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
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1. Location of facilities

2. Plant layouts and material handling

3. Product design
4. Production Planning and Controls

1. LOCATION OF FACILITIES
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 machinery equipments. Hence, location of plant should be based on the company’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 LAYOUT AND MATERIAL HANDLING

Plant layout refers to the physical arrangement of facilities. It is the configuration of

departments,
Work centers and equipment in the conversion process. The overall objective of 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

cost
Can be reduced by proper section, operation and maintenance of material handling devices.
Material handling devices increases the output, improves quality, speeds up the deliveries and
Decreases the cost of production. Hence, material handling is a prime consideration in the
Designing new plant and several existing plants.

3. PRODUCT DESIGN
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 products and launching them in the market is the biggest challenge faced by 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

Features into the product to these specifications. Manufacturing has the responsibility 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. PRODUCTION PLANNING AND CONTROL

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, to give Production orders to shops and to follow up the progress of products
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 Define job design. Discuss the impact of job enlargement & job enrichment 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,
safety, and ergonomics. The scientific management approach of Frederick Winslow Taylor viewed job
design as purely mechanistic, but the later human relations movement rediscovered the importance of
workers' relationship to their work and stressed the importance of job satisfaction” F.W. Taylor
Trends in Job Design

1. Quality control as part of the worker's job

2. Cross-training workers to perform multi -skilled jobs
3. Employee involvement and team approaches to designing and organizing work
4. Extensive use of temporary workers

5. Organizational commitment to providing meaningful and rewarding jobs for all

employees
Development new approaches to job design
During and immediately after the Second World War American writers, particularly, 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 setting
and inspection. In addition they introduced other wide-ranging changes in 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
agreeing to changes in working practices. The new jobs are often only a marginal improvement in terms of
the degree of repetition, the skill demands and the level 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 theory.
However, the next generation of attempts to redesign jobs emerging from the USA developed from the
researches of Frederick Herzberg. During the 1950's and 1960's Herzberg developed his 'two factor' theory
of motivation.

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 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
motivators;
•
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 enrichment, then, aims to create greater opportunities for individual achievement and recognition by
expanding the task to increase not only variety but also responsibility and accountability. This can also
include greater worker autonomy, increased task identity and greater direct contact with workers
performing servicing tasks

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
Syste
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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 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 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 lots
Or batches and each lot may have a different routing.” It is characterized by the manufacture
Of 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 and

Change 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 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.

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

MS-05-MANAGEMENT OF MACHINES AND MATERIALS

Q.4 Write an essay on how to organize value engineering function in a tractor
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
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’s 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 relationships, and Operations
Research, which uses model building to identify predictive 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 constraints.

One
modern
version
has
the
following
eight

s
teps:
PREPARATION
INFORMATION
ANALYSIS
CREATION
EVALUATION
DEVELOPMENT
PRESENTATION
FOLLOW-UP

Four basic steps in the VALUE ANALYSIS Job Plan are:

Information gathering - This asks what the requirements are for the object. Function analysis, an important
technique in value engineering, is usually done in this initial stage. It tries to determine what functions or
 performance characteristics are important. It asks questions like; what does the object do? What must it do?
What should it do? What could it do? What must it not do? Alternative generation (Creation) - In this stage
value engineers ask; what are the various alternative ways of meeting requirements? What else will perform
the desired function? Evaluation - In this stage all the alternatives are assessed by evaluating how well they
meet the required 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.
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?
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 value obtained
by a customer of a product by offering the same level of functionality at a lower cost. Value engineering is
sometimes used to apply to this process of cost reduction prior to manufacture, while "value analysis"
applies the process to products currently being manufactured.

Both attempt to eliminate costs that do not contribute to the value and performance of the
product (or service, but the approach is more common in manufacturing).

Value engineering, thus, critically examines the contribution made to product value by each feature of a
design. It then looks to deliver the same contribution at lower cost. 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 its intrinsic 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 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

-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 COST

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

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Q.5 Explain how the system concept can be used in explaining the term waste, waste
management and wastivity
Waste management is the collection, transport, processing, recycling or disposal, and

monitoring of waste materials. The term usually relates to materials produced by human activity, and is
generally undertaken to reduce their effect on health, the environment or aesthetics. Waste management is
also carried out to recover resources from it. Waste management can involve solid, liquid, gaseous or
radioactive substances, with different methods and fields of expertise for each.

Waste management practices differ for developed and developing nations, for urban and rural areas, and for
residential and industrial, producers. Management for non-hazardous residential 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 the responsibility of the generator.

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Characteristic of waste 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 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 problem 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 is a product that has fulfilled its single intended Purpose.

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 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.

3. Waste is a product with unsatisfactory Performance.

Most products have a certain life span. After that time they cease to be useful. Waste
Management refers to a product’s design stage and is associated with how to create goods
With optimum lifetime, the use of ecological design, and how to design for assembly and
Disassembly. Even if the whole product ceased to be useful, some parts of it can still be
Utilized,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 a
Possibility of controlling consumers by legislation, or by the use of motivation, the best
Way of influencing people is by raising awareness. Increasing their knowledge through
Education, consumers become more conscious of their actions and learn their
Responsibilities, and possibilities, in environmental protection. No regulation can be as
Effective as a well-informed, environmentally-conscious, ethical public.

Concept of Wastivity

An ideal or perfect system will be one that consumes just the right amount of resources, leaving
no 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 and
monitoring 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 gross
wastivity 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 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.

The Functional Elements of Waste Management

The problems associated with the management of waste in today's society are complex and
diverse in nature. For an effective and orderly management of wastes the fundamental aspects
and relationships must be identified and clearly understood. The efficient WM comprises the
guide identification of waste generated/caused, economic reduction, efficient collection and
handling, 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 Management (WM) should be
viewed in totality considering the inter-relationship of basic functional elements/ systems as
shown 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 engineering
comparisons, analysis and evaluation.

Socio-economic Benefits of Waste Management Programmes

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. Relief from energy crisis.

5.More hygienic, safe and pollution free environment.

6.Lesser public nuisance due to reduction in diseases.
7.Neat, clean and comfortable living conditions and higher standard of living.

8. Reduced uncertainty, better prediction and control of natural calamities by nature

conservation.

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Conclusion

The need and importance of WM in the socio-economic system has been emphasized and the
social implications of effective WM are highlighted. It is concluded that in order to create
awareness in this regard the engineering curricula should 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