INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT

SYSTEM It consists of elements or components. The elements or components are interlinked together to achieve the objective for which it exists. Eg: human body, educational institutions, business organizations. Components of a system: The input, processing, output and control of a system are called the components of a system. Figure 1.1 - Components of a system

Control: There are two types of control, namely Proactive Control and Reactive Control. Proactive Control: When an operation is carried out on a product in a workstation, the quality inspector goes to the workstation and inspects the product. When the samples that he has taken for the inspection are not confirming to the quality, he stops the machine and identifies the reason for the deviation and corrects the problem, so that the produced product thereafter conform to the specifications. This type of control prevents any major quality setback after the production. This is an example for proactive control. Reactive Control: In a planning period, usually the quality target is fixed. Suppose, an organization feels to fix 5% defective is safe in the targeted production quantity and assumes that at the end of the planning period it finds that the defective output exceeds the targeted defective products. Then, it has to find out the reason for the deviations, namely, whether the problem is due to the method of doing the work or the resources used in the process.Then the

planner uses this knowledge to prevent any problem in the future. Thus a Reactive Control is a post mortem case. Business System: The business organization is classified into different subsystems based on the functions like marketing, production/operation, finance and human resource etc. Figure 1.2 Business System

Each subsystem will have more sub subsystems. Production / Operation System

Figure 1.3 Production / Operation System

Operations Management

Operation system is either manufacturing sector or service sector. The input requirements are shown in figure1.3 The transformation process, in which part of the value addition takes place to get the required quantity of the product or services with the targeted quality within the specified time period, is carried out in a most economical way. Operation Management Plan coordinates and controls all the activities in the operation system to achieve the stated objectives. Thus (the activities listed in the diagram) the Operations Management activities, ensure the objective of quantity, quality, delivery time and economical way of doing work. The communication links between the various activities are shown in the figure1.3. Each activity is dealt in detail in different sections of this material. This figure (figure1.3) will be very much appreciated after getting a clear understanding of all the activities. What is operation management (OM)? Operation Management is a way or means through which the listed objectives of an operating system are achieved. There is always confusion between the word OM & PM (Production Management). It is accepted norm that OM includes techniques which are enabling the achievement of operational objectives in an operation system. The operation system includes both manufacturing sector as well as service sector, but when you use the word PM, you should be careful to note that it refers to the manufacturing sector but not the service sector. Suppose, you are designing a layout for the hospital you should say that you are applying Operations Management Technique not the Production Management Technique. When you design a layout for a manufacturing sector you can say that you are applying Production Technique or Operation Technique or vice versa. From, the above discussion we can come to a conclusion that production management is a subset of Operations Management.

HISTORY OF OM

Nature of Production Systems:

Inputs

Conversion Systems

Outputs

F e e d b a c k

Types of Production System: Job Shop Batch Mass Continuous Production

Job Shop Production System: 1. Few Quantities of products designed and produces as per the customer specification within prefixed time and cost. 2. Low volume and high variety of products.
The industries involved in the following activities are classified as the Job Shop production:

Auto repairing Hospital Machine shop

Characteristics: Low volume and high variety of products Use of general purpose machines Large inventory of materials, tools and parts. High Skilled Operations who can take up each job as a challenge because of uniqueness.

Merits/Demerits Larger Space requirement Higher cost due to frequent set up changes. Higher Inventory Costs.

Batch Production System: 1. Manufacture of limited number of products produced at regular intervals and stock awaiting sales. 2. Job passes through the functional departments in lots/batches.
The industries involved in the following activities are classified as the Intermittent Production. Shoe manufacturing Bottling plant Cloth manufacturing

Characteristics: Shorter Production runs. Plant and machinery are flexible. Manufacturing lead time and cost are lower.

Merits/Demerits

Production planning and control and material handling are also complex. Higher setup cost

Mass Production System: 1. Manufacture of discrete parts or assemblies using a continuous process are called mass production. 2. Large volume of production 3. Machines are arranged in a line/product layout. 4. All output follow same path.
The industries involved in the following activities are classified as the Mass Production Industries: Auto Manufacturing TV Manufacturing Cigarettes

Characteristics: Large volume of products Production planning and control is easy. Perfectly balanced production lines. Standardization of product and process sequence. Shortest cycle time of production.

Merits/Demerits High rate of production, Less skilled operators, Higher capacity Breakdown of one machine will stop an entire production line. Cycle time is determined by the slowest operations.

Recent Trends In POM

-engineering

gh Volume as well as Low Volume (Finished Goods) spend in the Manufacturing and Logistics process, the less opportunity they -engineering suppliers to final consumers ste Total Quality Management Introduction to production and operations management

Definition: Production and Operations Management ("POM") is about the transformation of

production and operational inputs into "outputs" that, when distributed, meet the needs of customers. The process in the above diagram is often referred to as the "Conversion Process". There are several different methods of handling the conversion or production process - Job, Batch, Flow and Group POM incorporates many tasks that are interdependent, but which can be grouped under five main headings: PRODUCT Marketers in a business must ensure that a business sells products that meet customer needs and wants. The role of Production and Operations is to ensure that the business actually makes the required products in accordance with the plan. The role of PRODUCT in POM therefore concerns areas such as:
- Performance - Aesthetics - Quality - Reliability - Quantity - Production costs - Delivery dates PLANT

To make PRODUCT, PLANT of some kind is needed. This will comprise the bulk of the fixed assets of the business. In determining which PLANT to use, management must consider areas such as: - Future demand (volume, timing) - Design and layout of factory, equipment, offices - Productivity and reliability of equipment - Need for (and costs of) maintenance - Heath and safety (particularly the operation of equipment) - Environmental issues (e.g. creation of waste products) PROCESSES There are many different ways of producing a product. Management must choose the best process, or series of processes. They will consider: - Available capacity - Available skills - Type of production - Layout of plant and equipment - Safety - Production costs - Maintenance requirements PROGRAMMES The production PROGRAMME concerns the dates and times of the products that are to be produced and supplied to customers. The decisions made about programme will be influenced by factors such as: - Purchasing patterns (e.g. lead time) - Cash flow - Need for / availability of storage - Transportation PEOPLE Production depends on PEOPLE, whose skills, experience and motivation vary. Key people-related decisions will consider the following areas:

- Wages and salaries Safety and training Work conditions - Leadership and motivation - Unionisation Communication

Goods
Can be resold Can be inventoried Some aspects of quality measurable Selling is distinct from production Product is transportable

Site of facility important for cost Often easy to automate Revenue generated primarily from tangible product Product is transportable Site of facility important for cost Often easy to automate Revenue generated primarily from tangible product Services

Provider, not product is transportable Site of facility important for customer contact Often difficult to automate Revenue generated primarily from intangible service Reselling unusual Difficult to inventory Quality difficult to measure Selling is part of service http://www.referenceforbusiness.com/management/Pr-Sa/Project-Management.html

Types of production system:

Intermittent Production System: In the intermittent production system, goods are produced based on customer's orders. These goods are produced on a small scale. The flow of production is intermittent (irregular). In other words, the flow of production is not continuous. In this system, large varieties of products are produced. These products are of different sizes. The design of these products goes on changing. It keeps changing according to the design and size of the product. Therefore, this system is very flexible.

1. The work of a golds mith is purely based on the frequency of his customer's orders. The goldsmith makes goods (ornaments) on a smallscale basis as per his customer's requirements. Here, ornaments are not done on a continuous basis. 2. Similarly, the work of a tailor is also based on the number of orders he gets from his customers. The clothes are stitched for every customer independently by the tailor as per one's measurement and size. Goods (stitched clothes) are made on a limited scale and is proportional to the number of orders received from customers. Here, stitching is not done on a continuous basis.

The characteristics of an intermittent production system are listed as follows: The flow of production is not continuous. It is intermittent. Wide varieties of products are produced. The volume of production is small. General purpose machines are used. These machines can be used to produce different types of products. The sequence of operation goes on changing as per the design of the product. The quantity, size, shape, design, etc. of the product depends on the customer's orders.

1. Project production flows Here, in project production flows, company accepts a single, complex order or contract. The order must be completed within a given period of time and at an estimated cost. Examples of project production flows mainly include, construction of airports, dams, roads, buildings, shipbuilding, etc. Charac teristic s of Projec t Produc

tion Flows: The requirement of resources is not same (it varies). Generally, the resource requirement at the beginning is low. Then in mid of production, the requirement increases. Finally, it slows down when the project is near its completion phase. Many agencies are involved in the project. Each agency performs specialized jobs. Here, coordination between agencies is important because all jobs are interrelated. Delays take place in completion of projects due to its complexity and massiveness. As routing and scheduling changes with fresh orders, proper inspection is required at each stage of production. 2. Jobbin g produ ction flows: Here, in jobbin g produ ction flows, company accepts a contract to produce either one or few units of a product strictly as per specifications given by the customer. The product is produced within a given period and at a fixed cost. This cost is fixed at the time of signing the contract. Examples of such jobbing production flows include, services given by repair shops, tailoring shops, manufacturer of special machine tools, etc.

The charac teristic s or featur

es of jobbing production flows are as follows: The production of items takes place in small lots. Sometimes only one product is produced at one time. The items are manufactured strictly as per customer's specifications. Highly skilled labour is required to perform specialized jobs. There is disproportionate manufacturing cycle time. For e.g. the time needed to design the product may be more than the manufacturing time.

3. Batch production flows: In batch production flows, the production schedule is decided according to specific orders or is based on the demand forecasts. Here, the production of items takes place in lots or batches. A product is divided into different jobs. All jobs of one batch of production must be completed before starting the next batch of production. Examples of batch production flows include manufacturing of drugs and pharmaceuticals, medium and heavy machineries, etc.

The chara cteris tics or features of batch production flows are as follows:

The products are made and kept in stock until their demand arises in the market. General purpose machines and handling equipments, which can do many different jobs quickly are installed. This is because large varieties of items are to be produced.

There is a possibility of large work-in-progress due to many reasons. There is a need for detailed production planning and control.

Continuous production system: Continuous means something that operates constantly without any irregularities or frequent halts. In the continuous production system, goods are produced constantly as per demand forecast. Goods are produced on a large scale for stocking and selling. They are not produced on customer's orders. Here, the inputs and outputs are standardized along with the production process and sequence. Following chart highlights the concept of a continuous production system.

The production system of a food industry is purely based on the demand forecast. Here, a large-scale production of food takes place. It is also a continuous production. Similarly, the production and processing system of a fuel industry is also purely based on, demand forecast. Crude oil and other raw sources are processed continuously on a large scale to yield usable form of fuel and compensate global energy demand. The features of a continuous production system are depicted below. The character istics of a continuo us productio n system are listed as follows: T he flow of productio n is continuo us. It is not intermittent. The products are standardized. The products are produced on predetermined quality standards.

The products are produced in anticipation of demand. Standardized routing sheets and schedules are prepared.

Types of continuous production system: 1. Mass prod uctio n flows ere, company produces different types of products on a large-scale and stock them in warehouses until they are demanded in the market. The goods are produced either with the help of a single operation or uses a series of operations. The cha ract eris tics or feat ure s of mass production flows are as follows: There is a continuous flow of production. However, this depends on the demand in the market. Here, there is limited work-in-progress. Supervision is easy because only few instructions are necessary. The material handling is done mostly by machines, i.e. conveyors and automatic transfer machines. The flow of materials is continuous. There is little or no queuing at any stage of production. 2. Proce ss Prod uctio n Flow: Here, a singl e prod uct is prod H

uced and stocked in warehouses until it is demanded in the market. The flexibility of these plants is almost zero because only one product can be produced. Examples of these plants include, steel, cement, paper, sugar, etc. The char acter istics or featu res of proc ess production flows are as follows There is a highly mechanized system for handling materials. Conveyors and automatic transfer machines are used to move the materials from one stage to another. Low-skilled labour and skilled technicians are required. There is very less work-in-progress because material flow is continuous. The production planning and scheduling can be decided well in advance. The full production system is designed to produce only one specific type of item.

Cellula r Produc tion Syste m: In cellula r manuf acturin g, produc tion work stations and equipment are arranged in a sequence that supports a smooth flow of materials and components through the production process with minimal transport or delay.

Define Production System: "The methods, procedure or arrangement which includes all functions required to accumulate (gather) the inputs, process or reprocess the inputs, and deliver the marketable output (goods)."

Examples: The examples of a production system are as follows:

Tangible goods: Consider an example of a manufacturing industry like a Sugar Industry. Here, sugarcane is first used as an input, and then the juice of sugarcane is processed through a conversion process, finally to get an output known as a refined sugar (used for mass consumption). Intangible goods: Consider an example from a service industry that of a software-development firm or company. Here, initially, written program codes are used as an input. These codes are then integrated in some database and are provided with a user-friendly interface through a conversion process. Finally, an output is made available in form of an executable application program. CLASSIFICATION OF MANUFACTURING SYSTEMS:

Facility Layout: A layout is the physical configuration of departments, workstations, and equipments in the conversion process. it is arrangement of physical resources used to create the product. Success of operations depends on the physical layouts of the facilities. Flow of raw material. Productivity and human relationship are all affected by the arrangements of the conversion facilities. Plant layout involves: i) planning and arranging facilities in new plant ii) improvements in existing layout to introduce new methods. FACILITY LAYOUT Layout decisions have long term consequences on cost and companies ability to serve the customers. Major objectives of layout Providing enough production capacity Reducing material handling costs Easy supervisions Improvement in productivity Efficient utilisation labour Increase in morale of the employees Reducing accidents and hazards to personnel Reducing congestion utilizing the space efficiently and effectively.

FACTORS AFFECTING LAYOUT 1. Material materials need storage. Layout should cater to storage and transportation of materials. 2. Product Layout should suit to the nature of product and its method of production. i.e. aircraft manufacturing and car manufacturing layouts will be different. Sales also affects the layout. 3. Machinery Size of machinery based on product, its volume and labour, affects the layout 4. labour Movement of workers, facilities for workers like canteen, toilet, restroom etc affects the layout. 5. Location Type of building depends on the soil condition. Location decides the transportation and layout plan has to take care of this aspect. 6. Managerial policies top management decides the layout objectives 7. Type of industry CRITERIA FOR GOOD LAYOUT: 1. Flexibility 2. Maximum coordination 3. Maximum visibility 4. Maximum accessibility 5. Minimum distance 6. Minimum handling 7. Minimum Discomfort Proper light, Ventilation etc. 8. Inherent Safety 9. Efficient Process Flow 10. Identification- Provision of space to workers.

Types of Layouts: The layouts are differentiated by the types of workflow they entail and workflow in turn is dictated by the nature of product. Basic layouts are: 1. Process layout 2. Product layout 3. Grouping technology layout 4. Fixed position layout 5. Hybrid layout Process layout These are appropriate for intermittent operations where work flow is not consistent for all output. Variable workflow occurs when variety of products or variation of single product are produced. This is also called as functional layout or job-shop layout. In this layout similar equipments are grouped and located at one place like lathe, drilling machines etc.Workers should be highly skilled. Intensive job instructions should be given to them and technical supervision is required. These layouts are quick to change and adapt to the unique batches of the products. Grouping together of similar machines in one department Material moves from one group of machines to the other Movement over longer distance and along criss-cross paths May also involve part finished inventory waiting

Advantages 1. 2. 3. 4. 5. Greater Flexibility Better and more efficient supervision possible through specialization Breakdowns can be taken care by shifting the job to another machine Capacity of different product line can be expanded easily. Better utilization of men and machine

Disadvantages 1. More work in progress 2. More floor space 3. More distances traveled by the product Examples : 1. Car servicing 2. Hospital-Patient requiring various tests 3. Volume low & variety is more 4. Garment factory producing half sleeve shirts, full sleeve shirts, pants and suits. 5. Office buildings, schools, universities, hospitals, aerodrome, library, book store or amusement centers are planned on this basis.

Product layout It is appropriate for producing one standardized product, usually in large volume. It is also called as flow shop layout or straight line layouts. The machines are arranged according to the progressive steps by which the product is made. Examples: Chemical, paper, rubber, refineries, cement industry. Advantages: 1. 2. 3. 4. Mechanization of materials is possible and material handling cost can be reduced. It requires less floor area. It facilitates better production control Production bottlenecks are avoided.

Disadvantages 1. Expansion of production line is difficulty 2. There is difficulty in supervising 3. Breakdown of equipment disrupts the production. Example:

Fixed Position Layout: A fixed-position layout is appropriate for a product that is too large or too heavy to move. For example, battleships are not produced on an assembly line. For services, other reasons may dictate the fixed position (e.g., a hospital operating room where doctors, nurses, and medical equipment are brought to the patient). Other fixed-position layout examples include construction (e.g., buildings, dams, and electric or nuclear power plants), shipbuilding, aircraft, aerospace, farming, drilling for oil, home repair, and automated car washes. In order to make this work, required resources must be portable so that they can be taken to the job for "on the spot" performance. Due to the nature of the product, the user has little choice in the use of a fixed-position layout. Disadvantages include: Space. For many fixed-position layouts, the work area may be crowded so that little storage space is available. This also can cause material handling problems. Administration. Oftentimes, the administrative burden is higher for fixed-position layouts. The span of control can be narrow, and coordination difficult. COMBINATION LAYOUTS Many situations call for a mixture of the three main layout types. These mixtures are commonly called combination or hybrid layouts. For example, one firm may utilize a process layout for the majority of its process along with an assembly in one area. Alternatively, a firm may utilize a fixed-position layout for the assembly of its final product, but use assembly lines to produce the components and subassemblies that make up the final product (e.g., aircraft).

Cellular Layout: Cellular manufacturing is a type of layout where machines are grouped according to the process requirements for a set of similar items (part families) that require similar processing. These groups are called cells. Therefore, a cellular layout is an equipment layout configured to support cellular manufacturing. Processes are grouped into cells using a technique known as group technology (GT). Group technology involves identifying parts with similar design characteristics (size, shape, and function) and similar process characteristics (type of processing required, available machinery that performs this type of process, and processing sequence). Workers in cellular layouts are cross-trained so that they can operate all the equipment within the cell and take responsibility for its output. Sometimes the cells feed into an assembly line that produces the final product. In some cases a cell is formed by dedicating certain equipment to the production of a family of parts without actually moving the equipment into a physical cell (these are called virtual or nominal cells). In this way, the firm avoids the burden of rearranging its current layout. However, physical cells are more common.

An automated version of cellular manufacturing is the flexible manufacturing system (FMS). With an FMS, a computer controls the transfer of parts to the various processes, enabling manufacturers to achieve some of the benefits of product layouts while maintaining the flexibility of small batch production. Some of the advantages of cellular manufacturing include: Cost. Cellular manufacturing provides for faster processing time, less material handling, less work-in-process inventory, and reduced setup time, all of which reduce costs. Flexibility. Cellular manufacturing allows for the production of small batches, which provides some degree of increased flexibility. This aspect is greatly enhanced with FMSs. Motivation. Since workers are cross-trained to run every machine in the cell, boredom is less of a factor. Also, since workers are responsible for their cells' output, more autonomy and job ownership is present.

Cellular layout: Advantages: Reduced material handling and transit time Reduced setup time Reduced work-in-process inventory Better use of human resources Better scheduling, easier to control and automate

Disadvantages: When volume of production changes, number of workers are adjusted and workers are reassigned to various cells. To cope with this type of reassignments, workers must be multi-skilled and cross-trained. Sometimes, machines are duplicated in different cells. This increases capital investment.