data analysis, empowers this system to provide accurate monitoring and control of irrigation processes by leveraging real-time environmental conditions. The main objective of a smart irrigation system is to optimize water efficiency, minimize expenses, and foster the adoption of sustainable water management methods. This paper conducts a systematic risk assessment by exploring the key components/assets and their functionalities in the smart irrigation system. The crucial role of sensors in gathering data on soil moisture, weather patterns, and plant well-being is emphasized in this system. These sensors enable intelligent decision-making in irrigation scheduling and water distribution, leading to enhanced water efficiency and sustainable water management practices. Actuators enable automated control of irrigation devices, ensuring precise and targeted water delivery to plants. Additionally, the paper addresses the potential threat and vulnerabilities associated with smart irrigation systems. It discusses limitations of the system, such as power constraints and computational capabilities, and calculates the potential security risks. The paper suggests possible risk treatment methods for effective secure system operation. In conclusion, the paper emphasizes the significant benefits of implementing smart irrigation systems, including improved water conservation, increased crop yield, and reduced environmental impact. Additionally, based on the security analysis conducted, the paper recommends the implementation of countermeasures and security approaches to address vulnerabilities and ensure the integrity and reliability of the system. By incorporating these measures, smart irrigation technology can revolutionize water management practices in agriculture, promoting sustainability, resource efficiency, and safeguarding against potential security threats.
TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Recycled Concrete Aggregate in Construction Part III
Top management
1. Role of Top Management in
Managing change to high
Productivity Shop
Rajan Kumar G
2. improvement is needed
For more profits
Sustainability
Success of business
Focus of the mutual interest of employer and
employee like High wages and low labour cost
3. • Change can be brought in two ways
1. Implementing a New System
2. Set up New Plant
4. Before making any radical changes, The
Director and Top Management should
understand what changes are required, at
least in a general way
All should be informed of the leading objects
at which new system aims at
The Primary Needs for improvement
5. New System New Plant
Need special people to implement system Need designers, workmen needed to
build a new plant
Foremen should be trained Twice number of foremen needed
Costs less money compared new plant Costs more money
It pays for itself after implementation Need to wait patiently for profits
Returns will be quickly Returns will take time
Difference between New system and New Plant
6. • Adoption of precise and exact methods,
having each small details
• Addressing first class men rather than the
masses
• The “change philosophy” should be in
harmony with its few leading ideas
• Training employees about the change of
system
How to achieve it
7. • They must pass through several distinct
phases
• They must taught to work under improved
system
• They must give up own way of working
• Training them by identified skills needed
How to achieve it
8. • Unlike developing a new plant, new system is
economical
• New systems will give quick results than a new
plant
• First, it will bring a complete revolution in
workers mental attitude toward their employers
and their work.
• Second, it will improve working conditions
• Production costs gradually reduce
• Production will increase, wages will increase
The importance of New System
9. • Initial implementation costs are high
• Implementation may take more time than
expected
• The Organization should be prepared to lose
some of their valuable men who cannot stand the
change
• The Top Management never lose sight of the fact
that the great objects of change of system
• The workmen has to do more work as compared
to past
Drawbacks of New System