Potter Why this book? Title : Learning…. In search of AutoCAD books? You landed at the right place. Here you will find all books and study materials to learn AutoCAD. If you…. You landed on the right…. Type of The type of production pre-supposes The manufacturing activity becomes labour frequent changes in product design and a routine function and as the machines machine setups; which requires highly are designed to suit the process skilled labour.
Repair and maintenance required for product and automatic in of machines are to be done by nature unskillful or semi-skilled labour these labours. A specialised team of plant maintenance staff will look after the repair and maintenance of machines. The product manufacutred in large quantities. Each lot one or two products of standard design. Changes As specification of each order changes, In this type of manufacturing, the set- in machine the machines are to set according to up of machines remains unchanged for set-up.
The standard products frequent changes in machine are manufactured in a continuous flow. Nature and Generally the size of orders is small Generally the production is carried on size of and they are not repeated. The orders for stock. The production of stan- orders.
Products are of single product or products in produced in anticipation of demand. Usually the production is The size of the order is large. Same done according to first-in-first-out type of product is produced in every principle. First orders are received and cycle to satisfy the demand. Investment As the machines are arranged in The machines are arranged according on machines process layout and general purpose to process layout and because of this and machines are required for Job produc- duplication of machines is fairly high.
The machines are fully automatic, the For batch production as automatic and cost is higher than intermittent semi-automatic machines are involved production.
Investment Here the operating cycle takes more Bulk purchase of materials is done at on time and it is necessary to have periodic intervals. Due to continuous inventories standard materials for long period process, less in process inventory hence inventory cost per product is exists hence material cost per product considerably large.
Material Because of verities of products, Mechanisation of material handling is handling different routes are followed by possible. Generally, convenyors, equipments materials also volume of order is small, pipe-lines, automatic material handing mechanisation of material equipment is used.
Material Material handling per product is costlier Due to mechanised material handling, handling because of long distance handling material handling cost per product cost manual and backtracking. Plant It is desirable to have a maintenance It is essential to have a good plant maintenance department to avoid losses due to maintenance department to avoid and service brake down of machinery.
Balancing Due to different products and different The chances of imbalance in plant of types of machines with different capacity is very much less. Production The functions of routing, scheduling and The function of routing, scheduling planning and loading becomes relatively complicated and loading are carried on smoothly control due to odd size of order, non-repetitive due to standardised products, rated nature of the order, different delivery capacity.
Here production planning dates, etc. Market research reveals consumer preferences and needs. The marketing department will transfer this information to the design department.
The design department basing on the information received from marketing department designs the product to fulfill consumer needs and supplies design specifications and drawings to production department. The production department verifies whether the product can be manufactured with the technology and skill available in the firm.
If yes it will give the acceptance. Once this is done the design department conduct the market survey and analyze the demand and submits its sales programme to the top management. The top management after going through the proposals sanctions the budget and gives green signal for production. Production department produces a trial run and sales department release the product in the test markets to get consumer acceptance sells the products.
Meanwhile, the production department prepares the detailed production plans and production scheduling. After getting the acceptance from the marketing department, actual production of product starts to meet the marketing programme. All this is shown in figure number 1. Distinguish between Product, Service and Project. Define Production Planning and Control and state the objective of production Planning and control department. What advantages are desired from efficient Production?
Operations Management. Briefly discuss the functions of Production Management. Describe with the use of organization structure the importance of Production Management function and its relationship with other departments in the organization.
What are the specific problems in each one of the above and how can there be tackled. Recommend a suitable Production Planning and control system by a unit undertaking design and fabrication of steel transmission towers. Each order is tailor made to Customers requirements. Your proposal, among other things, should cover a Production of the nature of work from the print of view of production Planning and control.
Distinguish in clean terms between mass, batch and unit production. In what ways Production Planning and control system differ between the three types? In a restaurant wide variety foods are offered to the customers, to suit the needs the locality the restaurant work from am to pm and 4. The restaurant is famous for its food stuffs. Stuff that has not been consumed in any one day are scrap and cannot be stored for use on the next day. A certain amount of cold storage at the restaurant is available, and the management is prepared to expand the facility, if necessary.
How would you use Production Planning and control procedure to: i Study Customers preferences and demand patterns? Chowdary has been in the field of hospital administration for last 18 years. Recently he has been posted as chief of a district Head Quarters Hospital. After assuming the position, Dr. The mission of Production and Operations Management is to serve as the flagship research journal in operations management in manufacturing and services.
Production and Operation Management deals with the creation of goods and services through the application of the business concept. They are also vital in both. Nov 7, - 2. Government policy: The policies of the state governments and local bodies concerning labour laws, building codes, safety, etc. In order to have a balanced regional growth of industries, both central and state governments in our country offer the package of incentives to entrepreneurs in particular locations.
The incentive package may be in the form of exemption from a safes tax and excise duties for a specific period, soft loan from financial institutions, subsidy in electricity charges and investment subsidy.
Some of these incentives may tempt to locate the plant to avail these facilities offered. Climatic conditions: The geology of the area needs to be considered together with climatic conditions humidity, temperature. Climates greatly influence human efficiency and behaviour. Some industries require specific climatic conditions e. Supporting industries and services: Now a day the manufacturing organisation will not make all the components and parts by itself and it subcontracts the work to vendors.
So, the source of supply of component parts will be the one of the factors that influences the location. The various services like communications, banking services professional consultancy services and other civil amenities services will play a vital role in selection of a location. Community and labour attitudes: Community attitude towards their work and towards the prospective industries can make or mar the industry.
Community attitudes towards supporting trade union activities are important criteria. Facility location in specific location is not desirable even though all factors are favouring because of labour attitude towards management, which brings very often the strikes and lockouts.
Community infrastructure and amenity: All manufacturing activities require access to a community infrastructure, most notably economic overhead capital, such as roads, railways, port facilities, power lines and service facilities and social overhead capital like schools, universities and hospitals.
These factors are also needed to be considered by location decisions as infrastructure is enormously expensive to build and for most manufacturing activities the existing stock of infrastructure provides physical restrictions on location possibilities.
They are listed in the order of their importance as follows. Favourable labour climate 2. Proximity to markets 3. Quality of life 4. Proximity to suppliers and resources 5. Utilities, taxes, and real estate costs 1. Favorable labour climate: A favorable labour climate may be the most important factor in location decisions for labour-intensive firms in industries such as textiles, furniture, and consumer electronics.
Labour climate includes wage rates, training requirements, attitudes toward work, worker productivity, and union strength.
Many executives consider weak unions or al low probability of union organizing efforts as a distinct advantage. Proximity to markets: After determining where the demand for goods and services is greatest, management must select a location for the facility that will supply that demand. Locating near markets is particularly important when the final goods are bulky or heavy and outbound transportation rates are high. For example, manufacturers of products such as plastic pipe and heavy metals all emphasize proximity to their markets.
Quality of life: Good schools, recreational facilities, cultural events, and an attractive lifestyle contribute to quality of life. This factor is relatively unimportant on its own, but it can make the difference in location decisions. Proximity to suppliers and resources: In many companies, plants supply parts to other facilities or rely on other facilities for management and staff support. These require frequent coordination and communication, which can become more difficult as distance increases.
Utilities, taxes, and real estate costs: Other important factors that may emerge include utility costs telephone, energy, and water , local and state taxes, financing incentives offered by local or state governments, relocation costs, and land costs.
SECONDARY FACTORS There are some other factors needed to be considered, including room for expansion, construction costs, accessibility to multiple modes of transportation, the cost of shuffling people and materials between plants, competition from other firms for the workforce, community attitudes, and many others. For global operations, firms are emphasizing local employee skills and education and the local infrastructure.
Customers usually look about how close a service facility is, particularly if the process requires considerable customer contact. For example, few people would like to go to remotely located dry cleaner or supermarket if another is more convenient. Thus the influence of location on revenues tends to be the dominant factor. With a warehouse nearby, many firms can hold inventory closer to the customer, thus reducing delivery time and promoting sales.
Avoiding areas where competitors are already well established often pays. However, in some industries, such as new-car sales showrooms and fast- food chains, locating near competitors is actually advantageous.
The strategy is to create a critical mass, whereby several competing firms clustered in one location attract more customers than the total number who would shop at the same stores at scattered locations. Recognizing this effect, some firms use a follow —the leader strategy when selecting new sites.
Retail activity in the area is important, as shoppers often decide on impulse to go shopping or to eat in a restaurant. Visibility involves distance from the street and size of nearby buildings and signs. His model took into account several spatial factors for finding the optimal location and minimal cost for manufacturing plants.
The point for locating an industry that minimizes costs of transportation and labour requires analysis of three factors: 1. The labour distortion, in which more favourable sources of lower cost of labour may justify greater transport distances. Agglomeration and degglomerating. Also supporting companies, such as facilities that build and service machines and financial services, prefer closer contact with their customers.
Degglommeration occurs when companies and services leave because of over concentration of industries or of the wrong types of industries, or shortages of labour, capital, affordable land, etc. Weber also examined factors leading to the diversification of an industry in the horizontal relations between processes within the plant.
Focusing only on the mechanics of the Weberian model could justify greater transport distances for cheap labour and unexploited raw materials. When resources are exhausted or workers revolt, industries move to different countries. Some of the popular models are: 1. Factor rating method 2.
Weighted factor rating method 3. Load-distance method 4. Centre of gravity method 5. Break even analysis 2. Identify the important location factors. Rate each factor according to its relative importance, i. Assign each location according to the merits of the location for each factor. Calculate the rating for each location by multiplying factor assigned to each location with basic factors considered. Find the sum of product calculated for each factor and select best location having highest total score.
The location factors, factor rating and scores for two potential sites are shown in the following table. Which is the best location based on factor rating method? Location factor Factor Rating rating Location 1 Location 2 1. Facility utilization 8 3 5 2. Total patient per month 5 4 3 3.
Average time per emergency trip 6 4 5 4. Land and construction costs 3 1 2 5. Facility utilization 8 3 24 5 40 2. Total patient per 5 4 20 3 15 month 3. Average time per 6 4 24 5 30 emergency trip 4. Land and 3 1 3 2 6 construction costs 5.
Employee 5 5 25 3 15 preferences Total 96 Total The total score for location 2 is higher than that of location 1. Hence location 2, is the best choice. The site with the highest weighted score is selected as the best choice.
What is the weighted score for these sites? Which is the best location? Location factor Weight Scores Location 1 Location 2 1. Facility utilization 25 3 5 2. Total patient km per month 25 4 3 3. Average time per emergency trip 25 3 3 4. Land and construction costs 15 1 2 5. Employee preferences 10 5 3! The objective is to select a location that minimizes the total weighted loads moving into and out of the facility. The distance between two points is expressed by assigning the points to grid coordinates on a map.
An alternative approach is to use time rather than distance. It will receive inbound shipments from several suppliers, including one in Ghaziabad. If the new warehouse were located at Gurgaon, what would be the distance between the two facilities? If shipments travel by truck, the distance depends on the highway system and the specific route taken. Computer software is available for calculating the actual mileage between any two locations in the same county.
However, for load-distance method, a rough calculation that is either Euclidean or rectilinear distance measure may be used. Euclidean distance is the straight-line distance, or shortest possible path, between two points. Essentially, this distance is the sum of the two dashed lines representing the base and side of the triangle in figure. The distance travelled in the x-direction is the absolute value of the difference in x-coordinates. Depending on the industry, a load may be shipments from suppliers, between plants, or to customers, or it may be customers or employees travelling to or from the facility.
The firm seeks to minimize its load- distance, generally by choosing a location so that large loads go short distances. To calculate a load-distance for any potential location, we use either of the distance measures and simply multiply the loads flowing to and from the facility by the distances travelled.
These loads may be expressed as tones or number of trips per week. This calls for a practical example to appreciate the relevance of the concept. Let us visit a new Health-care facility, once again. The table given below shows the coordinates for the centre of each census tract, along with the projected populations, measured in thousands.
Customers will travel from the seven census tract centres to the new facility when they need health-care. Two locations being considered for the new facility are at 5. Details of seven census tract centres, co-ordinate distances along with the population for each centre are given below. If we use the population as the loads and use rectilinear distance, which location is better in terms of its total load- distance score?
Census tract x, y Population l 1 A 2. Using the coordinates from the above table. Calculate the load-distance score for each tract. Therefore, the location in census tract F is a better location. This method can be used to assist managers in balancing cost and service objectives.
The centre of gravity method takes into account the locations of plants and markets, the volume of goods moved, and transportation costs in arriving at the best location for a single intermediate warehouse. The centre of gravity is defined to be the location that minimizes the weighted distance between the warehouse and its supply and distribution points, where the distance is weighted by the number of tones supplied or consumed. The first step in this procedure is to place the locations on a coordinate system.
The origin of the coordinate system and scale used are arbitrary, just as long as the relative distances are correctly represented. This can be easily done by placing a grid over an ordinary map. The centre of gravity is determined by the formula. Customers will travel from the seven census tract centres to the new facility when they need health- care. Details of seven census tract centres, coordinate distances along with the population for each centre are given below. Census tract x, y Population l Lx Ly 1 A 2.
Using the centre of gravity as starting point, managers can now search in its vicinity for the optimal location. Break even analysis is concerned with finding the point at which revenues and costs agree exactly.
The Fig. This will be helpful in identifying the range of production volume over which location can be selected. The ABC company has a demand of 1,30, units of a new product. Three potential locations X, Y and Z having following cost structures shown are available. Select which location is to be selected and also identify the volume ranges where each location is suited? From the graph Fig. These costs are influenced by a number of factors as discussed earlier.
The various costs which decide locational economy are those of land, building, equipment, labour, material, etc. Other factors like community attitude, community facilities and housing facilities will also influence the selection of best location.
Economic analysis is carried out to decide as to which locate best location. The following illustration will clarify the method of evaluation of best layout selection.
It is a floor plan of the physical facilities, which are used in production. The objectives of plant layout are: 1. Streamline the flow of materials through the plant. Facilitate the manufacturing process. Maintain high turnover of in-process inventory. Minimise materials handling and cost. Effective utilisation of men, equipment and space. Make effective utilisation of cubic space. Flexibility of manufacturing operations and arrangements.
Provide for employee convenience, safety and comfort. Minimize investment in equipment. Minimize overall production time. Maintain flexibility of arrangement and operation.
Facilitate the organizational structure. Principle of integration: A good layout is one that integrates men, materials, machines and supporting services and others in order to get the optimum utilisation of resources and maximum effectiveness. Principle of minimum distance: This principle is concerned with the minimum travel or movement of man and materials.
The facilities should be arranged such that, the total distance travelled by the men and materials should be minimum and as far as possible straight line movement should be preferred.
Principle of cubic space utilisation: The good layout is one that utilise both horizontal and vertical space. It is not only enough if only the floor space is utilised optimally but the third dimension, i.
Principle of flow: A good layout is one that makes the materials to move in forward direction towards the completion stage, i. Principle of maximum flexibility: The good layout is one that can be altered without much cost and time, i. Principle of safety, security and satisfaction: A good layout is one that gives due consideration to workers safety and satisfaction and safeguards the plant and machinery against fire, theft, etc. Principle of minimum handling: A good layout is one that reduces the material handling to the minimum.
Process layout 2. Product layout 3. Combination layout 4. Fixed position layout 5. Group layout 2. All machines performing similar type of operations are grouped at one location in the process layout e. Thus, in process layout the arrangement of facilities are grouped together according to their functions.
A typical process layout is shown in Fig. The flow paths of material through the facilities from one functional area to another vary from product to product. Usually the paths are long and there will be possibility of backtracking. Process layout is normally used when the production volume is not sufficient to justify a product layout.
Typically, job shops employ process layouts due to the variety of products manufactured and their low production volumes. In process layout machines are better utilized and fewer machines are required. Flexibility of equipment and personnel is possible in process layout. Lower investment on account of comparatively less number of machines and lower cost of general purpose machines.
Higher utilisation of production facilities. A high degree of flexibility with regards to work distribution to machineries and workers. The diversity of tasks and variety of job makes the job challenging and interesting.
Supervisors will become highly knowledgeable about the functions under their department. Limitations 1. Backtracking and long movements may occur in the handling of materials thus, reducing material handling efficiency. Material handling cannot be mechanised which adds to cost.
Process time is prolonged which reduce the inventory turnover and increases the in- process inventory. Lowered productivity due to number of set-ups. Throughput time gap between in and out in the process time is longer. Space and capital are tied up by work-in-process. If the volume of production of one or more products is large, the facilities can be arranged to achieve efficient flow of materials and lower cost per unit.
Special purpose machines are used which perform the required function quickly and reliably. The product layout is selected when the volume of production of a product is high such that a separate production line to manufacture it can be justified.
In a strict product layout, machines are not shared by different products. Therefore, the production volume must be sufficient to achieve satisfactory utilisation of the equipment. A typical product layout is shown in Fig. The flow of product will be smooth and logical in flow lines.
In-process inventory is less. Throughput time is less. Minimum material handling cost. Simplified production, planning and control systems are possible. Less space is occupied by work transit and for temporary storage. Reduced material handling cost due to mechanised handling systems and straight flow. Perfect line balancing which eliminates bottlenecks and idle capacity.
Manufacturing cycle is short due to uninterrupted flow of materials. Small amount of work-in-process inventory. Unskilled workers can learn and manage the production. A breakdown of one machine in a product line may cause stoppages of machines in the downstream of the line. A change in product design may require major alterations in the layout. The line output is decided by the bottleneck machine. Comparatively high investment in equipments is required. Lack of flexibility. A change in product may require the facility modification.
A combination layout is possible where an item is being made in different types and sizes. Here machinery is arranged in a process layout but the process grouping is then arranged in a sequence to manufacture various types and sizes of products. It is to be noted that the sequence of operations remains same with the variety of products and sizes.
Figure 2. In this type of layout, the material, or major components remain in a fixed location and tools, machinery, men and other materials are brought to this location. This type of layout is suitable when one or a few pieces of identical heavy products are to be manufactured and when the assembly consists of large number of heavy parts, the cost of transportation of these parts is very high. Helps in job enlargement and upgrades the skills of the operators. The workers identify themselves with a product in which they take interest and pride in doing the job.
Greater flexibility with this type of layout. Layout capital investment is lower. A grouping of equipment for performing a sequence of operations on family of similar components or products has become all the important.
Group technology GT is the analysis and comparisons of items to group them into families with similar characteristics. GT can be used to develop a hybrid between pure process layout and pure flow line product layout. This technique is very useful for companies that produce variety of parts in small batches to enable them to take advantage and economics of flow line layout. The application of group technology involves two basic steps; first step is to determine component families or groups.
The second step in applying group technology is to arrange the plants equipment used to process a particular family of components. This represents small plants within the plants. The group technology reduces production planning time for jobs. It reduces the set-up time. Thus group layout is a combination of the product layout and process layout. It combines the advantages of both layout systems.
Here, the objective is to minimize the intercell movements. The basic aim of a group technology layout is to identify families of components that require similar of satisfying all the requirements of the machines are grouped into cells. Each cell is capable of satisfying all the requirements of the component family assigned to it. The layout design process considers mostly a single objective while designing layouts. In process layout, the objective is to minimize the total cost of materials handling.
Because of the nature of the layout, the cost of equipments will be the minimum in this type of layout. In product layout, the cost of materials handling will be at the absolute minimum. But the cost of equipments would not be at the minimum if the equipments are not fully utilized. In-group technology layout, the objective is to minimize the sum of the cost of transportation and the cost of equipments.
So, this is called as multi-objective layout. Component standardization and rationalization. Reliability of estimates. Effective machine operation and productivity. Customer service. It can decrease the— 1. Paper work and overall production time. Work-in-progress and work movement. Overall cost. If the product mix is completely dissimilar, then we may not have meaningful cell formation.
Adopting a product layout makes sense when the batch size of a given product or part is large relative to the number of different products or parts produced.
Assembly lines are a special case of product layout. In a general sense, the term assembly line refers to progressive assembly linked by some material-handling device.
0コメント