Que 03 The make-or-buy decision is the act of making a strategic choice between producing an item internally (in-house) or buying

it externally (from an outside supplier). The buy side of the decision also is referred to as outsourcing. Make-or-buy decisions usually arise when a firm that has developed a product or partor significantly modified a product or partis having trouble with current suppliers, or has diminishing capacity or changing demand. Make-or-buy analysis is conducted at the strategic and operational level. Obviously, the strategic level is the more long-range of the two. Variables considered at the strategic level include analysis of the future, as well as the current environment. Issues like government regulation, competing firms, and market trends all have a strategic impact on the make-or-buy decision. Of course, firms should make items that reinforce or are in-line with their core competencies. These are areas in which the firm is strongest and which give the firm a competitive advantage. Que 01 Production Scheduling is the process of generating to-do lists or dispatch lists for the shop floor. As part of a larger planning and scheduling process, production scheduling is essential for the proper functioning of a manufacturing enterprise. Production scheduling is the allocation of resources and the sequencing of tasks to produce goods and services. Production scheduling specifies the time each job starts and completes on each machine, as well as any additional resources needed. Que 04 Route Sheet a document accounting for the output of production and tracing the sequence of operations of a batch of manufactured components. The route sheet is used in serial and especially individual production to show the workers output, calculate the wages of the workers, and exercise operative super-vision of the movement of parts in production. The route sheet accompanies the batch of components in all manufacturing operations to aid in supervising the observance of technological discipline and the preservation of all elements. Thus the route sheet combines the features of a managing and an accounting document, since it contains standardized data (such as time standards and cost) and information about the actual movement of the manufactured components and about the workers output in each operation. The route sheet has played a more important role since the introduction of automatic production control and of the use of network schedules. Que 02 The Production Process The production process refers to the stages (phases) required to complete a media product, from the idea to the final master copy. The process can apply to any type of media production including film, video, television and audio recording. The stages in each medium vary; for example, there is obviously no storyboard in an audio recording. However the same general concepts work for any medium. Que 05 Value Analysis is an effective tool for cost reduction and the results accomplished are far greater. It improves the effectiveness of work that has been conventionally performed as it questions and probes into the very purpose, design, method of manufacture, etc., of the product with a view to pinpointing unnecessary costs, obvious and hidden which can be eliminated without adversely affecting quality, efficiency, safety and other customer features. Value engineering is the term applied to value analysis done the design and prototype stage of a product. The potentials of saving are a more in case value analysis is done at design stage. Other advantages is that any changes at this stage are less costly than to effect the same at a latter stage, when the production is in full swing. There are a few limitations however on value engineering work. At the design and proto-type stage, the time is rather short since a company wants to put a new product in the market before any of its competitors can set in and value engineering will have a very short time to apply their techniques. Evaluation of the value at this stage becomes difficult in absence of any customer reaction and opinion. Que 06 Productivity of an organization is defined as the ratio of outputs produced by the organization and the resources consumed in the process.

Here the output refers to the quantity of goods and services produced by the company, and inputs refers to the quantities of resources such as labor, material, physical facilities, and energy consumed for producing the same. Productivity is used to assess the extent to which certain outputs can be extracted from a given input. We can measure productivity for a single input resource such as manpower used, or for multiple resources. There can be many different types of productivity measurement depending on the type of resources considered. Que 07 Codification is a process in which laws are organized in a logical way. Governments are continually adding to the law and amending existing laws. This means that viewing laws purely chronologically could quickly become daunting, especially in countries with legal systems which are very old. Codification allows laws to be gathered together in groups which can be bound in a codex or law book, allowing people to look up specific areas of the law much more easily because similar laws are grouped together. The codification process is continuous and can also be accompanied by recodification, which is periodically necessary to clean up existing legal codices. Que 08 Acceptance sampling uses statistical sampling to determine whether to accept or reject a production lot of material. It has been a commonquality control technique used in industry and particularly the military for contracts and procurement. It is usually done as products leave the factory, or in some cases even within the factory. Most often a producer supplies a consumer a number of items and decision to accept or reject the lot is made by determining the number of defective items in a sample from the lot. The lot is accepted if the number of defects falls below where the acceptance number or otherwise the lot is rejected. Que 09 Preventive maintenance is simply a scheduled maintenance of equipment or facilities. Tasks can vary by project, but in general include; cleaning, making machine adjustments, replacing components that are worn, lubricating moving parts and inspecting for wear and tear. A thorough program will have regular inspections, scheduled maintenance activities, "non-destructive testing," and repair or replacement of issues found. A Down Time Scheduling maintenance for equipment can occur when the machines are at their lowest use or when not in use. The machines can be examined for wear and lubricants can be applied. Planning maintenance has several benefits. The machines are less likely to break when in use. If a machine stops working while inproduction, production is stopped until it is fixed. Employees can't be productive and often must receive overtime after the equipment is fixed. Work falls behind. This can cause customer services issues if you have an order for a certain number of products, but you can't deliver because the a machine broke down. B Costs Equipment or facilities that have regularly scheduled maintenance can save money. For example, if a maintenance person thoroughly looks at a building structure every three months, he can identify problems before they get worse and subsequently more expensive. If a small leak is found on the roof, the leak can be fixed. If left unattended, the leak can destroy products, impact interior walls and floors and create a health hazard if mold or fungus develops from a leak. Another cost savings example is with equipment. If a maintenance person inspects machinery and finds a loose nut, she then tightens the nut. Had the inspection not taken place, the nut could have fallen and a part of the machinery could break or fall off. Tightening the nut during preventative maintenance cost very little, but not tightening the nut is potentially much more expensive in time and parts. C Safety In the leak example, if it was not detected early by preventative maintenance, water could come into the building and a person could slip and fall, causing a safety issue. In the example of tightening the nut, if the preventative maintenance was not performed, the nut could fall off and a part of the machinery could fly off, injuring the employee. D Quality Preventative maintenance plans for manufacturing can include recalibrating machines, which improves quality and reduces rejection of inferior product. For example, machine A drills a hole. As parts vibrate and wear, the placement of the hole moves. The drilled parts no longer fit onto other parts and all of them must be scraped.