Ms-05-Management of Machines and Materials

MS-05-MANAGEMENT OF MACHINES AND MATERIALS

Q.1 Describe the four important functions performed by production/Operation Mananger INTRODUCTION

Production/operations management is the process, which combines and transforms various Resources used in the production/operations subsystem of the organization into value added Product/services in a controlled manner as per the policies of the organization. Therefore, it is That part of an organization, which is concerned with the transformation of a range of inputs into The required (products/services) having the requisite quality level. The set of interrelated management activities, which are involved in manufacturing certain Products, is called as production management. If the same concept is extended to services Management, then the corresponding set of management activities is called as operations Management. 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 equipment needed to come up with goods or service CONCEPT OF PRODUCTION

Production function is that part of an organization, which is concerned with the transformation Of a range of inputs into the required outputs (products) having the requisite quality level. Production is defined as “the step-by-step conversion of one form of material into another form through chemical or mechanical process to create or enhance the utility of the product to the user.” Thus production is a value addition process. At each stage of processing, there will be value 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 a Specific 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

1 5/TMA/SEM-01/2009

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IMPORTANT FUNCTION OF PRODUCTION AND OPERATIONS MANAGEMENT

Production and operations management concern with the conversion of inputs into outputs, using Physical resources, so as to provide the desired utilities to the customer while meeting the other Organizatio Organizational nal objectives objectives of effectivene effectiveness, ss, efficiency efficiency and adoptabilit adoptability. y. It distinguish distinguishes es itself itself fromOther fromOther functions functions such as personnel, personnel, marketing, marketing, finance, finance, etc., by its primary concern for ‘conversionBy using physical resources.’ Following are the activities which are listed under production and Operations management functions:










1. Location of facilities

2. Plant layouts and material handling 3. Product design 4. Production Planning and Controls 1. LO LOCA CATIO TION N OF FACI FACILI LITIE TIES S

Location of facilities for operations is a long-term capacity decision which involves a long term Commitment about the geographically static factors that affect a business organization It is an Important 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 and Machinery. An improper location of plant may lead to waste of all the investments made in plant And machin machinery ery equipme equipments nts.. Hence, Hence, locati location on of plant plant should should be based based on the company company’s ’s expansion Plan and policy, diversification plan for the products, changing sources of raw materials and many 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 PLANT LAYO LAYOUT UT AND AND MATERI MATERIAL AL HANDL HANDLING ING

Plant Plant layo layout ut refe refers rs to the the phys physic ical al arra arrang ngem emen entt of faci facili liti ties es.. It is the the conf config igur urat atio ion n of departments, Work centers and equipment in the conversion process. The overall objective of o f the plant layout Is to design a physical arrangement that meets the required output quality and quantity most Economically. According to 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 structure To contain all these facilities”. ‘Material Handling’ refers to the ‘moving of materials from the store room to the machine And 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 specialized Activity for a modern manufacturing concern, with 50 to 75% of the cost of production. This










3. PROD PRODUC UCT T DES DESIG IGN N

Product design deals with conversion of ideas into reality. Every business organization has to Design, develop and introduce new products as a survival and growth strategy. Developing the New New prod produc ucts ts and and laun launch chin ing g them them in the the mark market et is the the bigge biggest st chall challeng engee face faced d by the the organizations. The entire process of need identification to physical manufactures of product involves three Functions: marketing, product development, manufacturing. Product development translates the Needs of customers given by marketing into technical specifications and designing the various Featur Features es into into the product product to these these specif specifica icatio tions. ns. Manufac Manufactur turing ing has the respon responsib sibili ility ty of selecting The processes by which the product can be manufactured. Product design and development Provides link between marketing, customer needs and expectations and the activities required to Manufacture the product. 4. PRODUC PRODUCTIO TION N PLAN PLANNING NING AND CONTRO CONTROL L

Production planning and control can be defined as the process of planning the production in advance, Setting the exact route of each item, fixing the starting and finishing dates for each item, item, to give Production Production orders to shops and to follow up the progress of products according according to orders. 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 includes Planning, 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 do It. Planning bridges the gap from where we are, to where we want to go. It makes it possible for things to occur which would not otherwise happen.

II.

Routing may be defined as the selection of path which each part of the product will follow which is transformed from raw material to finished products? Routing determines the most Advantageous path to be followed from department to department and machine to machine till Raw material gets its final shape.

III.

Scheduling determines the programmed for the operations. Scheduling may be defined as’ The fixation of time and date for each operation’ as well as it determines the sequence of Operations to be followed.










Q.2 Q.2 Defin Definee job desig design. n. Discu Discuss ss the impac impactt of job job enla enlarge rgeme ment nt & job enr enric ichm hment ent for 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 activityManagers have largely been interested in maximizing output from available resources. Job design can be define as “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, health, safety, safety, and ergonomics. The scientific scientific management approach of Frederick Frederick Winslow Winslow Taylor Taylor viewed viewed job design design as purely purely mechani mechanisti stic, c, but the later later human human relati relations ons moveme movement nt rediscovered the importance of workers' relationship to their work and stressed the importance of job satisfaction” F.W. Taylor









MS-05-MANAGEMENT OF MACHINES AND MATERIALS Trends in Job Design

1. 2. 3. 4. 5.

Qualit Quality y control control as as part part of the the worker worker's 's job job Cross-tra Cross-training ining workers workers to perfor perform m multi multi -skill -skilled ed jobs Employee Employee involveme involvement nt and team team approaches approaches to to designing designing and organi organizing zing work work Extens Extensive ive use use of of tempo temporar rary y worke workers rs Orga Organi niza zati tion onal al comm commit itme ment nt to prov provid idin ing g mean meanin ingf gful ul and and rewa reward rdin ing g jobs jobs for for all all employees

Development new approaches to job design

During During and immedi immediate ately ly after after the Second Second World World War Americ American an writer writers, s, partic particula ularly rly,, were 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 to tolerate 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 and tested 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 machine settin setting g and inspec inspectio tion. n. In additi addition on they they introd introduce uced d other other wide-r wide-rangi anging ng changes changes in both both the 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. Undoubtedly management 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 and for for agre agreei eing ng to chang changes es in work workin ing g prac practi tices ces.. The The new new jobs jobs are are ofte often n only only a marg margin inal al impr improv ovem emen entt in term termss of the the degr degree ee of repe repeti titi tion on,, the the skil skilll dema demand ndss and and the the leve levell of responsibility; as a result workers have not always responded positively to such change. Job enlargement schemes may not be feasible, e.g. in motor vehicle assembly, without a major change in the production facilities. The concepts of both job rotation and enlargement do not have their basis in any psychological psychological theory. However, the next generation of attempts to redesign jobs emerging from the USA developed from the researches of Frederick of Frederick Herzberg. During the 1950's and 1960's Herzberg developed his 'two factor' theory of motivation.











MS-05-MANAGEMENT OF MACHINES AND MATERIALS Job Enrichment

In this theory he separated 'motivators' from 'hygiene' factors. The hygiene factors included salary, company policies and administration as well as supervision. They were seen as potential sources of dissatisfaction but not of positive motivation. Another set of factors including achievement, recognition, responsibility, advancement, growth and 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; the introduction of new and more difficult tasks into the job; Encouraging the development of o f 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 his checklist for implementation. This is a prescription for those seeking success in the enrichment of 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 as









MS-05-MANAGEMENT OF MACHINES AND MATERIALS Q.3 what is the distinctive feature of job production as compared to mass and batch production 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 transformed In a controlled manner to add value in accordance with the policies communicated by management. A simplified production system is shown above The 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 improve System performance Classification of Production System Production systems can be classified as Job Shop, Batch, Mass and Continuous Production Systems.










JOB PRODUCTION Job shop production are characterised by manufacturing of one or few quantity of products Designed and produced as per the specification of customers within prefixed time and cost. The Distinguishing Distinguishing 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 a Certain sequence.

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, capacities For 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 learning Opportunities. 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 f requent set up changes. 2. Higher level of inventory at all levels and hence higher inventory cost. 3. Production planning is complicated. c omplicated. 4. Larger space requirements.










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 arranged In a line or product layout. Product and process standardization exists and all outputs follow the Same 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.









MS-05-MANAGEMENT OF MACHINES AND MATERIALS Q.4 Q.4 Wr Writ itee an essa essay y on how how to orga organi nize ze valu valuee engi engine neer erin ing g func functi tion on in a trac tracto torr manufacturing firm

Value Engineering is a systematic method to improve the "Value" of goods and services by using an examination of function. Value, as defined, is the ratio of Function to Cost. Value can therefore be increased by either improving the Function or reducing the cost. It is a primary tenet of Value Engineering Engineering that basic functions functions be preserved preserved and not be reduced reduced as a consequence consequence of pursuing Value improvements. Value Engineer Engineering ing is a body of knowledge knowledge as a technique technique in which which the value of a system’ system’ss outputs 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 the manufacturer and/or their customers. Value Engineering uses rational logic (a unique "how" - "why" questioning technique) and the analysis of Function to identify relationships that increase Value. It is considered a quantitative method similar to the Scientific Method, which focuses on Hypothesis - Conclusion to test relati relations onship hips, s, and Operat Operation ionss Resear Research, ch, which which uses uses model model buildi building ng to identi identify fy predic predicti tive ve relationships. VALUE ANALYSIS -- The Job Plan

Value Engineering is often done by systematically following following a multi-stage multi-stage Job Plan. IT IS an 8step procedure, called the Value Analysis Job Plan. Others have varied the Job Plan to fit their constraints. One modern version has the following eight steps: PREPARATION INFORMATION ANALYSIS CREATION EVALUATION DEVELOPMENT PRESENTATION FOLLOW-UP












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. Gather information 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?









MS-05-MANAGEMENT OF MACHINES AND MATERIALS 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 contribution of each feature to each 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 a simplification of the process

VALUE ENGINEERING CAN BE APPLIED TO A TRACTOR MANUFACTURING FIRM IN THE FOLLOWING AREAS

1. TRACTOR DESIGN

-make the design simple - Easy to use -reduce COMPLICATED / expensive parts. 2. TRACTORS RAW MATERIAL / PARTS PROCUREMENT










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 COST BY APPLYING THE VALUE ANALYSIS -JOB PLAN TO EACH OF THE ABOVE LISTED 8 STAGES OF TRACTORS MANUFACTURING .










Q.5 Explain how the system concept can be used in explaining the term waste, waste management and wastivity Waste Waste managem management ent is the the collection, collection, transport, transport, processing, processing, recycling or disp dispos osal al,, and and monitoring of waste of waste materials. The term usually relates to materials produced by human activity, and is generally undertaken to reduce their effect on health, health, the environment or aesthetics or aesthetics.. Waste management is also carried out to recover resources from it. Waste management can involve solid, solid, liquid, liquid, gaseous or radioactive or radioactive substances, with different methods and fields of expertise for each.

Waste management practices differ for developed and developing nations, nations, for urban and rural areas, areas, and for residential and industrial, industrial, producers. Management for non-hazardous non-hazardous residential and institutional waste in metropolitan areas is usually the responsibility of local government government authorities, while management for non-hazardous commercial and industrial waste is usually the responsibility of the generator.









MS-05-MANAGEMENT OF MACHINES AND MATERIALS Characteristic of waste management 1. Waste Waste is a non-want non-wanted, ed, not avoi avoided ded output output with with no Purpose Purpose.. In this instance, waste is process-specific and can be avoided or minimized by changing The process Performance. Most industrial processes that are aiming at a necessary and Desirable output leave behind undesired by-products that are called waste. Here, waste Management would refer to how to design, retrofit and operate the process, with the aim Of minimizing the overall wasting of material and energy. This p roblem also calls for Extending the designer’s responsibility to the .non-useful. By-product’s fate. A viable Solution could be looking for waste-trade possibilities: the waste of one process may be a Valuable raw material for another. 2. Waste Waste is a product product that has has fulfilled fulfilled its its single single intended intended Purpos Purpose. e. The best examples for this category are packaging. Waste management in this situation Would mean the assumption of the responsibility of the product’s fate after it has fulfilled It’s Purpose at the design phase. The domain do main procedural knowledge includes the Following: If the most probable fate is to end up in landfill, opt for lightweight, low Volume or collapsible shape, flexible walls. If heading to material recovery, use materials That are the most economical to recycle. If incineration is planned, omit ingredients that May lead to toxic emissions, etc. etc. 3. Waste Waste is a produ product ct with with unsatis unsatisfact factory ory Perfor Performanc mance. e. Most products have a certain life span. After that time they cease to be useful. Waste











MS-05-MANAGEMENT OF MACHINES AND MATERIALS "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 gross wastivity and net wastivity. The wastivity for each type of input indirectly assesses the productivity of each type of input. Both productivity p roductivity and wastivity are complementary to each other, which bears in it the inherent cause-effect phenomenon. The cause, i.e. wastivity is checked, the effect, i.e. productivity, will automatically be improved.









MS-05-MANAGEMENT OF MACHINES AND MATERIALS Conclusion

The need and importance of WM in the socio-economic system has been emphasized and the social implications of effective WM are highlighted. It is concluded that in order to create awareness in this regard the engineering curricula shou ld incorporate some topics on systems approach to WM and its socio-economic implications. It is hoped that, if the professionals come out 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










Ms-05-Management of Machines and Materials

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