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7/29/2019 MB0044 Second Sem - Set 1 & 2
1/23
Fall/ August 2012, MBA-3rd Semester
MU0012: Employee Relations Management Roll No. : 541110058 Page 1
Master of Business Administration (MBA)
Semester
3
MU0012 Employee Relations Management
(4 Credits)
(Book ID: B1230)
Assignment Set- 1
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MU0012: Employee Relations Management Roll No. : 541110058 Page 2
Q1. Explain briefly the Computer Integrated Manufacturing?
Computer Integrated Manufacturing, known as CIM, is the phrase used to describe the completeautomation of a manufacturing plant, with all processes functioning under computer control and
digital information tying them together. It was promoted by machine tool manufacturers in the1980's and the Society for Manufacturing Engineers (CASA/SME). Quite often it was mistaken
for the concept of a "lights out" factory. It includes CAD/CAM, computer-aideddesign/computer-aided manufacturing, CAPP, computer-aided process planning, CNC, computer
numerical control machine tools, DNC, direct numerical control machine tools, FMS, flexible
machining systems, ASRS, automated storage and retrieval systems, AGV, automated guidedvehicles, use of robotics and automated conveyance, computerized scheduling and production
control, and a business system integrated by a common data base.
The heart of computer integrated manufacturing is CAD/CAM. Computer-aided design(CAD)and computer-aided manufacturing(CAM) systems are essential to reducing cycle times in the
organization. CAD/CAM is a high technology integrating tool between design andmanufacturing. CAD techniques make use of group technology to create similar geometries forquick retrieval. Electronic files replace drawing rooms. CAD/CAM integrated systems provide
design/drafting, planning and scheduling, and fabrication capabilities. CAD provides the
electronic part images, and CAM provides the facility for toolpath cutters to take on the rawpiece.
The computer graphics that CAD provides allows designers to create electronic images whichcan be portrayed in two dimensions, or as a three dimensional solid component or assembly
which can be rotated as it is viewed. Advanced software programs can analyze and test designs
before a prototype is made. Finite element analysis programs allow engineers to predict stress
points on a part, and the effects of loading.
Q2. What is automation? What are the kinds of automation?
Automation is the use ofcontrol systems and information technologies to reduce the need for
human work in the production of goods and services. In the scope ofindustrialization,
automation is a step beyond mechanization. Whereas mechanization provided human operators
with machinery to assist them with the muscular requirements of work, automation greatly
decreases the need for human sensory and mental requirements as well. Automation plays an
increasingly important role in the world economy and in daily experience.
Automation has had a notable impact in a wide range of industries beyond manufacturing (where
it began). Once-ubiquitous telephone operators have been replaced largely by
automated telephone switchboards and answering machines. Medical processes such as primary
screening inelectrocardiography orradiography and laboratory analysis of
http://en.wikipedia.org/wiki/Control_systemhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Industrializationhttp://en.wikipedia.org/wiki/Mechanizationhttp://en.wikipedia.org/wiki/World_economyhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Telephone_operatorhttp://en.wikipedia.org/wiki/Telephone_switchboardhttp://en.wikipedia.org/wiki/Electrocardiographyhttp://en.wikipedia.org/wiki/Radiographyhttp://en.wikipedia.org/wiki/Radiographyhttp://en.wikipedia.org/wiki/Electrocardiographyhttp://en.wikipedia.org/wiki/Telephone_switchboardhttp://en.wikipedia.org/wiki/Telephone_operatorhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/World_economyhttp://en.wikipedia.org/wiki/Mechanizationhttp://en.wikipedia.org/wiki/Industrializationhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Control_system7/29/2019 MB0044 Second Sem - Set 1 & 2
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human genes, sera, cells, and tissues are carried out at much greater speed and accuracy by
automated systems. Automated teller machines have reduced the need for bank visits to obtain
cash and carry out transactions. In general, automation has been responsible for the shift in the
world economy from industrial jobs to service jobs in the 20th and 21st centuries.[1]
The term automation, inspired by the earlier wordautomatic(coming fromautomaton), was not
widely used before 1947, when General Motors established the automation department. At that
time automation technologies were electrical, mechanical, hydraulic and pneumatic. Between
1957 and 1964 factory output nearly doubled while the number of blue collar workers started to
decline
Types:-
Automated IT-Service Management / ITSM Process Automation :This is an umbrella term forsolutions focused on supporting Service Management workflows, usually based on best practices
and standards like ITIL or Cobit. Subordinated terms are Support Automation or Run-Book-Automation.
Support Automation:Support Automation refers to software packages are focused on supportingthe routine work of help desk personnel. Think of it as a kind of script integration in existing
Service desk, CRM application or even in Knowledge Base Applications for Automated SelfService. Examples for this category are products like CA SupportBridge or mValent Integrity,
which is focused on Change Management Automation.
Run-Book-Automation:Products belonging to this category are very popular nowadays. Theyallow to define a set of ITSM-Workflows through a Graphical user interface. Good productsoffer a multitude of connectors and interfaces to existing ITSM suites like OpenView, Tivoli or
Unicenter. Examples for this kind of products are Opalis Integration Server, BMC Realops or
HP/Opsware/IConclude Opsforce.
Policy-Based Automation:Certain Automation solutions such as Enigmatec are elevating theimportance of rules to an higher level. By bringing in the term Policy the rules management gets
a more of the enterprise-style. Some solutions in the IT Process Automation area are providing
a rich set of features for designing and managing policies.
IT-Workload Automation:These concepts stem from early (mainframe) days of computing,where batch processing or job Scheduling were a big improvement, allowing operator to
automate recurring tasks. Though modern products are highly evolutionized through offering
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multi platform compatibility, event-triggering, policy-based execution and configured to smartcoloured visual GUIs. These products are gaining ground in modern service oriented
environments and are represented through products from big vendors like CA/Cybermation and
IBM Tivoli or smaller competitors like ASG and UC4
Data Center Automation:This is the hottest topic today, as companies have started to deploymyriad of servers into an extremely fast growing number of data centers all over the world,
bringing high demand for automated tools to provision, change and manage vast numbers ofcomponents. Any of the large vendor offers such a tool or suite andyou guessed ithere is
place, where the bucks go. HP know that story. Products in this category are former Opsware
Server Automation System, BMC BladeLogic, IBM Tivoli Provisioning Manager and to bring in
some cloudy haze modern and cool products/players like Elastra or 3Tera/Applogic which allowto mix data center and cloud offerings
Q3. What are the factors that influence the plant location ?
Factors influencing plant location:-
1. Nature of the product: The nature of the product to be manufactured will significantly affect
the layout of the plant. Stationary layout will be most suitable for heavy products while line
layout will be best for the manufacture for the light products because small and light products
can be moved from one machine to another very easily and, therefore, more attention can be paid
to machine locations can be paid to machine locations and handling of materials.
2. Volume of production: Volume of production and the standardization of the product also
affect the type of layout. If standardized commodities are to be manufactured on large scale, line
type of layout may be adopted.
3. Basic managerial policies and decisions: The type of layout depends very much on the
decisions and policies of the management to be followed in producing the commodity with
regard to the size of plant, kind and quality of the product, scope for expansion to be provided
for, the extent to which the plant is to be integrated, amount of stocks to be carried at anytime,
the kind of employee facilities to be provided etc.
4. Nature of plant location: The size shape and topography of the site at which the plant islocated will naturally affect the type of layout to be followed in view of the maximum utilization
of the space available .For e.g., if a site is near the railway line the arrangement of general layout
for receiving and shipping and for the best flow of production in and out the plant may be made
by the side of the railway lines .If space is narrow and the production process is lengthy, the
layout of plant may be arranged on the land surface in the following manner:
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5. Type of industry process: This is one of the most important factors influencing the choice of
type of plant layout. Generally the types of layout particularly the arrangement of machines and
work centers and the location of workmen vary according to the nature of the industry to which
the plant belongs. For the purpose of lay out, industry may be classified into two broad
categories:
(i) Intermittent and (ii) continuous. Intermittent type of industries is those, which manufacture
different component or different machines.
Such industries may manufacture the parts, when required according to the market needs.
Examples of such industries are shipbuilding plants. In this type of industry functional layout
may be the best. The second type of industry in continuous industry. in this type of industry raw
material are fed at one end and the finished goods are received at another end. A continuous
industry may either be analytical or synthetic. A analytical industry breaks up the raw material
into several parts during the course of production process or changes its form, e.g. oil and sugar
refineries. A synthetic industry on the other hand mixes the two or more materials tomanufacture one product along with the process of production or assembles several parts to get
finished product. Cement and automobiles industries are the examples of such industry. Line
layout is more suitable in continuous process industries.
6. Types of methods of production: Layout plans may be different according to the method of
production proposed to be adopted. Any of the following three methods may be adopted for
production- (1) Job order production, (2) batch production, and (3) mass production. Under job
production goods are produced according to the orders of the customers and therefore,
specification vary from customer to customer and the production cannot be standardized. The
machines and equipment can be arranged in a manner to suit the need of all types of customers.
Batch production carries the production of goods in batches or group at intervals. In this type of
manufacturing the product is standardized and production is made generally in anticipation of
sales. In such cases functional or process layout may be adopted. In case of mass production of
standardized goods, line layout is most suitable form of plant layout.
7. Nature of machines:Nature of machines and equipment also affects the layout of plants. If
machines are heavy in weight or create noisy atmosphere, stationery layout may reasonably be
adopted. Heavy machines are generally fixed on the ground floor. Ample space should be
provided for complicated machines to avoid accidents.
8. Climate: Sometimes, temperature, illumination and air are the deciding factors in the location
of machines and their establishments. For example, in lantern manufacturing industry, the spray-painting room is built along the factory wall to ensure the required temperature control and air
expulsion and the process of spray painting may be undertaken.
9.Nature of material: Design and specification of materials, quantity and quality of materials
and combination of materials are probably the most important factors to be considered in
planning a layout. So, materials storage, space, volume and weight of raw materials, floor load
capacity, ceiling height, method of storing etc. should be given special consideration. This will
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affect the space and the efficiency of the production process in the plant. It will facilitate
economic production of goods and prompt materials flow and soundly conceived materials
handling system.
10. Type of machine: Machines and equipment may be either general purpose or special
purpose. In addition certain tools are used. The requirements of each machine and equipment are
quite different in terms of their space; speed and material handling process and these factors
should be given proper consideration while choosing out a particular type of layout. This should
also be considered that each machine and equipment is used to its fullest capacity because
machines involve a huge investment. For instance, under product layout, certain machines may
not be used to their full capacity so care should be taken to make full use of the capacity of the
machines and equipment.
12. Human factor and working conditions: Men are the most important factor of production
and therefore special consideration for their safety and comforts should be given while planning
a layout, specific safety items like obstruction-free floor, workers not exposed to hazards, exitetc. should be provided for. The layout should also provide for the comforts to the workers such
as provision of rest rooms, drinking water and other services etc. sufficient space is also to be
provided for free movement of workers.
Q4. Describe the seven basic quality control tools?
Quality pros have many names for these seven basic tools of quality, first emphasized by Kaoru
Ishikawa, a professor of engineering at Tokyo University and the father of quality circles.
Start your quality journey by mastering these tools, and you'll have a name for them too:
"indispensable."
Cause-and-effect diagram(also called Ishikawa or fishbone chart): Identifies many possiblecauses for an effect or problem and sorts ideas into useful categories.
Check sheet:A structured, prepared form for collecting and analyzing data; a generic toolthat can be adapted for a wide variety of purposes.
Control charts:Graphs used to study how a process changes over time.
Histogram:The most commonly used graph for showing frequency distributions, or howoften each different value in a set of data occurs.
Pareto chart:Shows on a bar graph which factors are more significant. Scatter diagram:Graphs pairs of numerical data, one variable on each axis, to look for a
relationship.
http://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/control-chart.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/control-chart.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/histogram.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/histogram.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/scatter.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/scatter.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/scatter.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/histogram.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/control-chart.htmlhttp://asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.htmlhttp://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html7/29/2019 MB0044 Second Sem - Set 1 & 2
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Stratification:A technique that separates data gathered from a variety of sources so thatpatterns can be seen (some lists replace stratification with flowchart or run chart).
Q5. Define project management. Describe the five dimensions of project management.?
What is a project?
Project management is the way of managing change. Everything from the Olympics to
organising a wedding can be considered a project. It describes the activities that meet specific
objectives and can be used to introduce or improve new or existing products and services.
The APM definition of a project identifies two of the key features:
Uniqueness
Projects are separate to business-as-usual activities, requiring people to come together
temporarily to focus on specific project objectives. As a result, effective teamwork is central to
successful projects.
Transience
A project has a specific start and end point and is set up to meet specific objectives, to create a
specified result, product or service.
Scope - time, cost and quality
Projects need to be controlled to meet their objectives and deliver benefits. Objectives are
defined in terms of expectations of time, cost and quality.
Time, cost and quality are called objectives orconstraints. For example:
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The project must be completed by January 2013 (time). The project must not spend more than 500,000 (cost). The project should create a searchable and informative website (quality).
All the work that has to be done to achieve the time, cost and quality objectives defines the
project scope. The scope can change over time, and it is theproject managersresponsibility toensure the project will still deliver its defined benefits.
A project manager must maintain focus on the relative priorities of time, cost and quality.
What is project management?
Project management focuses on controlling the introduction of the desired change. This involves:
Understanding the needs ofstakeholders. Planning what needs to be done, when, by whom, and to what standards. Building and motivating the team. Coordinating the work of different people. Monitoring work being done. Managing any changes to the plan. Delivering successful results.
Q6. What is meant by Supply Chain Management (SCM)? What are the objectives of
SCM?
A supply chain is a system of organizations, people, technology, activities, information and
resources involved in moving a product or service from supplierto customer. Supply chain
activities transform natural resources,raw materials and components into a finished product that
is delivered to the end customer. In sophisticated supply chain systems, used products may re-
enter the supply chain at any point where residual value is recyclable. Supply chains linkvalue
chains
In the 1980s, the term Supply Chain Management (SCM) was developed[5]
to express the need to
integrate the key business processes, from end user through original suppliers. Original suppliers
being those that provide products, services and information that add value for customers and
other stakeholders. The basic idea behind the SCM is that companies and corporations involve
http://www.apm.org.uk/content/project-managerhttp://www.apm.org.uk/content/project-managerhttp://www.apm.org.uk/content/project-managerhttp://www.apm.org.uk/content/benefithttp://www.apm.org.uk/content/stakeholderhttp://en.wikipedia.org/wiki/Vendor_(supply_chain)http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Value_chainhttp://en.wikipedia.org/wiki/Value_chainhttp://en.wikipedia.org/wiki/Supply_Chain_Managementhttp://en.wikipedia.org/wiki/Supply_chain#cite_note-4http://en.wikipedia.org/wiki/Supply_chain#cite_note-4http://en.wikipedia.org/wiki/Supply_chain#cite_note-4http://en.wikipedia.org/wiki/Supply_Chain_Managementhttp://en.wikipedia.org/wiki/Value_chainhttp://en.wikipedia.org/wiki/Value_chainhttp://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Vendor_(supply_chain)http://www.apm.org.uk/content/stakeholderhttp://www.apm.org.uk/content/benefithttp://www.apm.org.uk/content/project-manager7/29/2019 MB0044 Second Sem - Set 1 & 2
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themselves in a supply chain by exchanging information regarding market fluctuations and
production capabilities.
If all relevant information is accessible to any relevant company, every company in the supply
chain has the ability to help optimize the entire supply chain rather than sub optimize based on a
local interest. This will lead to better planned overall production and distribution which can cut
costs and give a more attractive final product leading to better sales and better overall results for
the companies involved.
Incorporating SCM successfully leads to a new kind of competition on the global market where
competition is no longer of the company versus company form but rather takes on a supply chain
versus supply chain form.
Objectives:-
Enhancing Customer Service Expanding Sales Revenue Reducing Inventory Cost Improving On-Time Delivery Reducing Order to Delivery Cycle Time Reducing Lead Time Reducing Transportation Cost Reducing Warehouse Cost Reducing / Rationalize Supplier Base Expanding Width / Depth of Distribution
Assignment Set-2
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Q1. What is productivity? Write a brief note on capital productivity
A.1 Productivity is a measure of the efficiency of production. Productivity is a ratio of
production output to what is required to produce it (inputs). The measure of productivity isdefined as a total output per one unit of a total input.
A production model is a numerical expression of the production process that is based on
production data, i.e. measured data in the form of prices and quantities of inputs and outputs.
Productivity is necessary to identify the entity it belongs to. Such an entity is defined as
production process. It goes without saying that productivity is a critical factor of production
process in one way or another. To define the way is the object of this article.
The benefits of high productivity are manifold. At the national level, productivity growth raises
living standards because more real income improves people's ability to purchase goods and
services, enjoy leisure, improve housing and education and contribute to social and
environmental programs. Productivity growth is important to the firm because more real income
means that the firm can meet its (perhaps growing) obligations to customers, suppliers, workers,
shareholders, and governments (taxes and regulation), and still remain competitive or even
improve its competitiveness in the market place.
CAPITAL PRODUCTIVITY
Capital productivity characterizes the efficiency with which fixed capital stock is used. It is
commonly employed in economic analysis and in the formulation of production plans and plans
for capital expenditures, both for the national economy as a whole and for individual sectors,
production associations, and enterprises.
Data on the gross social product and on national income (from productive activities) are used in
calculating capital productivity for the national economy as a whole; for calculating the
productivity of individual sectors, data on gross (commodity) or net output are used. In sectors
where the output is homogeneous (petroleum, coal, cement), physical units are sometimes used
in the calculations. Capital productivity is calculated on the basis of the balance valuation of the
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fixed production assets (depreciation costs included), using either the average value over the year
or the value as of the end of the year. Capital productivity is the reciprocal of the capital-output
ratio.
Capital productivity differs from one branch of material production to another. Thus, the national
income produced in current prices per ruble of fixed production assets in the USSR in 1975
amounted to 45 kopeks in the national economy as a whole, 50 kopeks in industry, 36 kopeks in
agriculture, 13.4 kopeks in transport and communications, and 1.18 rubles in construction.
Productivity is influenced by a number of factors. Its growth depends primarily on the level of
technology, the organizational and technical measures employed in managing production
capacities, and the proportion of capital investment earmarked for reconstruction and retooling.
Many factors act to lower productivity. For example, the accelerated development of industrial
branches with relatively low capital productivities may lower productivity for industry as a
whole. The expansion of production in the countrys eastern and northern regions has the same
effect because the cost of fixed capital stock is between 30 and 50 percent higher there than in
the European part of the USSR. Various purification facilities included in industrial projects
which do not directly influence the volume of production nevertheless raise the total cost of the
fixed capital stock, thereby lowering capital productivity. The working of mineral deposits atgreater depths requires additional expenditures in fixed capital, again leading to lower
productivity. The level of capital productivity and the pattern of changes in productivity depend
in large measure on technical and economic indicators describing the utilization of machinery
and equipment and especially on increases in the equipment shift index.
Capital productivity has fluctuated over the years because it is simultaneously influenced by a
variety of factors. Thus, capital productivity in industry in the USSR rose through the 1950s and
declined between 1961 and 1965. During the eighth five-year plan (196670), productivity
showed no change with regard to gross output but increased with regard to net output. During the
ninth five-year plan, there was a slight decline (by 3 percent), caused primarily by construction
programs launched in the countrys eastern and northern regions, by the deterioration of
geological and mining conditions in the existing mineral deposits, and by difficulties
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encountered in supplying light industry and the food processing industry with agricultural raw
materials because of extremely adverse weather conditions over a number of years. Improved use
of fixed capital stock is reflected not only in higher capital productivity but also in higher labor
productivity, lower production costs, and improved product quality. Thus, if outlays for
additional fixed capital stock can be recouped in the period prescribed by norms, the investment
is economically warranted even if capital productivity is slightly lowered. The raising of capital
productivity leads to increased efficiency of production. Five-year plans make provision for
better use of fixed capital stock and for the development and implementation of programs to
raise capital productivity in various sectors of the national economy, at enterprises, and in
organizations
Q2. Describe briefly the automated flow lines.
A2. When several automated machines are linked by a transfer system which moves the parts by
using handling machines which are also automated, we have an automated flow line. After
completing an operation on a machine, the semi-finished parts are moved to the next machine in
the sequence determined by the process requirements a flow line is established. The parts at
various stages from raw material to ready for fitment or assembly are processed continuously to
attain the required shapes or acquire special properties to enable them to perform desired
functions. The materials need to be moved, held, rotated, lifted, positioned etc. for completing
different operations. Sometimes, a few of the operations can be done on a single machine with a
number of attachments. They are moved further to other machines for performing further
operations. Human intervention may be needed to verify that the operations are taking place
according to standards. When these can be achieved with the help of automation and the
processes are conducted with self regulation, we will have automated flow lines established.
One important consideration is to balance times that different machines take to complete the
operations assigned to them. It is necessary to design the machines in such a way that the
operation times are the same throughout the sequence in the flow of martial.In fixed automation
or hard automation, where one component is manufactured using several operations and
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machines it is possible to achieve this condition-or very nearly we assume that product life
cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced
cost per unit. The global trends are favouring flexibility in the manufacturing systems. The costs
involved in changing the setup of automated flow lines are high. So,automated flow lines are
considered only when the product is required to be made in high volumes over a relatively long
period. Designers now incorporate flexibility in the machines which will take care of small
changes in dimensions by making adjustments or minor changes in the existing machine or
layout. The change in movements needed can be achieved by programming the machines
Provision for extra pallets or tool holders or conveyors are made in the original design to
accommodate anticipated changes. It is not possible to think of inventories in a flow line.
Bottlenecks cannot be permitted. By necessity, every bottleneck gets focussed upon and
solutions found to ease them. Production managers see bottleneck as an opportunity to hasten the
flow and reduce inventories. However, it is important to note that setting up automated flow lines
will not be suitable for many industries.
Q3. What is meant by Total Quality Management? Mention the 14 points of Demings
approach to management.
A3. Total quality management orTQM is an integrative philosophy of management for
continuously improving the quality of products and processes.
TQM functions on the premise that the quality of products and processes is the responsibility of
everyone who is involved with the creation or consumption of the products or services offered by
an organization. In other words, TQM capitalizes on the involvement of management, workforce,
suppliers, and even customers, in order to meet or exceed customer expectations. Considering the
practices of TQM as discussed in six empirical studies, Cua, McKone, and Schroeder (2001)
identified the nine common TQM practices as cross-functional product design, process
management, supplier quality management, customer involvement, information and feedback,
committed leadership, strategic planning, cross-functional training, and employee involvement
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The TQM concept was developed by a number of American management consultants, including
W. Edwards Deming, JoesephJuran, and A.V. Feigenbaum.[3]
Originally, these consultants won
few converts in the United States. However, managers in Japan embraced their ideas
enthusiastically and even named their premier annual prize for manufacturing excellence after
Deming.
The 14 Points
1. Constancy of purpose for continuous improvement
2. Adopt the TQM philosophy for economic purposes
3. Do not depend on inspection to deliver quality
4. Do not award any business based on price alone
5. Improve the system of production and service constantly
6. Conduct meaningful training on the job
7. Adopt modern methods of supervision and leadership
8. Remove fear from the minds of everyone connected with the organisation
9. Remove barriers between departments and people
10. Do not exhort, repeat slogans, and put up posters
11. Do not set-up numerical quotas and work standards
12. Give pride of workmanship to the workmen
13. Education and training to be given vigorously
14. State and exhibit top managements commitment for
quality and productivity
The 14 points are a guide to the importance of building customer awareness, reducing variation,
and fostering constant continuous change and improvement throughout organizations
Q4. Describe briefly the Project Monitoring and control.
A4. Any project aimed at delivering a product or a service has to go through phases in a planned
manner, in order tomeet the requirements. It is possible to work according to the project plan
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only by careful monitoring of the projectprogress. It requires establishing control factors to keep
the project on the track of progress. The results of any stage in aproject, depends on the inputs to
that stage. It is therefore necessary to control all the inputs and the correspondingoutputs from a
stage. A project manager may use certain standard tools to keep the project on track. The project
managerand the team members should be fully aware of the techniques and methods to rectify
the factors influencing delay of theproject and its product.To analyze the project, methodologies
such as, PERT (Program Evaluation Review Technique) and CPM (Critical PathMethod) may be
used.
In the PERT method, one can find out the variance and use the variance to analyze thevarious probabilistic estimates pertaining to the project.
Using the CPM, one can estimate the start time and the finish time for every event of theproject in its WBS (Work Breakdown Structure).The analysis charts can be used to
monitor, control, track, and execute a project. The various steps involved in monitoring
and controlling a project from start to end are listed below. (See Figure 9.3 Steps for
monitoring and controlling a project
Preliminary work:
The team members must understand the project plans, project stage schedule, progress controls,
tracking schedules, summary of the stage cost and related worksheets. All the members have to
understand the tolerances in any change and maintain a change control log. They must realize the
need and importance of quality for which they have to strictly follow a quality review schedule
and frequently discuss the quality agendas. They must understand the stage status reports, stage
end reports, stage end approval reports.
Project progress:
The members must keep a track of the project progress and communicate the same to other
related members of the project. They must monitor and control project progress, through the use
of regular check points, quality charts, and statistical tables; control the quality factors which are
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likely to deviate from expected values as any deviation may result in changes to the stage
schedule. The project manager ensures that these changes are made smoothly and organizes
review meeting with the project management group. Thus all the members are aware about the
progress of the project at all times. This helps them to plan well in advance for any exigency
arising due to deviation from planned schedule.
Stage control:
The project manager must establish a project check point cycle. For this, suitable stage version
control procedures may be followed. The details are to be documented stage wise. Project files
have to be frequently updated with suitable version control number and revision status should be
maintained for each change. Team members are identified who will exercise controls at various
points of the project.
Resources:
The project manager has to plan the resources required for various stages of the project. He has
to brief both the project team and the key resources about the objectives of every stage,
planned activities, products, organisation metrics, and the project controls. This increases the
visibility into the project performance and hence a quality control can be achieved. Allocating a
right resource at the right place and the right time will significantly enhance the efficiency and
effectiveness of the resource.
Quality control:
Quality control is very important in any project. Quality control is possible if the project
members follow the quality charts and norms very strictly. The following lists the possible ways
to control quality.
Schedule quality review:
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Project members are recommended to schedule the quality review at the beginning and alsothe
end of every stage. This helps the project manager and team members to plan well in advance for
any unforeseen deviation.
Agenda for quality review:
The project manager should create and distribute a quality review agenda specifying the
objectives, products, logistics, roles, responsibilities, and time frames. This increases the
effectiveness of the review and also reduces the time gap.
Conduct quality review:
The quality review is to be conducted in a structured and formal manner. Quality reviewshould
focus on product development and its quality factors. The project members should check whether
the review meets the prescribed quality standards.
Progress control:
The progress control of a project can be achieved by considering the following:
Monitor performance:
The first step for any project control mechanism is to monitor the progress. There are numerous
ways to monitor and measure various project parameters. For example, the team members log in
details of actual start date, actual finish date, actual hours worked per task, estimated hours to
complete the task elapsed time in hours to complete the task, any miscellaneous costs incurred
during a stage. These inputs become the base to monitor the performance of the project and its
stages.
Update schedule:
Update the schedule for:
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Actual start date for tasks started
Actual finish date for tasks finished
Actual hours worked per task
Latest estimated work in hours to complete the task
Update costs:
Update the stage cost summary worksheet with actual costs incurred during the
period andestimated remaining costs. Miscellaneous costs will be automatically updated from the
scheduler, since they arecalculated from actual work.
Re-plan stage schedule:
Review the tracking Gantt and Cost workbook and identify any deviation from thebaseline.
Analyse the cause of the deviation. Refer back to the project control factors to help determine
theappropriate corrective action and adjust the schedule accordingly. Determine if the stage
has exceeded theprogress, cost and quality tolerance levels agreed with the project management
team. Review status of openissues and determine any further action required on these issues.
Review the status of any outstanding quality reviews. Review any new change requests.
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Conduct team status review:
Conduct a status meeting with the project team. This is important to bring everyoneon the same
page of the project progress.
Create status report:
The status report provides a record of current achievement and immediate expectations of the
project. The status has to be effectively communicated to all concerned parties.
Create flash report:
Summarize the accomplishments for the month, schedule status, upcoming tasks for themonth
and any major issues. Distribute the same to all project team members and stakeholders.
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Project status reports:
As discussed earlier, the status report provides a record of current achievements andimmediate
expectations of the project. This is generated on a regular basis depending upon the
type,requirements and phase of the project. Typically it is generated for a week.
Approvals:
In any project, it is important to have top management or project sponsors into confidence about
allthe aspects of the project. This project stage reviews the decisions taken and actions planned
and get it approvedby the top management. The goals of such review are to improve quality by
finding defects and to improveproductivity by finding defects in a cost effective and timely
manner. The group review process includes severalstages like planning, preparation, overview of
a group review meeting, rework recommendations and follow-up.
Q5. Write a brief note on Just-In-Time (JIT).
Answer:
Just-In-Time (JIT) manufacturing is a process by which companies don't keep lots of excess
inventory; instead, they manufacture a product as an order comes in. It is a management
philosophy of continuous and forced problem solving. The objective of JIT manufacturing
system is to:
Eliminate waste that is, minimise the amount of equipment, materials, parts, space,
andworkers time, which adds a
great value to the product
Increase productivity JIT means making what the market demands when it is in need. It is the
most popular systems that incorporate the generic elements of lean systems. Lean production
supplies customers with exactly what the customer wants, when the customer wants, without
waste, through continuous improvement. Deploying JIT results in decrease of inventories and
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increases the overall efficiencies. Decreasing inventory allows reducing wastes which in turn
results in saving lots of money. There are many advantages of JIT. JIT:
Increases the work productivity Reduces operating costs Improves performance and throughput Improves quality Improves deliveries Increases flexibility and innovativeness For industrial organisations to
remain competitive, cost efficiencies have become compulsory. JIT helps in this
process. It is extended to the shop floor and also the inventory systems of the vendors.
JIT has been extended to mean continuous improvement. These principles are being
applied to the fields of Engineering, Purchasing, Accounting, and Data processing.
However, for organizations to completely implement JIT manufacturing system, they
need to have a proper commitment along with the following basic facilities - proper
material, quality, equipment, and people involvement.
Q6. What is value engineering? Explain its significance.
Answer:
A.6 Value Engineering (VE) or Value Analysis is a methodology by which we try to find
substitutes for a product or an operation. The concept of value engineering originated during the
Second World War. It was developed by the General Electric Corporations (GEC). Value
Engineering has gained popularity due to its potential for gaining high Returns on Investment
(ROI).This methodology is widely used in business re-engineering, government projects,
automakers, transportation and distribution, industrial equipment, construction, assembling and
machining processes, health care and environmental engineering, and many others. Value
engineering process calls for a deep study of a product and the purpose for which it is used, such
as, the raw materials used; the processes of transformation; the equipment needed, and many
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others. It also questions whether what is being used is the most appropriate and economical. This
applies to all aspects of the product. 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.
Value Engineering helps your organization in:
Lowering O & M costs Improving quality management Improving resource efficiency Simplifying procedures Minimizing paperwork Lowering staff costs Increasing procedural efficiency Optimizing construction expenditures Developing value attitudes in staff Competing more successfully in marketplace
Value Engineering helps you to learn how to:
Improve your career skills Separate "Symptoms" from "problems" Solve "root cause" problems and capture opportunities Become more competitive by improving "benchmarking" process
Take command of a powerful problem solving methodology to use in any situation.
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