Production and Operations Management

Subject: PRODUCTION AND OPERATIONS MANAGEMENT Credits: 4

SYLLABUS

Operations and Productivity

Operations Functions and Evolution of POM; Framework for Managing Operations; Operations Strategy;
Trends in Operations Management

Product and Process Design

Product Development; Product Design Tools; Design of Services; Flexible Manufacturing; Systems; Process
Design: Types of Process, Modern Production Technologies; Process Reengineering

Capacity Design
Capacity Management; Economies and Diseconomies of Scale and Learning Curve; Capacity Strategies;
Decision Trees

Facility Location
Location Strategy and its Importance; Factors influencing Plant Location; Globalization; Location Selection
Models

Layout Design
Layout Planning; Layout Types; Design of Product and Process Layouts; Job Design; Work Measurement

Inventory Management
Basic Economic Order Quantity (EOQ) Model; Quantity Discount Models; Spare Parts Inventory; Material
Resources Planning; Manufacturing Resource Planning; Purchasing Objectives

Operations Planning and Scheduling Systems

Aggregate Planning and its Process; Master Scheduling; Aggregate Planning for Service Organizations;
Operating Schedules; Sequencing Rules; Optimized Production Technology and Synchronous Manufacturing;
Just in Time (JIT) Manufacturing System; Basics of SCM and ERP

Suggested Readings:

1. Production and Operations Management by Everette E. Adam, Jr. Ronald J. Ebert; Publisher: Prentice
Hall of India
2. Production and Operations Management by N.G. Nair; Publisher: Tata Mc. Graw Hill
3. Production and Operations Management by Panneerselvam R; Publisher: Prentice Hall of India
4. Operations Management by Shafer Scott M; Publisher: John Wiley
5. Succeeding in Project-Driven Organizations by Knutson Joan; Publisher: John Wiley
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OPERATIONS AND PRODUCTIVITY
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Structure
1.1 Introduction

1.2 Operation Function

1.3 Evolution of POM

1.4 Framework for Managing Operations

1.5 Operations Strategy

1.6 Trends in Operation Management

1.7 Review Questions

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1.1 INTRODUCTION
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This unit introduces the students with the basic concepts of the production and operation
functions. Among different functions in any organization, production and operation function is a
vital function which does the job of value addition to products / services respectively.
Maximizing the value addition automatically results in productivity improvement.

An organization consists mainly of four functional subsystems, viz. marketing, production,

finance and human resource management. The marketing function of an organization aims
to promote its products among customers which help it to obtain sales orders. This, in turn,
is communicated to the production subsystem which is concerned with the management of
physical resources for production of an item or provision of services. This means that the
available facilities also need to be managed to meet the current market requirements. To
manufacture the product as per the specifications, the production function needs to organize
its resources (raw material, equipments labor and working capacity) according to
predetermined production plans. The finance function provides authorization and to control
to all other subsystems to utilize money more effectively through a well defined finance
plan. The human resource management function plans and provides manpower to all other
subsystems of the organization by proper recruitment and training programs. It also
monitors the performance of the employees by proper motivation for targeted results.

Thus we can see that all the subsystems of an organization are mutually interlinked. They
cannot work in isolation. A complete integration of all the functions /subsystems of an
organization are absolutely essential for the effective functioning and achievement of
desired results.

The concern of any organization today is the pursuit of creating more value for the customer.
This value end focus provides the competitive advantage that has become of necessity today. 09
Production and operation management provides the means to explore and implement initiatives
on how to avoid waste, how to create value and how the organization can differentiate itself
from its competitors. This differentiation has become the means to survive

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in this brutal world of competition. In fact Operations greatly influences, directly or
indirectly, the value creation logic of the organization. Production and operation
management is the science-combination of techniques and systems that guarantee
production of goods and services of the right quality, in the right quantities and at right time
with the minimum cost within shortest possible time. The essential features of a production
and operation function is to bring together people, machines and materials to provide goods
and services for satisfying customer needs. In our next paragraph we shall describe what is
meant by operation function in an organization

Definition of production management: One cannot demarcate the beginning and end point of
Production and Operation Management in an establishment. The reason is that it is interrelated
with many other functional areas of business viz. marketing, finance, industrial relations
policies etc .Alternately, Production and Operation Management is not independent of
marketing, financial, and personnel management due to which it is difficult to formulate some
single appropriate definition of Production and Operation Management. The following
definitions try to explain main characteristics of Production and Operation Management:

In the words of Mr. E.L. Brech: Production and Operation Management is the process
of effective planning and regulating the operations of that section of an enterprise which
is responsible for the actual transformation of materials into finished products. This
definition limits the scope of operation and production management to those activities
of an enterprise which is associated with the transformation process of inputs into
outputs. The definition does not include the human factors involved in production
process. It lays stress on materialistic features only.
Production and Operation Management deals with decision making related to
production processes, so that the resulting goods and services are produced in
accordance with the quantitative specifications and demand schedule with minimum
cost. According to this definition design and control of the production system are
two main functions of production and operation management.
Production and Operation Management is a set of general principles for production
economies, facility design, job design, schedule design, quality control, inventory
control work study and cost band budgeting control. This definition explains the
main areas of an enterprise where the principles of production and operation
management can be applied. This definition clearly points out that the production
and operation management is not a set of techniques,

It is evident from the above definitions that production planning and its control are the main
characteristics of production and operation management. In the case of poor planning and
control of production activities the organization may not be not be able to attain its
objectives and may result in loss of customers confidence and retardation in the progress
of the establishment.

In short, the main activities of operation and production management can be listed as;

Specialization and procurement of input resources namely management, material

and labor, equipment and capital.
Product design and development to determine the production process for
transforming the input factors into output goods and services.
Specialization and control of transformation process for efficient production of
goods and services.

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1.2 OPERATION FUNCTION
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The operation function of an organization is the part that produces the organizations
products. The product may be physical goods or services. This function performs several
activities to transform a set of inputs into a useful output using a conversion process. The
conversion process is the process of changing inputs of labor, materials, capital and
management into outputs of goods and services. The basic elements of a conversion process
are shown in the Figure 1.1

Figure 1.1 Basic Elements of Conversion Process

The production process consists of number of activities and operations. These operations
and activities can be applied in different combinations and order to achieve the desired
objective. The operations can be purchase of raw materials, maintenance of inventories,
transportation of goods etc. The combination of two or more constitutes a system. In any
production process two or more systems can be combined in series or parallel e.g. number
of factories producing produce similar products to supply several markets areas then they
constitute a parallel system. According to Webster System is a regularly interacting or
interdependent group of items forming a unified whole. Any systems may have many
components and variation in one component is likely to effect the other components of a
system e.g. change in rate of production will affect inventory, overtime hours etc.

Broadly speaking an operation function or operations management is a systematic

approach to address all the issues pertaining to the transformation process that converts
some inputs into outputs that are useful and could fetch revenue to the organization. Four
aspects of this definition merit closer attention.

A systematic approach involves understanding, nature of issues and problems to be studied,

establishing measures of performance, collecting relevant data, using scientific tools and
techniques to analyze and effective and efficient solutions to the problem. Therefore, for
successful operation management, the focus should be on developing a set of tools and
techniques to analyze problems within operation systems.

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The second aspect of operation management pertains to addressing several issues that an
organization faces. These issues vary markedly in terms of the time horizon, the nature of
the problem to be solved and commitment of the required resources, the problems may
include deciding how to re-route jobs when a machine breaks down on a shop floor or how
to handle a surge in demand in a service systems. On the other hand, decisions such as
where to locate the plant, what capacity to build in the system and what type of products
and services need to be offered to the customers is to be done? Operation management
provides alternative methodologies to address such wide-ranging issues to an organization.

Transformation processes are central to operation systems. The transformation process

ensures that inputs are converted into useful outputs. Therefore, the focus of the operation
management is to address the various aspects of design in the transformation process as
well as planning and operational control.

Finally, the goal of operation management is to ensure that through careful planning and
control of operations the organization is able to keep the costs. In order to ensure this an
appropriate performance evaluation system is required. Therefore the operation
management discipline also involves the development of such a system of performance
evaluation and methods by which the operating system could make improvements to meet
targeted performance measures.

Importance of Productivity: Effectiveness of production and operation system may be

viewed as the efficiency with which inputs are converted into outputs. The conversion
efficiency can be gauged by ratio of the output to the inputs and is commonly known as
productivity of the system. Productivity is the ratio of input facilities to the output of goods
and services.

Output
Productivity = --------------
Input

Goods or services
= -----------------------------------------------------------------------------------
Capital, manpower, materials, machines and land and building

The higher the productivity of the operating system, more efficient the operation function
said to be. Management of operation system thus is essentially concerned with the
management of productivity. Another way of looking at the concept of productivity is to
look at the amount of waste generated in the system. If waste is unnecessary output and/or
defective output from the system, then the productivity of the system can be improved by
eliminating / minimizing the waste occurring in the system.

Policy formation in modern times has become a very complicated and time consuming
phenomenon. Business enterprises now days want to plan their future strategies from the
past performance. There are number of measures viz. Productivity, Profitability, rate of
return etc. to illustrate the past performance. All these indicators are some sort of direct or
indirect relationship between inputs and outputs factors. But none of the measures is able to
determine or evaluate the overall performance of an enterprise. We shall be discussing
measures of productivity in a little more detail in the following paragraphs.

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The only way of raising the living standards of people is to increase productivity.
Productivity can be increased by increasing output from each unit of input.

Concept of Productivity: In general sense, productivity is some relationship between

inputs and outputs of an enterprise. It is quantitative relationship between what we produce
and the resources used. The concept of productivity measurement is many sided. It can
relate to every item/activity on which money is spent to get the final product Some of the
definitions given below explain the concept of productivity.;

Definition of Productivity:

Productivity is a measure of how much input is produced to a given output i.e. it is

ratio of output to input
Productivity is the ratio between the amount produced and the amount of resources
used in the course of production. The resources may be any combination of
materials, machines, men and space.
European productivity council defines productivity is an attitude of mind. It is
mentality of progress, of the constant improvement of that which exists. It is the
certainty of progress, of the constant improvement of that which exists. It is the
certainty of being able to do better than yesterday and continuously. It is the
continual effort to apply new techniques and methods. It is the faith in human
progress.
According to Peter Drucker, productivity means a balance between all factors of
production that will give the maximum output with the smallest efforts.
I.L.O generally takes productivity to mean. The ratio between the volume of
output as measured by production indices the corresponding volume of labor input
as measured by employment indices.
Organization of European Economic Community (OEEC) defines productivity as
the ratio between the production of given commodity measured by volume and one
or more of the corresponding input factors also measured by volume.

Thus there can be a number of measures indicating the level of performance corresponding
to each input. In general sense, productivity is measure of how much input is required to
produce a given output.

Importance of Productivity: The concept of productivity is of great significance for

undeveloped and developing countries. In both the cases there are limited resources which
should be used to get the maximum output i.e. there should be tendency to perform a job
cheaper, safer, and in quicker ways. The aim should be optimum use of resources so as to
provide maximum satisfaction with minimum efforts and expenditure. Productivity
analyses and measures indicate the stages and situations where improvement in the working
of inputs is possible to increase the output.

The productivity indicators can be used for different purposes viz. comparison of
performance for various organizations, contribution of different input factors, bargaining
with trade unions etc.

Factors affecting Productivity: All the factors which are related to input and output
components of a production process are likely to affect productivity. These factors can be
divided into 2 main categories, namely:

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Category 1

Primary factors are effort and working capacity of an individual.

Organization factors are related to the design and transformation process required to
produce some item, the nature of training and other skill imported to workers to
perform certain operations in a production process, control and various other
incentives.
Conventions and traditions of the organization e.g. activities of labor unions,
medical facilities, worker and executive understanding etc.

Category II

Factors related to output: research and development techniques, improvement in

technology and efficient sales strategy of the organization will lead to improvement
in output.
Efficient use of input resources , better stores control , production control policy ,
maintenance of machines etc will minimize the cost of production

The factors listed in category I and II can be further divided into 4 major classes viz.

Technological
Managerial
Labor, and
External factors

The technological factors can increase the output per unit of input substantially. They can
be defined in terms of technology employed, tools and raw material used.

The labor factors are characterized by the degree of skills of the works force, health, and
attitude towards management, training and discipline

Managerial factors can be located in organizational structure, scheduling of work,

financial management, layout innovation, personnel policies and practice work
environment, material management etc.

External factors or innumerable and identifiable in the environment which an organization

has to interact e.g., the power and transport facilities, tariffs and taxes etc have important
bearing on the levels of productivity. Some of these factors are controllable and some are
uncontrollable and demarcation should be made between the two.

Ways of increasing productivity: Productivity can be increased in a number of ways. It can be

increased either by reducing the input for the same level of output or by increasing the output
with the level of input or by combination of both. This can be achieved by elimination of waste ,
by using improved technology , better production design and management efforts there can be
increase in productivity by reducing down time of maintenance , reduction in material inputs ,
better quality of goods , improved utilization of resources , reduction in working capital
requirements , reduction in inventory size , improvement in man power skills

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through training etc . Output can be increased by better leadership management. When
employees are better motivated output can be increased.

Decision making is a key factor which effects productivity. Better decisions obtained
through educate and timely information system will improve effectiveness and efficiencies
of the organization

Techniques to Improve Productivity: Productivity can be considerably improved by

improving the performance of various factors affecting productivity. The measures to
improve productivity can be:

Better planning and training of employees, improved jobs and communication and
effective management through CPM/PERT methods.
Use of time and motion studies to study and improve work performance. It enables
to assess the quantum of work which can be used for planning and control.
Better transportation and material handling systems.
By providing work incentives and other benefits to workers.
Workers involvement in decision making and working of organizations.
Improvement in technology of production process and nature of raw material and
the quality.
Simplification, standardization and specialization techniques.
Better and efficient utilization of resources at the disposal of the enterprise.
Use of linear programming and other quantitative techniques for better decision
making.
ABC analysis to identify more important items and then apply inventory control to
reduce capital investment.
Value engineering to reduce material content by good design.

Measurement of Productivity: There are a number of ways to measure productivity. The

main criterion of measuring productivity is:

In term of input performance by calculating changes in output per unit of input.

On the basis of output performance by calculating changes in input per unit in output.

Following are some of the measures in common use

Amount of output
Labor Productivity= -------------------------
Amount of Labor

Where output can be measured in total quantity produced and labor can be measured in
total manpower required to produce that output. Output and labor can also be measured in
terms of their value in money units.

Turn
Capital Productivity =-----------------------
Capital employed

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 Profit
Profit Productivity = -----------------------
Investment

Output
Energy Productivity =---------------------------------
Quantity of energy used

A general measure of productivity can be defined as;

Output
Productivity = ----------------------------------------------
Labor + Capital +Other inputs

Each kind of measure needs some specific kind of information. The appropriate measure
can be selected on the basis of information available and the objective of investigation. In
fact the measure of productivity indicates the performance of inputs namely labor and
capital in an enterprise. Increase in output is not an indication of increase in productivity.
Production is an absolute measure and productivity is a relative measure.

Productivity and Input Output Analysis: Input-output analysis is a method to study the
interdependence of input and output factors of production system. It tries to locate the
equilibrium between input and output factors. If Y denotes the final demand of an industry
and A is the matrix of inputs then the outputs for each industry can be determined by the
relation;

X= (1-A)

Where I is the identity matrix and X is the matrix of estimated output. (1-A) is known as
Technology matrix. Input-Output analysis can be used to study the productivity of an
enterprise. The index of productivity can be defined as:

Qi (1-Ai) Po
-------------------
Qo (1-Ao) Po

Where Po Qo is the value of output in the base year and QiPo value in the current year
based on base year, (1-Ai) is technology matrix in current year and (1-Ao) is technology
matrix in base year.
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1.3 EVOLUTION OF PRODUCTION AND OPERATION
MANAGEMENT
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Operation Management has been variously known as Industrial Management, Management
Science, Operation Research, Production management and Production and Operation
Management. The concepts associated with Operation Management, perhaps, have their roots
embedded in the development of early organizations. The class of problems represented by
Operation Management came in the era after Industrial Revolution. This was a period of radical
changes. People got replaced by machines and water and mule power replaced human muscular
efforts. These developments changed the nature of production. As production

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moved from the cottage to factory, the seeds of operation management sprouted on fertile
ground.

Time and Motion studiesScientific Management: It has passed through various stages to
reach the present stage. Its roots go back to the concept of division of labor advocated by
Adam Smith in his book The Wealth of Nations in 1776. He recognized the economic
benefits of specialization of lab our, He recommended breaking the job down into subtasks and
reassigning workers to specialized tasks in which they would become highly skilled and
efficient. In the early twentieth century, Frederick W. Taylor implemented Smiths theories and
enunciated his theory of scientific management. The basis of scientific management was a
focus on machines and system of their utilization. This concept led to time and motion study
th
Early in the 20 .century , Frank and Lillian Gilbreth developed a more systematic and
sophisticated method of time and motion study taking into account the limits to physical and
mental capacity and importance of good physical environment. The Hawthorne Studies by
Elton Mayo, in 1927, resulted in the Human Resource Movement. These developments changed
the way operations were managed in many businesses during that period

World War II Operation Research ---19401980: Before World War II the focus of
scientific management was based on the micro-environment in the manufacturing sector.
During the war, the focus moved from micro-environment to macro-environment. There
was rapid development in the concepts theory and techniques of production and operation
management after World War II. The operation Research techniques evolved during defense
operations in the World War II found useful operations e.g. linear programming and
network analysis.

A new multi-disciplinary approach to problem solving called Operation Research was

developed. This was quantitative approach basically concerned with the efficient allocation
and control of resources. Operation Research is the application of scientific methods to
study and devise solutions to managerial problems in decision making using mathematical
models and system approach. Operation Research has helped solve resource allocation,
scheduling, processing, inventory, location layout and control problems replacement
methods, and advent of computers introduced the field of automation. The demand of
manpower in defense operations in Second World War necessitated evolving production
systems requiring lesser labor force. This resulted in detailed time and motion studies and
standard machine tool designs to improve the efficiency of reduced work force.

Where We Stand Today?

If we assess the past, covering a period of 200 years after Adam Smith, it can be observed
that total production capacity as well as productivity has expanded considerably. Production
and Operation Management has become an empirical science. Undoubtedly, during this
period, we have responded to the expansion of markets and large scale business units by
using concepts of division of labor and progressive mechanization in order to achieve
economies of large scale production. There has been continuous improvement in design,
layout and equipment of production processes by:

With efficient use of labor, material and equipment economies in production,

Using sophisticated production control techniques to produce goods and services of
desired specialization at the desired time and with minimum cost,
Improvement in production line e.g. automation in industries.

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1.4 FRAME WORK FOR MANAGING OPERATIONS
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An operation manager whose job is to manage the process of converting inputs (land, labor,
capital and management) uses the following three approaches:

Classical
Behavioral
Modeling

Classical management has contributed to scientific management and process orientation

theories. The basis of scientific management is a focus on economic efficiency at the
production core of the organization. Economic efficiency refers the ratio of outputs to
inputs. Management is concerned with labor efficiency. The school of process management
views management as a continuous process of planning, Organizing and controlling.

Planning includes all activities that establish a course of action. These activities
guide future decision making,
Organizing includes all activities that establish a structure of tasks and authority,
Controlling includes all activities that ensure that actual performance is in
accordance with planned performance.

Behavioral management is one of the primary theories of management emphasizing

human relations and behavioral sciences. Human relations phenomenon recognized by
behavioral scientists that people are complex and have needs and that the subordinate-
supervisor relationship directly affect productivity. Behavioral science explores how human
behavior is affected by leadership, motivation, Communication, interpersonal relationships
and attitude change.

Modeling management is concerned with decision making and systems theory and
mathematical modeling of these theories. The decision making orientation considers making
decisions to be the central purpose of management. System theory stresses the importance of
studying organizations from a total system point of view. According to this, identifying
subsystem relationships, predicting effects of changes in the system, properly implementing
system change are all part of managing the total organization. With its foundations in operations
research and management science, mathematical modeling focuses on creating mathematical
representation of management problems and organizations. For a particular problem, the
variables are expressed mathematically, and the model is used to demonstrate different
outcomes that would result from the various possible managerial choices.

To study the Operation Management the following three approaches are created for the
frame work for managing operations:

Planning: The operation manager defines the objectives for the operations
subsystem of the organization and the policies, programs and procedures for
achieving the objectives. This stage includes clarifying the role and focus of
operations in the organizational overall strategy. It also involves planning, facilities
designing and using the conversion process.

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 Organizing: Operation managers establish a structure of roles and flow of
information within the operation subsystem. They determine the activities required
to achieve the operations subsystems goals and assign responsibility authority for
carrying them out.
Controlling: To ensure that the plans for the operations subsystem are
accomplished, the operation manager must also exercise control by measuring actual
output and comparing them to planned output. Controlling costs, quality and
schedules is at the very heart of operations management.

Beside planning, organizing and controlling the various activities of the operation
subsystem, the Operation manager is also concerned with the following two approaches;

Behavior: Operation managers are concerned with how their efforts to plan
organize and control effect human behavior. They also want to know how the
behavior of subordinates can affect managements planning, organizing and
controlling actions. In operations we are interested in the behavior of managers as
well especially their decision making behavior
Models: As operation manager plans, organizes and controls the conversion process,
he encounters many Problems and must make many decisions. They can frequently
simplify these difficulties by using models.
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1.5 OPERATION STRATEGY
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The environment of organizations is becoming more and more complex because of
increased rate of environmental, social and technological change, the increased
internalization of business organizations and increased scarcity and cost of natural
recourses. An analysis of the competitive scenario in our country in the last ten years
reveals that it is inevitable for organizations to have a good operation strategy. Due to the
liberalization and globalization policies of the Union Government, Indian manufacturing
and service firms have faced competition from other parts of the world. They are new and
required to have a global outlook as opposed to the traditional domestic outlook.

It also signaled the end of an era when customer orientation and the need for cost cutting
were not all that important. Today the primary goals are related to market opportunities and
customer satisfaction. The general thrust of the operation management is guided by
competitive and market condition of the industry, which provides the basis for determining
the organizations strategy. Where is the industry now, and where will it be in future? What
are existing and potential markets? What market gap exists and what competencies do we
have for filling them? A careful analysis of market segments and the ability of our
competitors and ourselves to meet the needs of these segments will determine the best
direction for focusing an organization efforts. After assessing the potential within the
industry, an overall organizational strategy must be developed, including some basic
choices of the primary basis for competing. In doing so, priorities are established among the
following four characteristics;

Quality ( product performance)

Cost efficiency ( low product price )
Dependability ( reliable; timely delivery of orders to customers )
Flexibity ( responding rapidly with new products or changes in output volumes )

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The manufacturers need to devise methods to remain competitive in the market following
the four characteristics. Better cost management practices are often required in the
manufacturing and service organizations to handle the threat of competition. Time is
emerging as a critical dimension of competition in both manufacturing and service
industries. In any industry the firm with the fastest response to customer demands has the
potential to achieve an overwhelming market advantage. Developing superior capabilities
to cut down lead time is an important requirement today. Another area of operation strategy
is the proliferation of variety. Some of the key inferences from the changes in the last ten
years can be summarized as follows:

Due to several factors, the competitive dynamics will change and the expectation of
the customers will also change on account of this.
Organizations need a structured approach to scan the market and distill the changing
needs at the market place. Moreover they also need a mechanism to chalk out a plan
for responding to these changes in the most effective way.
With the changes in the market place, the competitive priorities for an organization
must also change. Organizations need to tune their operations to match the
competitive priorities?
The above processes are expected to repeat several times in the future and the
organization must be in a position to respond to the changes every time it is called for.

These basic strategic choices, then, set the tone for the shape and content of the operation
function and what it accomplishes. Therefore it is important for organizations to develop the
capabilities to devise strategies for operations. This strategic planning exercise enables an
organization to respond to the market needs in the most effective manner by aligning the
resources and various activities in the organization to deliver products and services that are
likely to succeed in the market place.

The process of formulating operation strategy in any organization involves a sequential and
structured set of activities. There are three steps in the process. The first step is to identify
the strategic options for sustaining the competitive advantage. Once the options are known,
based on the firms strengths and weaknesses, the overall corporate strategy could be
devised. In the last step, the corporate strategy provides the basis for arriving at the
appropriate operation strategy for the organization.

Any strategy making exercise begins with scanning the marketplace and understanding the
dynamics of the marketplace. The market dynamics informs an organization of the relevant
issues to be considered for the strategy formulation process. It provides useful information
about competitors, the nature of offerings that they make to the current customers, the
customers expectations, any missing links between expectations and the current offerings
and intensity of competition. The expectations of the customers can be manifold. It can
include price, performance, quality, ease of use, delivery commitments, technological
superiority of products, critical post sales service and so on.

Customer expectation changes with time on account of several reasons. Technological

improvements, evolution of market and infrastructure may cause a shift in customer
expectations about a product or service. The demographic profile of the customer base may also
shift over the years. Moreover customers are exposed to newer choices either by a smart
competitor or due to entry of the foreign firms into the market Therefore, it is important for the
organization to prioritize the alternatives and understand what is likely to make greater

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impact on the market. Customers expectations and the competitive priorities that an
organization needs to pursue could be better understood using order winning attitudes.

Decision Making In Production Management: The production strategy can be planned in

a number of ways and the organization wants to select the best course of action. The
decision making process involves proper analysis of these alternatives and then to select the
most suitable alternative .The decision making is an art of taking rational decisions using
various scientific and analytical techniques. Here a rational decision for any organization is
one with which the management can achieve its goals with minimum efforts of time and
money. The management should be able to evaluate the risks associated with each
alternative and the one with minimum risk should be preferred. In the opinion of Herbert
Simon decision making and management appears to synonymous terms. Decision making
approach in production management mainly consists of following steps:

Comprehension: A step unified awareness is derived from sensory processes

about the phenomenon under consideration
Conception: It is the scheme of design of formulating ideas or concepts about the
phenomenon generated from comprehension.
Investigation: The idea or concepts from conception provides many alternative
choices. The procedure of collected information about the possible outcomes from
these alternatives and then to compare their merits and demerits is known as
investigation
Deliberation: This implies the mental weighing and assessment of merits and
consequences of various schemes.
Selection: Investigation and deliberation provides the guidelines to select the best
alternative for the given situation keeping in view the overall interest of the
organization.
Implementation: This is the final stage of decision making process. The
information about the alternative selected is communicated to the concerned
people for using it to get the desired solution.

In recent years a production manager is generally involved in making decisions under

unpredictable and uncertain situation. There are many considerations or factors associated
with the final choice and the decision maker must be fully acquainted with these factors.
The decision making process can be divided into two categories:

Based on judgment and intuition.

Based on some quantitative methods
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1.6 TRENDS IN OPERATION MANAGEMENT
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Recently several developments that affect operations management practices have taken
place in the market place. These changes have been due to economic policies at the national
and international levels, advent of new sectors of industry and new technologies. The
following represent a brief projected perspective on what operation managers should look
at when they think of future. These are the emerging trends and future challenges which
will have a profound impact for operation strategy.

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 Dismantling of Trade Barriers: One of the recent developments which could
potentially affect the operation management practices in the country is the opening
up the Indian market to foreign competition. Beginning 1991, the Union
Government brought new reforms for easy import of foreign goods in India. In
addition to cost pressures from overseas players Indian manufacturing firms had to
face large scale dumping of goods. Therefore the new market scenario sets new
priorities for operation management and manufacturing firms need to face up to the
new challenge. Besides this new challenge, Indian manufacturing firms have greater
chances for market expansion, on account of liberalized economy, for two important
reasons. The first is the overall attractiveness of Indian firms due to factor cost
advantage, because of relatively low cost of labor. The second advantage for India is
the large installed base of technical manpower, manufacturing know-how and
experience in manufacturing and operation management .These developments are
likely to affect operation management practices in the country.

Shift in Economic Activity: In the beginning of the 21st century the global
economy shows significant structural changes with a swing of service sector.
Reserve Bank of India Annual Report for the year 1998-99 notes that the services
have emerged as the fastest growing sector. From 41.3%share in 1990-91 of services
the real gross domestic product has increased to 51.2% in 1998-99. Increasing
economic activity in service sector that employment pattern will shift from
manufacturing sector to service sector.

Out sourcing as a major wave: India is the direct beneficiary of the phenomenon
of dismantling of trade barriers. Based on the successful experience of outsourcing
software jobs in India, firms in developed countries are increasing variety of other
jobs, thus creating an outsourcing wave .Business process outsourcing (BPO) is an
arrangement by which some of the business processes are done by a third party on
behalf of the organization. The key motivation for a firm to outsource some of its
processes stems from three factors: (i) Cost (ii) - Capacity (iii) Competency.
Excellence in operations is a prerequisite for being successful in the BPO sector.
Since the primary consideration for a BPO is cost operation strategy thus a BPO
firm must emphasize cost leadership, otherwise the BPO activities may be shifted to
competitor. Another critical performance measure is quality. Since an organization
often outsourcers the entire operations pertaining to business process to third party,
quality considerations are followed as per stringent norms. Therefore, developing
strategic planning for high level of quality is another important implication for BPO
organizations. In several other cases, in addition to cost and quality requirements,
stringent delivery requirements may also have to be met as the processes may be in
the intermediate stages of value creating process.

Collaborative Commerce through the Internet: One of the most recent

developments is the advent of Internet in commerce and trade. Using the huge IT
infrastructure, consisting of network connectivity, client-service architecture and
several computers, it is possible to connect remote trading partners. Collaborative
commerce opens up new areas for consideration in the operations management.
Many of traditional methods of operation management can either be replaced or
supplemented by new procedures using the electronic methods. Two important areas
of significant interest are (i) procurement and supply management practices using
electronic means (ii) design and new product development by means of CAD.

18
 Technological Change: There is a tremendous growth in the use of robots in
automatic machine loading. The robot is used to load position and then unload and
transfer work pieces. Welding processes use robots extensively. Project management
techniques of PERT/CPM are very effective tools of planning and control of various
projects. Computer simulation, computer-aided design and manufacturing
(CAD/CAM), group technology (GT) and cellular manufacturing systems (CMS)
are being introduced in future. Lean Manufacturing concept conceived by Toyota
Corporation in Japan is widely adopted. Lean redefines the organizations means,
methods and mission. In lean philosophy non-value added activities (NVAs) are
excluded.

The Environment: Technologies, to make products more earth friendly will be

developed. Stringent legislations and their compliance will be mandatory. Recycling
and reuse of waste will be adopted in many industries. New technologies will be
developed to provide benefits to the organizations.

In an organization production manager has to administer a great variety of activities. He

assembles appropriate resources and direct the use of resources, be they people, machines,
processing etc. in transforming material and time of people into products and services.
Managers also have to respond to others forces from the external environment such as
government regulation, labor organization as well as local, regional, national and
international economic conditions Thus managers have to pay more attention to not only
what their customers might buy but also to increasing government regulations and behavior
of consumers and environment protection groups.

Production manager should concern himself with production planning: In every

enterprise the Production Manager is responsible for producing the required quantity of
produces in time to meet the stipulated delivery date. The quantity to be produced
depends upon the magnitude of the demand whereas the time by which the production
should be completed is determined by the delivery date. Besides, the production
department has to make arrangements for input factors and. Also has to produce in
economic lot quantity. To achieve all these objectives proper production planning is
necessary. Production planning involves the generation and identification of alternative
courses of action and to select the optimum alternative. This can be done by; (i)
Assessing the requirements of various factors of productions on the basis of demand
forecast. (ii)Formulating demand schedule for factors of production to permit purchase
of raw material and production of products in economic lot sizes.

Production Control: It is the duty of the production manager to use the resources at
its disposal in the best possible manner as well as to regulate the operations in such
a way that the desired delivery schedule is maintained. This is done by routing,
scheduling and inspection during the production process.

Production manager should concern himself with Quality Control: It is the

responsibility of the production manager to manufacture the goods and services of
the desired specifications. Though the quality of the finished goods can be ensured
by inspection of the finished goods, but It is better to employ measure which
minimize the likelihood of producing defective items

19
 Method of Analysis: There can be a number of ways in which some operations can
be executed. Production manager should select the most efficient and economical
method to perform the operation.

Plant layout and material handling: The physical management of manufacturing

components and the equipment for handling the material during production process
has considerable effect on cost of production. The material handling system and the
plant layout should be most efficient for the given situation.

Proper Inventory Control: Inventory implies all the materials, parts, supplies,
tools and in-process or finished product kept in stock for some time. The
procurement policy of these items requires a careful consideration and analysis. The
purchases should be planned in economic lot sizes and the time of purchase should
be so scheduled that the investment in inventory is at the lowest possible level. This
implies determination of economic lot size and re-orders level.

Work Study: Method study and work measurement techniques are applied to find
the relationship between output of goods and services and inputs of human and
material resources. The production manager should try to find the most appropriate
method of performing various operations involved in the production process so as to
obtain the optimum use of the resources as well as increasing the productivity.
Production manager should be able to generate the interest of the workers to
increase their efforts by providing them wage incentives. This will result in an
increase in labor productivity.

The cost of production varies with different methods of production: The

production manager is responsible to follow a systematic approach to control capital
and expenditure designed in a way that the desired profit is ensured. The nature of
problems associated in the production management is such that the production
manager should have the capacity as well as the aptitude to use qualitative and
quantitative methods of analysis to get the desired solution.

20
----------------------------------------------------------------------------------------------------------------
1.7 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------

1. What do you understand by operation and production management?

2. Define operation processes and explain its key components.
3. Discus the various stages in the evolution of production and operation management
discipline
4. What is the strategic perspective of operation and production management?
5. What are the future trends in production and operation management?
6. How will environmental issues impact on the future of production and operations?
7. What is the function of a Production manager? Is this function different from the
function of a marketing manager?
8. The management of the transformation process is what we mean by production
management. Its study is quite independent of whatsoever specific technologies are
involved and is concerned with employing methodology to operate and administer
transformation systems with effectiveness. Discuss and explain the above statement
9. What do you mean by Productivity? What is its importance? How would you
measure productivity? Explain in brief.
10. Explain tools of productivity that are used to attain higher productivity
11. How would you describe the input-output analysis method in production process?
How it can be used in finding productivity of the enterprise

21
---------------------------------------------------------------------------------------------------------------
FORECASTING
----------------------------------------------------------------------------------------------------------------
Structure
2.1 Introduction to forecasting

2.2 Forecasting models

2.3 Weighted Moving Averages

2.4 Casual forecasting Models

2.5 Linear regression analysis

2.6 Multiple regression analysis

2.7 Review Questions

----------------------------------------------------------------------------------------------------------------
2.1 INTRODUCTION TO FORECASTING
----------------------------------------------------------------------------------------------------------------
Every business enterprise interested in planning its activities must have clear idea about the
demand for its product .Important business planning decisions, including the strategies to
be followed, the amount of capital that is likely to be necessary, labor requirement and
skills, the necessary distribution and after-sale service networks, sales incentives, sourcing
of raw material, etc. are all critically dependent on the perception of the demand of its
product. If this perception is substantially faulty, most of these decisions of the enterpriser
likely to prove to be erroneous and lead to avoidable losses. A reasonably correct estimate
of demand on the other hand can prove to be the key for a successful venture.

Every organization invariably engages in annual planning exercise. The heads of various
functional areas such as marketing, production, materials and finance take part in this
exercise with specific objectives. The marketing function provides data on sales that the
organization should target in coming year. This is primarily achieved through forecasting.
Based on this inputs, the production function prepares an annual production plan and
projects various requirements on the basis of this plan. The material function prepares a
procurement plan to match the requirements projected by the production function. Finally,
on the basis of all these, the finance function undertakes cash planning and funds
management. Therefore, forecasting plays a vital role in every organization

What is Demand Forecasting?

The formulation of appropriate and useful production policy is an important aspect for an
enterprise. This involves determination of level of production, manpower requirements
equipment and inventory level etc. All these decisions are basically related to the size of
production which in turn can be determined from potential demand of the product. Thus, the
starting point of decision related to production strategy is the product demand forecast for a
specified period. To know what a business should perform we must know its future Sales. In the
absence of this information , both short and long term planning will rest on the foundation
which is much less substantial than sand. A poor job of demand forecasting will lead to an
ineffective production planning and towards an inventory that is either too large or too small.

22
In a literal sense forecasting means prediction. Forecasting may be defined as a technique
of translating past experience in the prediction of things to come. It tries to evaluate the
magnitude and significance of forces that will affect future operating conditions in an
enterprise.

In the words of Garfield, Production is an integral past of any of any scientific generalization
that holds the relationship between two or more factors. The generalization must hold not only
with respect to past observations related to the same phenomenon but also for all future
observations related to the same phenomenon. Production is even more organically related to
these that those generalization which establish a definite time sequence in the occurrence of
certain factors; Due to dynamic nature of market phenomenon demand forecasting has become
a continuous process and requires regular monitoring of the situation. Demand forecasts are
first approximations to production planning. These provide foundation s upon which plans may
rest and adjustments may be made.

Demand forecast is an estimate of sales in monetary or physical units for a specified future
period under a proposed business plan or program or under assumed set of economic and
other environmental forces, planning premises outside the business organization for which
the forecast estimate is made.

Sales forecast is an estimate based on some past information, the prevailing situation and
prospect of future. It is based on an effective system and is valid only to some specified
period. The following are some main components of a sales forecasting system:

Market Research Operations to get the relevant and reliable information about the
trends in the market
A data processing and analyzing system to estimate and evaluate the sales
performance in the various markets.
Proper co-ordination of steps (i) and (ii) and then to place the findings before the top
management for making final decisions

Why do we forecast? Since forecasting activity typically precedes a planning process one
can identify specific reasons for the use of forecasting in organizations. Organizations face
a different set of issues while they engage in planning and in each of these, forecasting
plays an important role as a tool for planning process. The key areas of application of
forecasting are summarized below:

Dynamic and complex environment: Only if an organization has complete control

over market forces and knows exactly what the sale of its products is going to be in
the future is there no role for forecasting.
Short term fluctuation in production: A good forecasting system will be able to
predict the occurrence of short fluctuations in demand. Therefore, from this
knowledge, organizations can avoid knee-jerk reactions to the unfolding reality.
Production planning decisions could utilize this information and develop plans that
minimize the cost of adjusting the production system for short term fluctuations.
Better material management: Since the impending events in an organization are
predicted through a forecasting system, organizations can benefit from better
material management and ensure better resource availability.
Rationalized man-power decisions: A forecasting system provides useful
information on the nature of resources required, their timing and magnitude.

23
 Therefore, organizations could minimize hiring and lying off decisions. Moreover,
better planning on overtime and idle time could also be done based on this
information
Basis for planning and scheduling: With proper forecasting, planning and
scheduling activities can be done on a rational basis.
Strategic decisions: Forecasting plays an important role in long term strategic
decision making. This includes planning for product line decisions

Importance of Fore-casting: Production and distribution are two main activities of a

business enterprise. Demand forecasts tries to maintain a balance between production and
distribution policies of the enterprise. With decentralization of functions and increase in the
size of the organizations, forecasting of demand is of great value for proper control and co-
ordinasation of various activities.

An efficient demand forecast helps the management to take suitable decisions regarding
plant capacity, raw material requirements space and building needs and availability of labor
and capital. Production schedules can be prepared in conformity with demand requirements
minimizing inventory, production and other related costs.

Demand forecasting also helps evaluating the performance of the sales department. Thus,
demand forecasting is a necessary and effective tool in the hands of management of an
enterprise to have finished goods of right quality and quantity at right time with minimum
cost.

Steps in Forecasting: The following are the main steps in demand forecasting;

Determine the objective of forecast,

Select the period over which the forecast is to be made,
Select the technique to be used for forecasting,
Collect the information to be used,
Make the forecast.

Techniques of forecasting: Implicit in forecasting is that there exist a pattern in the past
demand data which can be extrapolated or generalized for the future with the desired measure
of certainty. The demand pattern though regular is found to be stable in statistical sense. Since
the only input to the forecasting system is the past history of the demand of an item, no direct
information concerning the market, the industry, the economy, the sale of competition and
complementary products, products price changes, advertising campaigns and so on is used.
Forecasting methods involve construction of suitable mathematical relationship to describe the
appropriate demand pattern. Management experts have developed many forecasting techniques
to help managers to handle the increasing complexity in management decision making it is
tricky and experimental process. No one method of forecasting can be applied to all enterprises.
In many cases the decisions are based on a combination of several, if not all of these
approaches. Final forecast generally include the contributions of many men of varied
experience. The use of particular method depends upon the nature of the enterprise, the products
manufactured, information system in use.

Elements of Forecasting: Forecasting consists basically of analysis of the following

elements;

24
Internal factors:

Past
Present
Proposed or future

External Factors:

Controllable: (a) Past (b) Present Future

Non controllable: (a)Past (b) Present Future

Fore- casting is essentially a study of internal and external forces that shape demand and
supply. The shape of things to come will depend partially upon how one shapes the
controllable factors. With different strategies, the forecasting will be different offering
multiple scenarios in management decision making.
----------------------------------------------------------------------------------------------------------------
2.2 FORECASTING MODELS
----------------------------------------------------------------------------------------------------------------
One can classify the various models available for forecasting into three categories:

1. Extrapolative models: They make use of past data and essentially prepare future
estimates by some methods of extrapolating the past data. For example, the demand
for soft drinks in a city or a locality could be estimated as 110 percent of the average
sales during the last three months. Similarly, the sale of new garments during the
festive season could be estimated to be a percentage of the festive season sales
during the previous year.
2. Casual models: It analyses data from the point view of cause-effect relationship.
For instance, to the process of estimating the demand for the new houses, the model
will identify the factors that could influence the demand for the new houses and
establish the relationship between these factors. The factors, for example, may
include real estate prices, housing finance options, disposable income of families,
and cost of construction and befits derived from tax laws. Once tea relationship
between these variables and the demand is established, it is possible to use it for
estimating the demand for new houses.
3. Subjective judgments: Another set of models consist of subjective judgment using
qualitative data. In some cases, it could be based on quantitative and qualitative
data. In several of these methods special mechanisms incorporated to draw
substantially from the expertise of group of senior managers using some collective
decision making framework.

Selection of a forecasting technique: The selection of a forecasting technique depends on

the following three factors:

1. The characteristics of the decision making situation, which include: (i) The time
horizon (ii) Level of detail (iii) Number of items (iv) Control versus planning
2. The characteristics of the forecasting methods: (i) the time horizon (number of
periods for which forecasting required) (ii) The pattern of data (horizontal, seasonal
trend etc.) (iii) Type of model( casual, time series or sta6tistical) (iv) Cost (v)
Accuracy (vi) Ease of application

25
 3. Present situation which includes: (i) The item that is being forecast (ii) Amount of
historical data available (iii) Time allowed for preparing forecast.

Although there are the below mentioned forecasting models we shall be concentrating on
Weighted moving averages model.

Weighted moving averages

Casual forecasting model
Linear regression analysis
Multiple regression analysis
----------------------------------------------------------------------------------------------------------------
2.3 WEIGHTED MOVING AVERAGE
----------------------------------------------------------------------------------------------------------------
Equal weights are assigned to all periods in the computation of simple moving average. The
weighted moving average assigns more weight to some demand values (usually more recent
ones) the Table 2.1 Shows the computation for three months weighted moving average with
a weight of 0,5 assigned to the most recent demand value, a weight of 0, 3 assigned to the
next most recent value and a weight of 0, 2 assigned to the oldest of the demand value
included in the average

Table 2.1 Three months weighted moving average

Time Months (t) Demand (Dt) Moving average

Forecast (Mt)
1 120 - -
2 130 118 -
3 110 - -
4 140 129 1
5 110 119 1
6 130 126 9
Weighted MA3 = 0, 2 * 120 + 0, 3 * 130+o, 5*110 =110

0, 2+0, 3+0, 5
Weight MAi = $WtDt

$Wt

Where I =1, 2, 3 if we use these periods moving average, i=3 corresponds to the most
recent times period and i=1 correspond to oldest time period
Wt=Weight for the time period t
In the example, Wi=0, 2 W2=0, 3 and so on

An advantage of this model is that it allows you to compensate for some trend in
seasonality. If you want to, you can weight recent months more heavily and still dampen
somewhat the effect of noise by placing small weightings on older demands. Of course the
modeler or manager still has to choose the coefficients and this choice is critical to model
success or failure.

26
----------------------------------------------------------------------------------------------------------------
2.4 CAUSAL FORECASTING MODELS
----------------------------------------------------------------------------------------------------------------
These methods construct a forecasting logic through a process of identifying the factors that
cause some effect on the forecast and building a functional form of the relationship between
the identified factors. In other words, a set of independent variables are identified and
associated with the dependent variable through a functional relationship. For example, let
us consider the demand in the country for a new product such as Direct to Home receivers
(DTH). Since this is a new product, we may not have adequate past data on the demand and
may need other means of establishing the potential demand. Even in the case of existing
product, the number of factors that influence demand may be several requiring us to
understand interaction among these, Several factors including exchange rate fluctuation,
installed capacity in the country, new product launches customers tariffs and price of raw
material at the international marketsinfluence the demand. Forecasting in these situations
uses casual methods.

In general, let us consider the forecast for a dependent variable Y using n independent
variables X1, X2, X3, Xn. Then developing a forecasting logic requires establishing a
establishing as follows:
Y= f(X1, X2, X3, Xn)

Use of casual method to extract the trend component in times series is a frequent
application of casual method. Other casual methods include econometric models, multiple
regression models and technological forecasting techniques.

Casual methods of forecasting require greater degree of mathematical treatment of data.

There are several computer packages such as SPSS available today to help the forecast
designer in this process

Example: A manufacturer of tricycles in the age group of two to four years commissioned
a market research firm to understand the factors that influence the demand for its product.
After some detailed studies, the market research firm concluded that the demand is a simple
linear function of the number of newly married couples in the city. Based on this
assumption, build a causal model for forecasting the demand for the product using the data
given below for a residential area in the city Also estimate the demand for tricycles if the
number of new marriages is 150 and 250

X Y
New marriages Demand for tricycles
200 165
225 184
210 180
197 145
225 190
240 169
217 180
225 170

27
Solution: Since the causal relationship is a simple linear regression the method of least
squares is used to determine the coefficient of linear regression Y= a + b

New marriages Demands for

tricycles
X Y X*Y X*X
200 165 33,000 40,000
235 184 43,200 55,225
210 180 37800 44100
145 197 28,565 38,809
225 190 42,750 50,625
240 169 40560 57600
217 180 39060 47089
225 170 38250 50,625
Sum: 1749 1383 303,225 384,073
Average 216-625 172.875 - -

From the equation b= $X1Y1-nXY

$X1*X1-nX*X
a =Y-bX
We have b=303,225-(8*218,625*172.875) =0.5104
384,073-8*218,625*218,625

a= 172.875-0, 5104 ore the demand for tricycles is given by relationship

Number of tricycles demanded= 61.29+0.5104 *no. of new marriages

If the no. of new marriages is 159 then the demand-138 tricycles If

the no. of new marriages is 250 then the demand = 189 tricycles
----------------------------------------------------------------------------------------------------------------
2.5 LINEAR REGRESSION ANALYSIS
----------------------------------------------------------------------------------------------------------------
Linear regression analysis is a forecasting technique that establishes a relationship between
variables. One variable is known or assumed, and used to forecast the value of an unknown
variable. Past data establishes a functional relationship between the two variables. We will
consider the simplest regression situation between the two variables and the linear
relationship. Our forecast of the periods demand is expressed by:
Ft=a + bX1

Where F1 is the forecast for the period t, given we know the value of the variable X in the
period t. The coefficients a and b are constants: a is the intercept value for the vertical (F)
axis and b is the slope of the line. Often the equation is expressed as:

Y=a + bX.

28
In this equation we have substituted F for Y, to indicate b is the forecasted value. In order to
find coefficients a and b, old demand is utilized rather than the old forecast. These
coefficients are computed by the following two equations
b=: a ($X1D1)-($X1)($D1)___
n ($X1*$X1)-($X1)($X1)
a=$D1- b &
X1 n

Where D = a + bX, and a= no. of periods

Example: A pepperbox company carryout pizza boxes. The operation planning department
knows that the pizza sales of major client are a function of the advertisement amount, the
client spends, on account of which they receive in advance of the expenditure. Operation
planning is interested in determining the relationship the clients advertisement and sales.
The amount of pizza the client would order. In money value is known to be a fixed
percentage of sales

Quarterly advertising and sales

Quarter Advertising (in 1, 00,000 Rs.) Sales (in 1, 00,000 Rs.)
1 4 1
2 10 4
3 15 5
4 12 4
5 8 3
6 16 4
7 5 2
8 7 1
9 9 4
10 102

Computing b and a, where advertising is X1 for the quarter t, sales are D1 for the quarter t
and forecast is F1 for the future Period t

Quarter (t) Advertisement(X1) Sales (D) Xi*Xi X1D1

1 4 1 16 4
2 10 4 100 40
3 15 5 225 75
4 12 4 144 48
5 8 3 64 24
6 16 4 256 64
7 5 2 25 10
8 7 1 49 7
9 9 4 81 36
10 10 2 100 20
Sum 96 30 1060 328

2
9
b = 10(328) (96)30 =29
10(1060) _96*96
a = 30- .29(96) = .22

10
Thus the estimated regression line, the relationship between future sales F, and advertising
X is

F=22+.29X

The operation planner can now ask for planned expenditure expenditures, and from that
sales can be forecast
----------------------------------------------------------------------------------------------------------------
2.6 MULTIPLE REGRESSION ANALYSIS
----------------------------------------------------------------------------------------------------------------
In multi regression analysis, the regression equation is used where demand for commodity
is deemed to be the functions of many variables; the process of multi regression analysis
may be briefly described as:

The first step in multiple regression analysis is to specify the variables that are
supposed to explain the variations in demand for the product under reference. The
explanatory variables are generally chosen from the determinants of demand, viz.
price of the product, price of its substitute, consumers income and their tastes and
preference. For estimating the demand for durable consumer goods (e.g. TV sets
refrigerators, houses etc,), the explanatory variables which are considered are
availability of credit and rate of interest. For estimating the demand of capital goods
(e.g. machinery, and equipment) the relevant variables are additional corporate
investments, rate of depreciation, cost of capital goods cost of other inputs (e.g.,
labor and raw materials) market rate of interest etc.
Once the explanatory or independent variable is specified, the second step is to
collect time-series data on the independent variables.
After necessary data is collected, the next step is to specify the form of the equation
which can appropriately describe the nature and extent of relationship between the
dependent and the independent variables.
The final step is to estimate the parameters in the chosen equations with the help of
statistical techniques. The multivariate equation cannot be easily estimated
manually. They have to be estimated with the help of computers.

The reliability of the demand forecast depends to a large extent on the form of equation and
degree of consistency of the explanatory variables in the estimated demand function. The
greater the degree of consistency, the higher the reliability of the estimated demand and
vice versa. Adequate precautions should, therefore, be taken in specifying the equation to
be estimated

Selection of the Forecasting Model: We have discussed several statistical forecasting

models for demand estimation in planning and control. As a manager, you now have the
task of selecting the best model for your needs. Which one should you choose, and what
criteria should you use to make the decision. The most important criteria are:
cost , and
accuracy

30
Accuracy (forecast error), can be converted into cost. Costs to be considered in the model
selection are;

implementation costs,
systemic costs
Forecast error costs.

Of these three, forecast error costs are perhaps the most complex to evaluate. They depend upon
the noise in the time series, the demand pattern, the length of forecast period and the measure of
the forecast error. Several studies have evaluated and compared the performance of different
models. In general, different models are best, depending on the demand pattern, noise levels and
length of the forecast period .It is typical to have a choice of several good models for any one
demand pattern, when the choice is based only on forecast error

Combining Nave Forecasting Models: In comprehensive studies it has been found that
average and weighted average methods of forecasting is different from other forecasting
methods. From these studies we can conclude that forecasting accuracy improves, and that
the variability of accuracy among different combinations decreases, as number of methods
in the average increases. Combining forecast models holds considerable promise for
operations. As Makridakis and Walker state Combining forecasts seem to be reasonable
practical alternatives when , as is often the case a true model of the data-generating process
or single best forecast method cannot or is not, for whatever reason, identified.

Behavioral Dimensions of Forecasting: To understand some of the dimensions of

forecasting, it is wise to consider human behaviors, because forecasts are not always made
with statistical models. Individuals can and do forecasts by intuitively casting forth past
data, and they often intervene in other ways in the statistical forecasting procedure as well.
A manager may feel that item forecast generated by models must be checked for
reasonableness by qualified operating decision makers. Forecasts generated by models
should not be followed blindly; potential cost consequences must be considered. Decision
makers can take into account qualitative data that are not in the model. Decision makers
should use the forecasting model as an aid in decision making; they should not rely totally
on the forecasting models for all decisions. Many, perhaps most, forecasts for
production/operation management are individual intuitive forecasts.

Intuitive Forecasting as a Judgmental Process: Currently, little is known about the

effectiveness of intuitive forecasting. We can, however analyze some of the mental
processes involved. A forecast may be regarded as the culmination of a process consisting
of several stages, including information search and information processing. It results in
human inferences about the future that are based on particular patterns of historical data
presented to the forecaster. We can speculate about a number of environmental factors that
may affect intuitive forecasting.

Meaningfulness: Forecasting requires considering a restricted set of information about

historical demand. When we discuss job enrichment and job design we see that if repetitive
tasks can be made meaningful to the person performing them, positive effects usually result.
Imparting meaningfulness to the task of forecasting, then, may be expected to affect the
reliability of intuitive forecasting task, the more accurate the intuitive forecast.

31
Pattern Complexity: Pattern complexity, the shape of demand pattern, is in general, a critical
variable in intuitive forecasting, just as it is in model forecasting. Some behavioral studies
suggest that intuitive forecasts may perform better on a linear than on non-linear demand
patterns. In addition, people apparently try to use non-linear date in a linear manner.

Degree of Noise: Given sufficient historical data, the forecasting problems are trivial for
most cases without noise. Introducing random variations, however, often it brings about a
condition called cue uncertainty. Very high noise levels obscure the basis for accurate
forecasting, and often the result is lower forecast accuracy.

Individual Variability: Another finding in intuitive forecasting studies which is the wide
variability of performance of the forecasters. When comparing forecasters with models,
there are typically a few very good forecasters, but there are even more very poor
forecasters. If planning and directing production and operation are based on poor intuitive
forecasts, these variations in performance can be very expensive.

Individual versus Model Performance: How do individuals compare to nave forecasting

models? In studies, exponential smoothening models, when fit to the historical demands
given to intuitive forecasters significantly outperformed group average performance. Only a
very few good intuitive forecasters outperformed the models. The operation manager would
be wise to consider models as an alternative to individuals. Models generally are more
accurate, and if large number of items must be forecast, the models are more economical.

Forecasting, Planning and Behavior An excellent literature review and evaluation compares
many modeling and psychological dimensions of forecasting, planning and decision making.
Many information processing limitation and biases involving human judgment apply to
forecasting and planning as well. Errors in forecasting procedures are caused by using
redundant information, failing to seek possible disconfirming evidence, and being
overconfident about judgments. In addition, numerous studies show that predictive judgment of
humans is frequently less reliable than that of simple quantitative models.

Forecasting and the Indian Scenario: Some of the more creative and productive
organizations in India are to be found among high technology organizations such as Atomic
Energy Commission, Indian Space and Research Organization, Bharat Heavy Electrical and
Defense Research and Development Organization (DRDO) The participation of private
sector in the high technology area has been very limited. The high technology companies in
India have been scanning for technology development in the world and trying to develop
indigenous equivalent products. And for this, they do forecasting, particularly that of
technology, in some measures.

However, barring these few examples, by and large other organizations have not been using
forecasting in a scientific manner. The reasons could be many. One of the main reasons has
been that they do not feel the need to survey the environment and forecast future business. The
reason behind this has been the countrys erstwhile closure of foreign participation, ensuring
secure markets for domestic companies. India has been a sellers market at least for past half a
century. If you could produce something, it could always be sold in a product-starved country.
The situation has changed since the turn of the century but old habits, beliefs and psychology
take time to change. The emphasis, therefore, had been on producing rather than on real
proactive marketing. The environmental scan of business /industries stopped at that. Hence,
forecasting had indeed been a neglected aspect of management. Now, with the

32
gradual opening up of the economy, the economic scenario has changed due to the
increasing participation of the multinational corporations in various areas of
business/industry., including infrastructure. The Indian economy is increasingly getting the
characteristics of a buyers market. The Indian businessman, therefore, has to be very alert
about the mumblings in the gangways. Forecasting models, such as the causal models can
now be used to forecast the effect of concession in the corporate tax, custom duty, excise
and other areas. Opinion based methods such as Delphi techniques and consumer
behavioral surveys have increasing relevance. Monopoly or oligopoly does not need
forecasting. Indian industries and businesses are waking up to the fact that it is now a
different game. They know that if they do not follow appropriate management basics such
as forecasting they risk the danger of being marginalized for a long time to come.

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2.7 REVIEW QUESTION
----------------------------------------------------------------------------------------------------------------
1. Define the term forecasting What is its purpose? Describe the uses and limitations
of weighted moving average method of forecasting
2. Discuss critically the different models of forecasting.
3. What are the possible consequences if a large-scale firm places its product in the
market without having estimated the demand for its product?
4. Explain the regression method of demand forecasting.
5. Why is demand forecasting essential? Is demand forecasting equally important for
small and big ; old or new business ventures
6. What independent variables are relevant for forecasting the demand for; A-cement
B-toothpastes C-electricity And D-text books. You are given the following data
----------------------------------------------------------------------------------------------------------------
X 3 6 8 10 13 13 13 14
Y 8 6 10 12 12 14 14 20
----------------------------------------------------------------------------------------------------------------
Estimate the regression equation, Y= a +b X.

33
----------------------------------------------------------------------------------------------------------------
PRODUCT AND PROCESS DESIGN
----------------------------------------------------------------------------------------------------------------
Structure
3.1 Introduction

3.2 Product development

3.3 Product Design Tools

3.4 Design of Services

3.5 Flexible manufacturing systems

3.6 Process Design

3.7 Types processes

3.8 Modern Production Technologies

3.9 Process Reengineering

3.10 Review Questions

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3.1INTRODUCTION
----------------------------------------------------------------------------------------------------------------
A company has to be good at developing new products, without products there would be no
customers. Without customers, there would be no revenue. Developing a new product is a
major activity. Thomas Alva Edison, with as many as 1,300 inventions and 1100 patents to
his credit ,said about the product development process, Genius is 1 per cent inspiration and
99 per cent perspiration, Product development requires more of perspiration and less of
genius to be successful. The company also must manage them in the face of changing
tastes, technologies and competitions. Every product seems to go through a life cycleit is
born. Goes through several phases, and eventually dies as newer products come along that
better serve the consumers needs.

The product life cycle presents two major challenges:

First, because all products eventually decline, the firm must find new products to
replace aging ones (the problem of product development).
Second, the firm must understand how the products age and adapt its marketing
strategies as product pass through life cycle stages (the problem of product life-
cycle strategies

The Operation management addresses the issue of innovation for product development by
enabling firms with some distinctiveness in their offerings. The distinctiveness may be on
account of products/services offered, technologies and channel employed and various
processes used while providing the product or services to the customers. In recent years we

34
have been witnessing a rise in customer expectations with respect to the products and
services offered. Firms can benefits in this scenario, either by offering highly differentiated
products and services or by offering very cost effective products. Furthermore, firms can
also benefit by bringing these products and services much faster than the competitors and
gain from the early mover advantage, In order to achieve this, firms need to have a robust
mechanism to understand customers expectations. Firms must also have the capability to
reach faster once the expectations are understood. In the 1950sand 1960s Hindustan Motors
introduced variations of its Ambassador (Mark 2, Mark3 and so on) roughly once in ten
years. Today, no automobile manufacturer can afford to take that much time to introduce
new products and variations of existing ones. A good product development process
addresses these issues and provides a firm with a set of tools, techniques and concepts to
bring products faster and cheaper into the market and realize the associated gains.

Organizations have experienced several tangible benefits from good product development
processes. Some of them are:

The International Motor Vehicles Programme showed that while Japanese

manufacturers such as Honda and Toyota introduced as many as 85 models
between1982 and 1989, their American counterpart were able to introduce only 49
models . This significantly affected the competitive positioning of these firms.
Another study analyzed the market impact of new product introduction. It was
shown that by introducing products six months ahead of competitors , a firm can
gain as much as three times the cumulative profit earned over the life of the product

It is, therefore clear that product development is an important aspects of the operation
management function in every organization, be it services or manufacturing. An
organization armed with good product development process will be in a better position to
bring new products and services to the market ahead of competition and will be able to
retain customers and its market share in the sector.
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3.2 PRODUCT DEVELOPMENT
----------------------------------------------------------------------------------------------------------------
A successful product development requires a total-company effort. The most successful
innovating companies make a consistent commitment of resources to product development,
design a new product strategy that is linked to their strategic planning process, and set up
formal and sophisticated organizational arrangements for managing product development
process. The product development process for finding and growing new products consist of
eight major steps as explained below;

Idea generation
Idea screening
Concept development and testing
Marketing Strategy Development
Business analysis
Product Development
Test marketing
Commercialization

35
We shall briefly describe these steps:
Idea Generation: It is a systematic search for new product ideas. A company has to
generate many ideas in order to find good ones. The search for new products should be
systematic rather than haphazard. Top management should state what the products and
markets to emphasize. It should state what the company wants from its new products,
whether it is high cash flow, market share or some bother objective. To obtain a flow of
new-products ideas, the company can tap many sources. Major sources of product ideas
include internal sources like customers, competitors, distributors and suppliers. It has been
found that more than 55 percent of all product ideas come from internal sources.

Idea screening: The purpose of idea generation is to create a large number of ideas. The
purpose of the succeeding stages is to reduce that number. The first reducing stage is idea
screening. The purpose of screening is to spot good ideas and drop poor ones. Most
companies require their executive to write up the new product ideas on a standard format
that can be reviewed by a new product committee. The write up describes the product, the
target market, the competition and makes some rough estimate of market size, product
development time and costs, manufacturing costs and rate of return. The committee then
evaluates the idea against a set of general criteria.

Concept Development and testing: Customers do not buy product ideas, they buy the
product concepts. The concept testing calls for testing new product concepts with a group
of target consumers. After being exposed to the concept, consumers then may be asked to
react to it by asking a few questions.

Market strategy development: The next step is market strategy development, designing
an initial marketing strategy for introducing the concept to the market. The market strategy
statement consists of three parts:

The first part describes the target market; the planned product positioning, market
share and profit goals for the first few years.
The second part of the marketing strategy statement outlines the product planned
price, distribution and marketing budget for the first year.
The third part of the marketing strategy statement describes the planned long-run
sales, profit goals, and marketing mix strategy.

Business Analysis: Once management has decided on its product concept and marketing
strategy, it can evaluate the business attractiveness of the proposal. Business analysis
involves a review of its sales, cost, and profit projections for a new product to find out
whether they satisfy the companys objectives.

Product development: If the product concept passes the business test, it moves into product
development. Here, R&D or engineering develops the concept into a physical product. The
R&D department will develop one or more physical versions of the product concept, R&D
hopes to design a prototype that will satisfy and excite consumers and that can be produced
quickly and at budgeted cost. When the prototype is ready it must be tested. Functional tests are
then conducted to make sure that the product performs safely and effectively.

Test Marketing: If the product passes functional and consumer tests, the next step is test
marketing, the stage at which the product and marketing program are introduced into more

36
realist marketing setting. This allows the marketer to find potential problems so that these
could be addressed.
Commercialization: is introducing the new product into the market

Tools for Product Development: The following are various product development
techniques adopted by different organizations;

Standardization: This means fixation of some appropriate size, shape, Quality,

manufacturing process, weight and other characteristics as standard to manufacture a
product of desired variety and utility e.g. manufacture of television sets of standard size of
the screen using standard components and technology; shaving blades are made of standard
size and shape to suite every kind of razor. The concept of standardization is applicable to
all factors of production namely men, materials, machines and finished goods. These
standards can become the basis to evaluate the performance of various components of
production in a manufacturing process. In the words of Behel, Smith and Stackman:

A standard is essentially a criterion of measurement, quality, performance, practice

established by custom, consent or authority and used as a basis for comparison over a
period of time. The setting of standards and the coordination of the industrial factors to
comply with these standards and to maintain them during the periods for which they are
effective is known as industrial standardization

According to Dexter S Kimball of production control operation in the manufacturing sense

is the reduction of any one line to fixed types, sizes and characteristics. Standardization
becomes the basis of production control operations and works as a catalyst in directing and
operating the working of business enterprise. It identifies and compares various products,
systems and performances in an enterprise. It is the function of the department responsible
for designing the product to provide the guidelines and infrastructure for standardization of
the whole system keeping into consideration the designing stage towards standardization
may be too expensive to be rectified.

For an organization designing of the product without considering standardization aspect is

of no value of significance. Franklin F. Folts has described the concept of standardization
as, simplification of product lines and concentration on a restricted predetermined variety
of output is one common application of the principles of standardization may be extended
to all factors in the production process. Standardization is an instrument to manufacture
maximum variety of products out of minimum variety of components by means of a
minimum variety of machines and tools. This decreases working capital requirements and
reduction in manufacturing costs.

Standardization also implies that non-standard items are not to be manufactured except
when consumers order them specially. Some standards are enacted by law viz. automobile
windscreen which must be made of safety glass. Usually there are institutions, societies and
governmental departments that regulate the standards. In a factory, it is best to have
standardization committee drawing its members from sales, engineering, production
purchasing, quality control and inspection. Sales department and engineering department
have to work closely in effecting changes towards standardization because the older
products that have been sold are affected for after-sales service needs. Within an
organization, it is the engineering department who sets standards for the materials to be
procured and specification of the end products and the mode of testing the products.

37
Advantages of standardization:

Standardization in designing, purchasing of raw material, semi finished and finished

goods and of the manufacturing process tries to eliminate wastage and reduces the
cost of production. Reduction in varieties of raw materials means reduced
investments in stocks and less attention to stock control.
Standardize product components reduce tool cost, permits larger and more
economical lot sizes of production, avoids losses for obsolescence and reduces
capital requirements for work in process.
Production in larger quantities can be planned which results in less set-up costs.
By minimizing the operations in production process it provides facility to introduce
mechanization and use of more specialized tools and equipments.
Service and maintenance costs as well as marketing expenses are reduced.
Encourages the manufacturer to products of new style, use and performance with an
object to generate more customers.
The value of the standardized product lying in stocks or in stocks or in transit can be
easily for the purpose of advancing loans.

Disadvantages of Standardization: Product standardization leads to some disadvantages

also. These are:

Too much standardization has an adverse affect on the efficiency and morale of the
workers. They in the long run feel bored and fed-up in doing the same routine again.
The sprit of challenge and initiative vanishes with passage of time.
During the initial process of product Development where frequent improvements
and changes may be necessary to bring the product and production process up to the
mark, standardization may create obstacles in innovations.
For small scale enterprises standardization may not be advantageous.

Simplification: In production, simplification can be done at two places namely (i) for
product or) for work. Simplification in product development is used for products; In fact
simplification should be done before standardization.

In the words of F. Clark and Carrie, simplification in an enterprise connotes the

elimination of excessive and undesirable or marginal lines of product to hammer out
waste and to attain economy connotes the elimination of excessive and undesirable or
marginal lines of product to hammer out waste and to attain economy coupled with the
main object of improving quality and reducing costs and prices leading to increased sales.

W.R Spiegel and R.H Lansburg also defines, Simplification refers to the elimination of
superfluous varieties, size dimensions etc. Simplification can be advantageous to both
producer and the consumer of a product. These can be listed as:

To the producer:

Eliminates surplus use of materials to provide economy in production cost.

More production increases the inventory size which avoids delays in supply.
Less obsolescence of materials and machinery.

38
 Due to simplification in operation the efficiency of the production process increase
and this leads to more productive due to scope of better training and learning facility
with simplification operation.
Human efforts become more productive due to scope of better training and learning
facility with simplified operation.
After-sales service prospects are minimized.
Production planning and control operations become easy and simple.
Reduction in cost of production leads to more sales.

To jobber-wholesalers and detailers:

Increased turn over.

Sales effort on fewer items.
Reduction in storage space4.
Less overheads and handling expenditures.

To the consumer:

Specialization: Specialization implies expertise in some particular area or field. It is

experienced that as the companies expand the range of their products, manufacturing
system, involves more and operations for transforming inputs into output. This often result
an increase in operation cost and decline profits. The problem can be solved by identifying
the products contributing to losses and then eliminate their production. This will lead to
confine the production of profitable items only and consequently a reduction in number of
operation required in the process. The minimization of operation can lead to use of expert
knowledge, skill and techniques in production system, the nature and the type of product.
Operation required manufacturing it and the nature of the market. Specialization implies
reduction in the variety of products manufacturing by the organization.

Advantages of specialization are:

Specialization and standardization leads to higher productivity.

Incase in output and reduction in per unit cost of production ,
Savings in purchase of raw material and improvement in the quality of the finished
goods.

Disadvantages of specialization are:

Less flexibility in adjustment to changed situations.

Monotony and boredom may adversely affect the efficiency.

Diversification: It implies policy of producing different types of products by an enterprise.

Thus it is reverse of simplification are associate with the nature of the industry e.g. in the case
of capital goods industry simplification is more important as the customers give preference to
economy, accuracy and performance of the product, whereas in an consumer goods industry
diversification leads to produce variety of goods in ;terms of style, shape, color, design etc. The
establishment facing tough competition is forced to diversify this activates to capture the
market. In general diversification can be adopted for the purpose the market. In general
diversification can be adopted for the purpose of (a) utilization of idle/surplus resources, (b)

39
stabilization of sales, (c) to cope with demand fluctuations and (d) for survival of the
organization.

Due care and precautions should be taken in the formulation of diversification policy.
Proper and extensive market analysis at different levels of the quality and quantity of the
products should be done to determine the levels of profitability. This will help in selection
most appropriate diversification strategy under the prevailing circumstances.

Advantages of Diversifications are:

Increase in sales due to production of different kind of products. This also leads to
increase in volume of business.
Needs of wider section of consumer are fulfilled.
Risk minimization in the case of quick and unpredictable demand variations.
Uniform and balanced production programme can be chalked out without any
consideration of wastage by production by products.
Elimination of wastage by producing by-products

Disadvantages of Diversifications are:

Due to increase in number of operations the production process becomes quite

complicated and some times expensive.
Production Planning and control operation becomes complicated and time
consuming requiring extra Efforts.
The size and the variety of items in; the inventory increases with diversification
introducing more problems.
Worker of different types of skill and expertise are required.

Automation in Business Enterprises: The concept of automation has brought another

revolution in industrial world. This has resulted in phenomenal growth in industrial arena
by providing wide range of products with minimum cost and efforts.

Automation implies use of machines and equipments for performing physical and mental
operations in a production operation in place of human beings. Automation can be
visualized as an electronic brain with capacity of taking routine and logical decisions
connected with control and planning functions of management. Routine decisions can
belike scheduling, routing, dispatching and inspection of modifications of operations to see
that the whole system operates according to the planned strategy.

In the absence of any human intervention or activity automation can be considered as a self
regulating and controlling system. Mechanization provides the self regulating property and
performing manual operations by means of mechanized operations.

Thus automation can be defined as A system of doing work where material handling,
production process and product design are integrated through mechanization of thoughts
and to achieve a self regulating system.

In automation the machines and equipment required to perform various operations process
are sequent arranged in order of hierarchy of operations. Electronic devices are used to

40
record, store and interpretation of information at various stages of production .Machines is
used to operate other machines.

Automation can be done at various levels of the manufacturing system in parts or as a

whole. Some of the situations can be:

Handling of raw materials, semi finished goods or finished goods. Instead of doing
the work manually the operation can be done by means of trolleys, conveyer belts,
overhead cranes, lifts etc. This eliminates chances of losses due to handling and
saves valuable time.
Sophisticated, reliable and efficient machines and equipment can be used in production
process. This will ensure both quality and quantity of the product desired.
Inspection and quality control operations can be done by means of mechanical
devices. This eliminates chances of human bias and error.

Use of machines and equipment in automation ensures production of high quality

products at minimum cost. This also increases the confidence of consumers in the
product and stabilizes the demand for the product. There is a general fear that
automation leads to unemployment. But on the other hand operation of machines and
equipments in the system need highly skilled and qualified manpower. So the technical
skills of the system increase with reduction in size. It goes without saying that
automation ensures high level of efficiency and capacity utilization.

Advantages of automation are:

Better quality of goods and services,

Reduction in direct labor cost,
Effective control on operations,
Greater accuracy, more output, greater speed,
Minimization of waste,
Production planning and control is to be done in the beginning only,
Working conditions can be improved greatly since much of the work follows an
orderly path,
The waste does not come into much contact with the equipment; also the design of
the special purpose equipment is usually superior to that of general purpose
equipment. This improves overall safety considerably,
Direct and indirect costs, Inventories, Set-up times and lead times are all reduced.
The space and equipment utilization is improved,
Since the human inputs in the production are minimized, the quality is also
improved. Human beings are more erratic than machines,
Throughput time is reduced and therefore service to the customers is enhanced.

Disadvantages of automation are;

High capital investment,

High maintenance costs and requirement of labor of high caliber,
Requires highly skilled manpower,
Can create unemployment,
Scheduling and routing operations are difficult and time consuming,

41
 Restriction in designing and construction of buildings,
Larger inventories,
Continuous power supply,
Automation equipment is highly inflexible i.e. if a new product is to be introduced
the existing equipment may have to be salvaged entirely,
Any break down anywhere would lead to complete shut-down.
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3.3 PRODUCT DESIGN TOOLS
----------------------------------------------------------------------------------------------------------------
Several tools and techniques are available for efficient design and development of products.
These tools address all the stages of design and development. Some of the tools that are
available for product designers to understand customers needs and translate them into
meaningful design and manufacturing specifications, as well as some guidelines for
incorporating the manufacturing requirements at the design stage.

Understanding Customer Needs: The first step of product design and development process is
to know what exactly the product is going to be. Organizations need various methods by which
can obtain information regarding the needs of the customers. This can be by:

Market Research: In market research, target group is identified and appropriate

sampling is done within the target group. Using structured data collection methods,
such as questionnaire surveys and interviews, information is solicited from the
sample. The information is subjected to statistical and other analytical reasoning
before arriving at customers preferences and needs.
Competitive Analysis: Understanding what the existing offerings are now and how
the gaps and problems identified could be eliminated can sometimes offer valuable
inputs to the designer. One method of competitor analysis is to reverse engineer
the product. The competitors product is dismantled down to individual components
level and some detailed studies are conducted on them. These may sometimes reveal
the probable processes utilized in their manufacture such as the choice of materials
and their specifications and the relationship between these parameters and
performance. Reverse engineering is one crude method of a larger issue of
benchmarking. In case of benchmarking, the competitive product offerings are
chosen for detailed analysis. Specific parameters are chosen for the benchmarking
exercise. For example, cost, features, performance, ease in maintenance, ease of
manufacture, assembly and distribution are some of the issues on which
comparative study may be possible. Once these parameters are identified, data
collection and analysis will reveal the positioning of ones own products vis--vis
the competitors offerings. Another method for competitive analysis is to develop
perceptual maps. Perceptual maps are graphical representation of various
competitors offering and that of ones own proposed product and/or service.
Quality Function Deployment: The goal of good product design is to bring out
products that satisfy customers needs better than those of the competitions. However,
the attributes of competitor satisfaction are often qualitative in nature. On the other hand
the product design process result in a bundle of quantitative attributes pertaining to the
product. The challenge, therefore for a designer is to ensure that the transformation from
qualitative attributes to quantitative ones is smooth and complete. Quality function
deployment is a Japanese tool that helps organizations achieve this transition in a
systematic and progressive manner Quality Function Deployment

42
 achieves these transition .in four stages. The first stage links customer needs to the
design attributes required. In the second stage, the design attributes form the basis
for actions that the firm needs to take to achieve these attributes. The actions
identified at this stage are basis for third staging arriving at the specific decisions to
be implemented. In the fourth stage the implementation decisions drive the process
plan to be deployed.
Value Engineering: Value Engineering refers to a set of activities under taken to
investigate the design of components in a designing process strictly from cost-value
perspective. Typically, the design professionals brain storm various options in
conjunction with procurement, personnel, suppliers and production personnel, with
respect to the value-cost dimensions of the product being designed. Usually several
questions are addressed, which include the following: (i) Can we eliminate certain
features from design? (ii) Are there instances of over design of certain components
increasing the cost? (iii) Are there certain features of design that cost more than they
are worth? (iv) Is it possible to replace the proposed method of manufacture with
less costly ones? (v) Is it possible to outsource some of the components? (vi) Can
we eliminate some parts and replace them with standard parts? (vii) Are there
opportunities for cost cutting by developing import substitution methods?
Design for manufacturability: Design for manufacturability (DFM) is a structural
approach to ensure that manufacturing requirements and preferences are considered
fairly early in the design process without the need of extensive coordination
between the two. DFM guidelines address three sets of generic requirements:

Reducing the variety: (i) minimize the number of parts (ii) minimize subassemblies
(iii) avoid separate fasteners (iv) use standard parts when possible (v) design parts for
multi-use (vi) develop modular design (vii) use repeatable and understood processes
Reducing cost: (i) analyze failures (ii) assess value rigorously
Considering operational convenience: (i) simplify operations (ii) eliminate
adjustments (iii) avoid tools (iv) design for minimum handling (v) design for top-
down assembly (vi) design for efficient and adequate testing.
Tools for mass customization: Mass customization provides a structural set of ideas
and tools to provide high levels of customization without increasing the complexity of
planning and control operations .The various tools and techniques of mass
customization are (i) Employ some variety reduction techniques (ii) Promote modular
design, The advantage of modular design is that with fewer subassemblies (or modules)
it will be possible to create very large number of final products. (iii) Make use of the
concept of product platform. A product platform is a collection of assets
that are shared by a set of products. These assets can be components, including parts,
designs, fixtures and tools or manufacturing processes for manufacturing or assembly.
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3.4 DESIGN OF SERVICES
----------------------------------------------------------------------------------------------------------------
Design of services involve the same stages as the design of products .It begins with identifying
consumer needs and developing a service concept that fulfills the needs. When the Federal
Express saw the need for fast, dependable shipping services, they developed a new delivery
system that features private ownership, a limited range of services, and a complete pick-up-
process delivery cycle that emphasizes convenience and nationwide accessibility detailed
design of its services design. Identifying the concept led to and unique processing technologies
(including equipment, human resources, and procedures), and continues today with refinement
and redesign of services. Although the generic steps may be the same, there

43
are some significant differences between product and service design. Services that do not
include physical component do not require the engineering, testing, component analysis,
and prototype building of the product design. Further along in service design, the process
technology involves different issues and considerations than those for products, primarily
because the client or consumers are present in the conversion process.

Process technologies for services are at least as diverse, and perhaps more so, than product
process technologies. Services vary in the amount of customer contact and in the
intensiveness of labor versus capital. Service process technologies vary accordingly.
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3.5 FLEXIBLE MANUFACTURING SYSTEMS
----------------------------------------------------------------------------------------------------------------
Batch manufacturing has always had inherent limitations on account of mid-volume, mid
variety nature of manufacturing. Work- in- process levels are generally high and machine
utilization tends to be low. Job spend a high proportion of time waiting for machine to be
set up, waiting to be moved or waiting for other jobson the machines to be completed.
Batch production often requires an army of expeditors, progress chasers to keep jobs
flowing through the manufacturing facilities. In batch type manufacturing, some studies
conducted revealed that only 5 percent of the total time spent on the shops unnecessary
waiting of jobs and so on. One way to improve productivity is to use technology to obtain a
better process. These requirements could be met with the aid of computers and numerical
control techniques using the basic concepts of Flexible Manufacturing Systems (FMS)

Job shops are designed to produce a variety of products. They usually tend to have low
production rate, high manufacturing lead time, more WIP, and more inventories of finished
goods. On the other hand, flow shops are designed for mass production. Consequently, they
are less flexible to change. The change over a period of time is very high, as it involves
redesigning of template, cam switches, dies; fixtures etc. FMS is a combination of job
shopped flow in the sense that a limited variety with reasonably quick changeover time is
possible.

An FMS is a manufacturing system that actually consists of numerical control (NC)

machines connected by an automated material handling system. It is operated through
central computer control and is capable of simultaneously processing a family of parts with
low to medium demand, different process cycles and operation sequences. We can
characterize the typical features of FMS as follows:

It is an attempt to solve the production problem of mid-volume and mid variety

parts for which neither high production rate transfer lines nor highly flexible stand-
alone NC machines are suitable.
It is designed to process simultaneously several types of parts in the given mix.
It is equipped with sophisticated flexible machine tools that are capable of
processing a sequence of different parts with negligible tool change over time.
Parts are transferred from machine to machine by Computer controlled machine
handling system.
It consists of three subsystems (i) the machining system (ii) the material handling
systems (iii) the control system

44
FNS technology results in the reduction of direct and indirect labor force. With the level of
automation that is employed in the subsystem, it is possible for a worker to attend to a
group of machines in the system. The following is the role of human labor in the FMS:

loading and unloading,, tool set up, tool replacement, work piece set up off-line
Maintenance of the system, multi-task monitoring (3to8 machines)
Supervision of the overall system taking decisions using the information supplied by
the computer system.

The technologically advanced features of the FMS, in part, simplify process designs and
complexities in flow in an intermittent flow system in batch manufacturing by offering the
following flexibilities;

Machine flexibility
Process flexibility
Routing flexibility
Volume flexibility
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3.6 PROCESS DESIGN
----------------------------------------------------------------------------------------------------------------
At the product conception stage, manufacturing proposes investigates processes and concepts.
When the product concept has been finalized, the role of process management then is to
develop cost estimates, define process architecture, conduct process simulation and validate
suppliers. Concurrently with the detailed product design, process management is involved in the
designing of the process, designing and developing tooling and participating in building full-
scale prototype. At the time the product development teams are developing the prototype, the
process management teams test and try out tooling and equipment; help build second-phase; an
assembly line is a prototypes; install equipment and specify process procedures. This is
followed by building pilot units in commercial process; refining process based on pilot
experience, training personnels and verifying supply channels. Finally at the release of product,
process management has to ramp up plan to volume targets, meet targets for quality, yield and
cost. /The analytical work of process planning can be divided into two classes:

Process analysis,
Operation analysis

Process analysis: is governed by the main process decisions namely, capital/labor intensity,
outsourcing, resource flexibility and volumes. These four decision areas represent broad
strategic issues that have to decide prior to finalizing the process design. It is concerned
with the overall set of operations constituting the process. Process analysis is not directly
concerned with the content of operations constituting the process, or with the detailed
method of carrying out the operations. It comes out with recommendations for primary
(work station) and secondary equipment (accessories) required for the most effective and
efficient production of the products and work flow. The process analysis decisions are
reflected in a route sheet. A route sheet normally specifies the sequence of operations in a
process by name and numbers. A rout sheet is prepared for each component.

Operation Analysis: Once the process analysis decisions are taken management has to
determine exactly how each process will be performed. This is called operation analysis.

45
Operation analysis is concerned with the work content constituting the operation and
method of performing the work, given the resources allocated to the process. Similar to
process analysis, operation analysis generates an operation sheet. It specifies the steps and
elements of work for each operation. These are specified in a proper sequence. Together
with the route sheet and operation sheet provide all the information required to perform a
process effectively and efficiently.
----------------------------------------------------------------------------------------------------------------
3.7 TYPES OF PROCESSES
----------------------------------------------------------------------------------------------------------------
There are different ways to categorize a process. They can be categorized on the basis of
orientation, e.g. market orientation or manufacturing process; they may also be categorized
on the basis of the production methodology or customer involvement. The various typeset
processes are given below:

Processes by Market Orientation: There are four types of processes based on market
orientation:

Make to stock-The goods usually are standard, mature products. As a general rule
make to stock products compete primarily on the basis of cost and availability.
Example of such products includes most retail goods.
Assemble to order-products are standard items that are assembled from in stock
subassemblies. This allows customers to specify a wide range of options.
Make to order- are made from previously designs, but are made only after an order
has been received. Make to order products are used when the standard product is too
costly to stock, have too uncertain demand, or will deteriorate if stocked on shelf.
Engineer to order-This market orientation is used to make unique products that have
not been previously engineered, Extensive customization to suite the customers
need is possible but only if customer is willing to wait for this addition stage in the
value creation process.

Processes as production systems: A production system refers to how an organization

organizes material flow using different process technologies. There are five types of
production systems:

Projects: These are one-off projects. It is based on extensive customization that is

suited to the customers need. Many construction projects, project management
contract, shipbuilding and civil engineering projects fall in this category.
Job shop: Construction is characterized by processing of small batched of a large
number of products, most of which require a different set or sequence of processing
steps. Production equipment is mostly general purpose to meet the specific customer
orders.
Batch production: Production is in discrete parts that are repeated at regular
intervals. Such a structure is generally employed for relatively stable lines of
products, each of which is produced in medium volume.
Assembly Line: It is a mass production process. On assembly line, production
follows in a predetermined sequence of steps which are continuous rather than
discreet. The product moves from work station to workstation at a controlled rate
following the sequence needed to build the product.

46
 Continuous flow: It is common in the food processing industry, and in industries
involving undifferentiated materials. Most bulk products are manufactured using
continuous flow production; generally, on-line control and continuous system
monitoring is needed.

Cell Manufacturing (Group Technology): A cell is a self sufficient unit, in which all
operations required to make components or complete products can be carried out. It is like
mini factory within the factory, which is managed by a cell team. Cell layouts can be U-
shaped or s segment of a line allowing self organizing, multiskilled group of fewer people
to manage the operations

Flexible manufacturing systems (FMS): Already explained earlier.

Process and customer involvement: Many processes are designed keeping in mind that value
is provided by involving the customer in the delivery of the final product. The involvement may
range from self service to the customer by deciding the time and place where the service is to be
produced. Business organizations are increasingly attempting to involve their customers in the
product design by providing them different options for customization. They engage in an active
dialogue with customers using new changing technologies. Customers are increasingly
becoming partners in creating value. The customers can now decide the time and location where
the service or product is to be delivered.

Making Economic Decisions: Engineering economy is the discipline concerned with the
economic aspects of engineering. It involves the systematic evaluation of the costs and
benefits of proposed technical projects. In reality, any engineering project must be not only
physically realizable but also economically feasible. For example, Maruti Udyog has
decided that the weight of the Maruti 800 was a critical requirement of the design. How do
you choose between plastic composite and steel sheet stock for the auto body panels? The
choice of material will dictate the manufacturing process for the body panels as well as
manufacturing costs. Some may argue that because the composite body panels will be
stronger and was looking for a car that would be low cost so that it could tap the higher end
of the two-wheeler users.

It also had to take into account that:

The customer may not believe that plastics will provide a stronger body option than
steel panels, and may not be willing to pay more, and
A maintenance man may not believe that it is easy to repair composites, and
therefore repair and maintenance will cost more.

One might suggest that the above arguments are ridiculously simplistic and that common
sense would dictate choosing steel sheets for the framing material. Although the scenario is
an exaggeration, it reinforces the idea that the economic factors of a design weight heavily
in the design process, and that engineering economy is an integral part of that process,
regardless of the engineering discipline.

The focus on economic cost and engineering costs of new product development has great
importance. Each different technical solution to a problem constitutes an alternative. Each
alternative requires different level of resources to build and causes different levels of resource

47
to be expended. Thus trade-offs must be made during the design of engineered systems.
Engineering economy selects the best alternative based on design for the theme.

Why do this at all?

Why do this now?
Why do it this way?

An engineering cost analysis, in its simplest form, may be no more than a spreadsheet
listing the phases found in the product concept through product realization cycles on one
axis and identifying the many functional areas, costs, or even software tools on the other.

In its second generation form, engineering cost analysis software will approximate
the costs associated with each phase of the product development realization cycle.

In its ultimate form, the engineering cost analysis will include and improve upon all of
systems engineering's current discrete event optimization functions; but, more importantly,
it will extend forward in time to include accurate estimates for various design, material, and
process selection options. In some instances, it may also include the determination of the
optimum product concept to satisfy the intended customer's needs and cost constraints.
Figure 3.1 provides a glimpse into the various inter-connections within the operations
function that need to be taken into account in a properly designed engineering cost analysis.

Figure 3.1 Second Generation Engineering Cost Analysis

As a rule of thumb, 70 per cent of the cost of the product or service is firmed up by the time
the conceptual design has been completed. By the time the system definition is completed,
80 percent of the cost is finalized and 90 percent of the cost is firmed up before production.
For example, the geometrical shape of a part or assembly determines the subsequent
manufacturing processes by which it may be manufactured. This, in turn, limits the
materials to just those few that are suitable for those processes.

48
 Figure 3.2 Locking of Product Costs and Design.

The impact of the design process on costs shows how costs are firmed up and it will be seen
that the majority of cost reduction opportunities are lost prior to the actual production."

These decisions are difficult because there is no guarantee for success. Two out of three
new products fail after launch. Therefore, the key observations on product development
recommended by the expert committee on Bridging Design and Manufacturing set up by
the National Research Council, U.S.A., after a series of hearings from industry, in February
2003, should be of great interest:

Continue the early collaborative exploration of the lifecycle, including

manufacturing, logistics, time-phased requirements, and technology insertion.
Perform assessments based on modeling and simulation early in the development
cycle alternative system designs built, tested and operated in the computer before
critical decisions are locked in and manufacturing begins.
Wait to develop designs until requirements are understood.
Requirements are the key. Balance them early!
Once the design is drawn, the cost and weight are set.
No amount of analysis can help a bad design get stronger or cheaper.
Remember that 80percent of a product's cost is determined by the number of parts,
assembly technique, manufacturing processes, tooling approach, materials and
tolerances.

Measuring Costs and Identifying Waste: Operations Management is interested in

enhancing value. Cost reductions often translate directly into increases in value if they out
weight changes in performance. Like the other inputs to the value equation, the costs are
composed of a variety of different elements. For example, the costs relevant to the purchase
decision could include one or more of several categories.

Acquisition cost : The purchase price of a car, for instance.

Repair costs : The cost of replacing a broken part.
Maintenance costs : The cost of oil changes and tune-ups.
Operating costs : The cost of gas & tyres.
Salvage/resale costs : The cost recovered on selling a car.
Disposal costs : The cost of disposing of a wrecked car.

49
Furthermore, managers can breakdown cost to express them quantitatively or qualitatively.
A major problem in much corporate accounting system has been that the overhead costs are
precisely applied to the products that they support. Effective performance measurement
requires such products to bear its fair share of all costs incurred to create, make, sell, and
service. Direct costs pose no major problem; managers simply record all the labor, material
and other resources used by a product. However, assigning overhead costs become more
difficult. Unlike direct costs, these costs seldom vary with changes in output. Marketers
know well that people like to buy things cheaply, but do not like cheap things,

This statement describes both major attractions and the problem of emphasizing cost vas
the firms major source of value. Customers want at least the same performance for lower
cost; not simply less for less. A cost driven approach to value treats performance as a given
and focuses on reducing cost. For example, this approach has been successful in Bajaj Auto.
It has been successful in inculcating a concept in its workforce of lower costs means better
quality. The firm should be able to measure customer satisfaction, to evaluate customer
service costs.

It is cheaper to keep a good customer happy than to win one of your competitors good
customer. Customer satisfaction can be measured by the use of the concept of lifetime value of a
customer, which is an estimate of the stream of income a firm can expect to receive from a
satisfied good customer. This is a useful concept in that, like value, it forces all within a system
to focus on keeping customers satisfied and coming back. Operations management system must
examine both the product it is selling and the processes it uses to deliver and service the
product, to achieve this objective. It should identify product features that customers do not value
highly or processes or parts of processes that contribute unnecessarily to cost. Activities that do
not add value are waste, if they dont support activities. Unnecessary product features they dont
add value are wastethese need to be eliminated.

Using a waste reduction approach helps reduce the excessive emphasis on cost reduction.
Cost reduction programs that ignore the negative effects on lead time, flexibility and quality
will not enhance a firms competitiveness in the long run. For example, affirm that uses
cheaper material that reduce the quality to lower costs may save money in the short ten.
However, over the long haul, they reduce the ability of the firm to deliver a product
consumer value. They may buy the product once, but not thereafter.

New Product Development and Economic Cost: The design of a system or product
involves the principal task of evolving a form that can support the functions required by the
system or product. The design must be optimized with regard to cost, technical
requirements and value consideration of the customer. The challenge is to use resources
wisely. This has given rise to a number of techniques and created a number of tools that are
being practiced in industries , focused to provide the greatest value of the product to the
consumers and optimize the production process and capacity, Of the various techniques
developed , the best known are the following;

Design for Manufacturability /Design for X

Value Engineering /Value Analysis

Both these techniques have been discussed elsewhere in this course pack, but to make the
concept clear in the new product development both the techniques are discussed here;

50
Design for Manufacturability (DFM)

DFM is the process of designing a product for efficient production while

maintaining the higher level of quality
It is intended to avoid more complex and expensive product design to simplify
assembly operations.

Figure 3.3: The DFM process

The flow chart for DLM process is given in Figure 3.3. Some guidelines to determine
whether the design is good enough are given below;

Minimize the number of parts.

Develop a modular design
Design parts for multi use
Avoid separate fasteners
Eliminate adjustments
Design for top down s\assembly
Design for minimum handling
Avoid tools
Minimize subassemblies
Use standard parts when possible
Simplify operations
Design for efficient and adequate testing
Use repeatable and understood processes.
Analyze failures
Rigorously assess value

DFM is a team based approach that involves everyone associated with the development
process. DFXDesign for X DFX is a special case of DFM, where a certain area say X is
selected for attention. Improvement in Xare proposed after detailed analysis of the process
by a team of cross functional experts. The performance measures are established and items

51
are identified that will simplify the process and at the same time provide value to the
customer.

An example is of Escorts Ltd. a company that was making heating elements for electrical
kettles. The holder that screwed on the element to the kettle was made of casting. The
casting had to be pre-machined, sized, cut and turned before it was ready for threading. The
technical requirements were not critical, as the function of the part was to protect the
consumer from the contact with electrical contacts and guide the external socket to the
corresponding part of the heating element. Standard tube was found that met the
dimensional requirements for the component. This greatly simplified the process, avoided a
number of operations. Reduced the number of parts, and also reduced costs

Value Analysis / Value Engineering: What provides value to the product? A way to
consider the customers view in designing products is by analyzing the value they see in the
end product. It is important that the value is designed into the products. Value Engineering
is an organized creative technique directed at analyzing for the functions of a product,
service or system with all the requirements, which comprises its value. Such as
performance, reliability, maintainability, appearance etc. Value, in general, is defined as the
ratio of the function and cost. It reflects what the product, service or system accomplishes
and at what cost. Thus;

Value= Function / Cost

Where function is expressed as units of performance and Cost is expressed as a

monetary unit. Value engineering is used as a generic term and generally includes value
analysis. The purpose of both value analyses (VA) and value engineering (VE) is to
simplify products and processes. VA specifically deals with products already in production
and is a cost reduction technique. It is used to analyze product specifications as shown in
production documents to achieve similar or better performance at a lower cost while
maintaining all functional requirements defined by the customer. Value engineering is
performed before the production stage and is considered a cost avoidance method.

Value engineering starts with the classification and identification of a product, service or
system. The function of a product, service or system is identified. Each function is
evaluated and compared. The process involved in value engineering is as follows:

Step 1: Identify each of the functions of the product or service and list them down.
Step 2: Give a weight to the importance of each function, such that the total of the
weights come to step 1, rearrange the functions on the basis of their importance.
Step 3: Identify each of the components in the product or service and list its function
Step 4: The functions of components have to be related to the product and the
function of the product. Each component will have to given weight to show how it
contributes to the function of the product or service. There may be some components
that have more than one function. This should be taken into account
Step 5: Identify the cost of each component and convert it to a weight corresponding
to the total cost so that the total of the weights does not exceed 1, just as in step 2.
Step 6: Compare the weights of the functions with the weights of the costs of each
component
Step 7: Identify those components where the ratio of Function / Cost is low.

52
The VA/VE analysis approach involves taking these identified components and
brainstorming with such question as;

Does the item have any design features that are not necessary?
Can two or more parts be combined into one?
How can we cut down the weight?
Are there nonstandard parts that can be eliminated?
----------------------------------------------------------------------------------------------------------------
3.8 MODERN PRODUCTION TECHNOLOGIES
----------------------------------------------------------------------------------------------------------------
Manufacturing management practices have undergone significant evolution during the
th
course of 20 century. The culmination of these is the guiding principle of excellence in
manufacturing. The oil crises in 1973 followed by recession affected governments,
businesses and business world over. By 1974, Japans economy had collapsed to a state of
zero growth and many companies were suffering. But at Toyota Motor Company, although
profits suffered, greater earnings were sustained in 1975, 1976 and 1977 than at other
companies. The widening gap between it and other companies was because the production
system followed at Toyota was different from conventional production systems which were
followed in other companies. This has now been popularly known as Toyota Production
System (TPS). The basis of Toyota Production system is the absolute elimination of waste.
The two pillars needed to support the system are:

just in- time

Autonomation or automation with human touch.

Just-in-time means that, in a flow process, the right parts needed in assembly reach the
assembly line at the time they are needed and only in the amount needed. A company
establishing this flow throughout can approach zero inventory. From the standpoint of
production management, this is an ideal state. However, with a product made of thousands
of parts, like the automobile, the number of processes involved is enormous. Obviously, it
is extremely difficult to apply just-in-time to the production plan of every process in an
orderly way. The earlier investment in Toyota Production System (TPS) was mostly in the
areas of quality. A very body of knowledge, tools, techniques and special procedures were
developed to effectively address the quality-cost trade off.

The core philosophy of JIT is to provide an organizational framework to continuously reveal

opportunities for elimination of non-value added activities IT systems have brought to the
limelight the distinction between value-added and non-value added activities . If due to poor
design of the factory layout, jobs travel a few kilometers before being converted into saleable
products, customers may not be interested in paying for the excess transportation. Just in time
requires a great deal of organizational discipline J IT requires not only changes in the way a
company handles its inventory but also changes in its culture. JIT is a manufacturing system
whose goal is to optimize processes and procedures by continuously pursuing waste reduction.
The following seven types of waste identified by Shigeo Shingo are as follows:

Waste of overproduction
Waste of waiting
Waste of transportation
Waste of processing itself

53
 Waste of stocks
Waste of motion
Waste of making defective products

These seven wastes are targets for reduction through continuous improvement in the
production system.

Maintenance Planning and Control: Equipment is an important resource which is

constantly used for adding value to products. So, it must be kept at the best operating
condition. Otherwise there will be excessive down time and also interruption of production
if it is used in a mass production line. Poor working of equipment s will lead to quality
related problems. Hence it is an absolute necessity to maintain the equipment in good
operating conditions with economical costs. Hence, we need an integrated approach to
minimize the cost of maintenance. Maintenance is any action that restores failed units to an
operational condition or retains non failed units in an operational state or an activity carried
out for any equipment or asset to ensure its reliability to perform its functions. The
objectives of maintenance are to maintain equipments and facilities in such conditions that:

They give trouble free service and output at rated capacity.

Safety is ensured.
Down time is minimized.
The cost of operations and maintenance is minimized.

The maintenance function plays a supporting role to effective operations. It ensures that the
equipment is able to maintain quality standards, as well as the quantitative and cost
standards of outputs.

Maintenance activity can be classified into four types;

,Break down Maintenance

Preventive Maintenance
Predictive Maintenance
Proactive Maintenance

Breakdown maintenance is totally reactive maintenance is only activated on breakdowns.

The goal of corrective or breakdown maintenance is

To restore the faulty equipment to a healthy operating state as promptly as possible,

To do this in as cost effective manner

Preventive maintenance (PM) is the periodical inspection and service activities which are
aimed to detect potential failures and perform minor adjustment in repairs which will
prevent major operating problems in future.

Predictive maintenance depends on the ability to measure asset health and extrapolate this
information in order to predict the moment that the assets will fail to fulfill the function. It
is condition based approach to maintenance.

54
Proactive maintenance concentrates on its monitoring and correction of root causes to
equipment failures. This strategy is designed to extend the useful age of the equipment to
reach the wear-out stage by adaptation to high level of operating precision.
----------------------------------------------------------------------------------------------------------------
3.9 PROCESS RE ENGINEERING
----------------------------------------------------------------------------------------------------------------
Re engineering is the fundamental rethinking and radical redesign of the process. Reengineering
is about reinvention, rather than incremental improvement. Reengineering relies on a different
school of thought than does continuous improvement. In the extreme, reengineering assumes
that the current process is irrelevant-it doesnt work,. Its broke, forget it. Start over. Such a
clean slate perspective enables the designers to focus on a new process.

Michael Hammer and James Champy had suggested seven principles of reengineering to
streamline the work process and thereby achieve significant levels of improvement in
quality, time management and cost:

Organize around outcomes, not tasks,

Identify all the processes in an organization and prioritize them in order of redesign
urgency,
Integrate information processing work into the real work that produces the
information,
Treat geographically dispersed resources as though they were centralized,
Link parallel activities in the workflow instead of just integrating their results,
Put the decision point where the work is performed and build control into the process,
Capture information once and at the source.

Companies can determine which business processes need to be reengineered by working

backwards from the customer to determine how best to meet the customer needs. The
company needs to believe that in order to survive; it is going to have better and better at
delivering quality products to customers.

Introduction of new materials, the advent of new machines and tooling and the improvement of
processing and handling methods are more or less continuous phenomenon. These changes can
result in improved processing, cost reduction and improvements in productivity. They can pay
big dividends if incorporated in ongoing process. Michael Hammer and James Champy in their
book Reengineering the Corporation, observed this phenomenon.

They promoted the idea that sometimes radical redesign and reorganization of an enterprise
was necessary to lower costs and increase quality of service. Organizations must pay
attention to all avocets of their operations, including people, products, processes and
materials. They should co duct an assessment and planning step that results in an action
plan designed to achieve breakthrough performance improvement in cycle time, quality and
cost, and customer satisfaction.

55
----------------------------------------------------------------------------------------------------------------
3.10 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------
1. Discuss the concept of product development. Explain various steps in product
development.
1. Explain with examples the various design tools used while designing.
2. How is design of services different from design of product s?
3. Discuss the advantages and disadvantages of flexible manufacturing systems.
4. Name some types of the processes.
5. Explain the concept of Toyota Production System.
6. What is process reengineering, explain the advantages of reengineering?

56
----------------------------------------------------------------------------------------------------------------
CAPACITY DESIGN
----------------------------------------------------------------------------------------------------------------
Structure
4.1 Introduction

4.2 Capacity Management

4.3 Economies and Diseconomies of scale and Learning Curve

4.4 Capacity Strategies

4.5 Decision Trees

4.6 Review Questions

----------------------------------------------------------------------------------------------------------------
4.1 INTRODUCTION
----------------------------------------------------------------------------------------------------------------
The creation of capacity means committing financial and other resources to it mostly on
substantial basis. It is an investment decision. It brings out the operational strategy of an
organization. In services of organizations, it means creation of more space, furniture, and
other accessories and equipment. Planning for capacity is in response to the future growth
and expansion plans, market trends, sales forecasting, multiple scenario analysis and our
policy towards risk capacity planning decisions has to decide a centralized capacity at one
geographical location or decentralized decision of plants at several locations, Some other
considerations also affect capacity decisions. How to tide over a temporary deficient in
capacity by operating additional shifts giving over-time or holiday work? How best we
should satisfy the market demand either the demand to be fully met or can we allow some
lost sales? All these factors are a part of capacity planning.

What is Capacity? A dictionary meaning of Capacity is the ability to hold, receive, store, or
accommodate. The capacity is also defined as the maximum output of a system in a given
period of time under ideal conditions. Thus the annual capacity of Bajaj is seven lacs scooters
currently. It means the production is limited to this productive capacity over a period of time,
here a year. The capacity however is subject to the intensiveness of use of the facilities. Imagine
a transformation process having many sub processes, each of these interlinked. Here capacitys
is determined by the capacity of that sub process which produces the least. If we want to
upgrade the capacity, we can do so by balancing the equipment to create a better balance
amongst the processes. The concept of capacity is thus invariably connected with the weakest
link in the chain. This means that even when the capacity is fully utilized in terms of definition
of capacity, there may be individual processes that may remain underutilized
----------------------------------------------------------------------------------------------------------------
4.2 CAPACITY MANAGEMENT
----------------------------------------------------------------------------------------------------------------
Management of capacity basically involves capacity planning, balance between various
issues against economic advantages and disadvantages and its proper utilization_, before
discussing the planning and management of capacity let understand the process of
measurement of capacity.

57
Process of Measurement of Capacity: To estimate capacity one should first select a
yardstick to measure it. The first major task in capacity measurement is to define the unit of
output. In some cases, the choice is obvious, for example. RIL set up capacity to
manufacture250, 000MT of polypropylene and 160,000MT of polyethylene at Hazira plant.
This measures the output of end products. Another example is megawatt-hours of electricity
for a power generation utility. Finding a yardstick to estimate capacity is more difficult in
many service industries where there is no uniform product on which the measurements can
be based, e.g. , airlines, hospitals, restaurants etc. However, measures can be devised to
assess capacity. For example, airlines can use seat-mileage as a measure of capacity. A
hospital can measure capacity as bed-days each year. In a restaurant, this might be the
number of customers that can be handled per day.

In a process focused facility, capacity is often determined by some measure of size, such as
number of in a hospital, seating capacity in a restaurant, etc. In repetitive process, the
number of units assembled per shift, such as number of refrigerators may be the criterion
for capacity. And in product focused facility, such as TISCO, tones of steel produced per
shift may be the measure of capacity.

Whatever the measure, the capacity decision is critical to the management of an

organization because every thing from cost to customer service is measured on the basis of
capacity of the process, once the capacity is determined. In general, capacity can be
expressed in one of the two ways:

Output measures
Input measures

Output measures are the usual choice for high volume processes. Maruti was set up to
manufacture 100.000 passenger cars per year. This type of capacity measurement needs to
be taken with some caution. The Maruti plant produces many types of vehicles on a single
plant. As the man-hours required producing the different models are not identical. Maruti
may be able to manufacture 125,000 vehicles if it only produced Maruti 800, 110,000
vehicles if it produced the Omni and 85,000vehicles if only produced Gypsy. The 100,000
number is an average number to make the capacity measurement easy.

As the amount of customization and variety in the product mix increase, output-based
capacity measures become less useful. Output measures are best utilized when the firm
provides a relatively a small number of standardized products and services, or when such
measures are applied to individual processes within the overall firm.

Let us take another example. We could say that a plastic goods unit turns out plastic goods.
Can we, therefore unambiguously make a statement of the capacity as the weight of the
processed output or number of plastic goods unit period. Though, the capacity of plastic
unit can be expressed as weight of plastic processed, it would not be accurate because the
number will differ according to the mix of products being made. A change in product mix
will usually mean a change in capacity also. Also, as there are a variety of plastic goods,
coming in different shapes and sizes, the number may not be a good measure. Finally, the
decision has to be based on judgment or industry practice

Input Measures are generally used for low volumes, flexible processes, For example, in a
machine shop; capacity can be measured in machine hours or number of machines, Demand,

58
which invariably is expressed as an output rate, must be converted to an input measure.
This conversion is required to compare demand requirements and capacity on an equivalent
basis. Capacity then may be measured in terms of inputs or outputs of the conversion
process. However converting demand into output measures may be quite difficult .In a
general business sense, capacity is most frequently viewed as the amount of output that a
system is capable of achieving over a specific period of time.

Capacity Planning: One of the functions of capacity management is capacity planning.

Capacity planning is the study of the level of capacity the organization provides at each
stage of production, or service delivery system to meet its objectives. Capacity planning is a
long term strategic decision that establishes a firms overall level of resources. The
decisions are strategic because they often commit the resources of the organization for long
periods .For example, Reliances decision to put up an ethylene cracker required an
investment of hundred of crores of rupees. Similarly, large investments are required to build
a refinery, or a caustic soda plant. As these expenditures are usually for fixed assets (plant
and equipment) they are extensive to sustain or even more expensive to change. Capacity
decisions affect product lead times customer responsiveness, operating cost and firms
ability to compete effectively with the competitors. They also impact the survival of the
firm; too much capacity can result in low return on assets, low morale, damaging lay -offs
and facility closures (which are often expensive); while too little capacity can result in lost
sales; , high operating cost and result in erosion of customer loyalty. From the economic
point of view, capacity planning is focused on the level of capacity that we provide at each
stage of production or service delivery systems. It relates to planning decisions on total
assets employed by the firm. The management should invest in assets up to the point that
marginal efficiency or productivity of capital employed equals interest rate.

Time Horizon in Capacity Planning: Capacity planning issues vary markedly with
respect to the time horizon in which the decisions are made. It is useful to divide the time
horizon into long-term, medium term and short-term to understand the nature of issues to
be addressed with respect to capacity planning in table 9.1 illustrates the salient features of
capacity planning under the three time horizons.

In the long term, the emphasis in capacity planning is on making the right amount of
capacity available to meet the projected growth. Typically, organizations initially make a
certain investment of capacity. However, as operations stabilize and market share increases,
firms need to take decisions in advance to plan for augmenting capacity.

These options differ in the amount of additional capacity that is brought into the system and
the cost and technological aspects of capacity build-up. De-bottlenecking is a commonly
employed method in process industries as it is easy to identify the flow and bottleneck
points in the system.

Capital budgeting exercises are an integral part of the decision making process at this
stage Further, addition in capacity is likely to shift the breakeven points as fixed costs in the
system go up. Therefore, it is also common for management accounting professionals to
work on the breakeven points as fixed costs in the system go up. Therefore, it is also
common for management accounting professionals to work on the breakeven impact of
capacity augmentation decisions. Operations and maintenance personal plan in advance for
the installation of additional capacity and dovetailing the new equipment with the existing
system.

59
Nine sources of waste: The Japanese concept to the sum of work and waste is a simple yet
powerful method for capacity management. A manufacture of auto components has a
hydraulic system that contains master cylinders. The master cylinder is manufactured using
as set of six machines. The installed capacity of the master cylinder manufacturing facility
was 32,000 per month. However, for a variety of reasons, the maximum production
achieved was in the range of 70-75 % of the installed capacity.

A study was initiated to understand how capacity realization could be improved without any
major investment in additional machines. The underlying philosophy behind the exercises was
to estimate the various sources source of waste, as proposed by the canon productivity system.
The table below shows some of the findings and major sources of waste.

The study highlighted two major areas of waste: materials and equipments usage. The waste
due to start-up also pertains to equipments usage. Based on this study, additional studies
were initiated to understand the nature of wastages pertaining to use of the equipment. The
study showed how poor planning of operations and very long set up times were resulting in
high idle time of the machines. The maximum set up time was found to be 16 hours, which
converted the machine into the bottleneck.

SOURCES OF WASTE AMOUNT (RS. LACS)

Waste due to human resources 19.55
Waste due to materials 215.27
Waste due to operations 14.71
Waste due to start up 52.35
Waste due to equipment 126.96
Total of the above 430.84
Divisional turnover 1359.03
Waste as a percentage 31.70%

Set up time reduction exercises were carried out on the bottleneck machine as well as on
the other machines. After a two months study and implementation of simple improvements
in equipments usage and set up time procedures , the maximum set up time came down to
less than 3 hours . As a result of these efforts, the actual production of master cylinders shot
up to nearly 90% of the installed capacity. This experiment clearly established the
usefulness of the simple yet a profound equation capacity = work +waste

In the medium term , the focus in capacity planning shifts to balancing available capacity
with demand .In the medium term ,firms have some opportunities for limited capacity
augmentation by increasing the usage of existing capacity through overtime and
introduction of an additional shift . Further, by sub contraction part of the work to outside
vendors, some capacity inadequacies can be handled on a temporary basis. It is also
possible for firms to modify the demand by shifting it from a peak period to a non-peak
period .Several methods is available for capacity planning using the above options. These
methods are often as aggregate production planning.

Capacity planning in the short-run is very different from the other two that we discussed above.
In the short-run, the maximum available capacity is fixed. Therefore, the capacity planning
exercise in confined to making effective use of the available capacity planning methods do not
lead to keeping the capacity idle. The focus in capacity planning in the short-

60
run is no maximizing resource availability and efficient use of the resources. Several
operations management tools are available to manage capacity in the short-run. These
include planning and scheduling methods and maintenance management methods. Waiting
line models are a generic class of tools used to analyze capacity issues in both service and
manufacturing firms. Similarly, a detailed analysis of the impact of capacity on the working
of the system can also be studied using simulation modeling of the system.

Capacity Planning Framework: A capacity planning exercise is initiated in response to

several scenarios that an organization faces from time to time. However, two of these are more
common. First is the changing market condition leading to an increase in demand of the
products and services that a firm offers? Due to increased demand, the capacity becomes
inadequate and calls for a detailed computation of the new requirement. Moreover, since
capacity additions are done over longer intervals, an estimate of the future capacity planning
exercise is the strategic decision taken with respect to introduction of new products and new
markets. In this situation also there is a need to revisit the capacity issue.

Irrespective of the context a capacity planning framework consists of three important steps
(figure 4.2.1). First, a careful estimation of the current and future capacity requirements is
to be made. Once the capacity requirements are known, it becomes relatively easy to
perform detailed computations and identify bottleneck points in the system. This constitutes
the second step. In the final step, available alternatives are to be enumerated as well as some
of the tools and techniques to be used, to evaluate the alternatives and select the best one.
All these steps are described in details below.

Estimate the capacity

requirements for the
planning horizon

Compute the available

capacity and identify
quantum of capacity to
be augmented
Identify available
alternatives and select
the best one for capacity
augmentation

Fig. 4.1 Capacity Planning Framework

Estimating Total Requirement:-Estimation of capacity requirements begins with inputs from a

forecasting exercise if the intent of the capacity planning exercise is to respond to imminent and
future growth projections in the market. There are several techniques available for forecasting,
which an organization can use to estimate the end product or the service offered. Capacity
planning exercises typically make use of medium term and long term demand projection
methods. These exercises use past data collected at the end user level and systematically
aggregated in the hierarchy before being analyzed and projected into the

61
future. Once the projections for the end product sales are forecast, then detailed capacity
computations can be done at individual facilities in the plant. On the other hand, estimation
of capacity requirements can also be in response to some targeted capacity build up in the
factory. For example, the medium voltage circuit breakers manufacturing facility of ABB at
Nasik decided to increase the capacity of its plant by 1997. In this case, the capacity
requirements are computed to meet the revised target.

Once the end product requirements are estimated using appropriate techniques, estimating
capacity requirements and matching them with the availability calls for detailed computations at
the individual resource or division level. Labor and machines are the two major resources for
which capacity planning is required. Therefore, capacity calculations are done on the basis of
man hour and machine hour requirements per unit of product manufactured.

Estimating Labor and Machine Requirements: The computation of the labor

requirements depends on two major factors, the amount of standard labor hours required
per unit of the product and the efficiency of the labor. Let the

Projected demand per unit time during the planning horizon =D

Standard labor hours required per unit of product =SL
Efficiency of labor =EL

D x SLEquation 1
Then the capacity requirements (labor) = EL
Although the above computation appears simple, in reality, estimating S L and EL has
certain operational difficulties. The standard labor hours are supposed to be established by a
standard setting routine in every organization. This will call for studying each and every
process, estimating normal allowances and incorporating them. Further, as the process is
put into practice, some assumptions are required about the efficiency of the workers. The
efficiency is likely to be somewhat low during the initial stages. However, as the employees
experience learning curve effects, the efficiency of the process improves, thereby calling for
a revision of these standard labor hours. Despite this, revisions are not done as frequently as
the process warrants. This is because the earning potential of the employees is inextricably
linked to standard hours and efficiency assumptions. By keeping the standards loose and
efficiencies low, it is possible for some workers to earn productivity bonus even for normal
work. Due to these reasons, in a vast majority of industrial organizations, S L and EL have
an industrial relations angle as well. In recent years, however, the notion of productivity and
the manner in which employees are rewarded for good performances in productivity are not
linked to these issues.

Operations managers need to be aware of these limitations while making a judicious choice
of these parameters.

One can use a similar expression for computing the machine requirements by using the
subscript "M" in the place of "L".
D x SM Equation 2
Capacity requirement (Machine) = EM

62
Example: A manufacturer of medium voltage circuit breakers is planning for a capacity
build up of 8 cubicles and 13 circuit breakers per day. A year is made of 305 working days.
The fabrication division is responsible for manufacturing metal sheet components that are
welded to host the circuit breakers inside the cubicle. The components are painted after
welding. While the fabrication uses a CNC Turret press, painting is a manual job. The
standard time required at the CNC turret press for fabricating a cubicle is 150 minutes and
the time for the breaker housing is 36 minutes. A cubicle requires 43 square meters of area
to be painted and breaker housing requires 2.60 square metres of painting. The standard
time required to paint one square to paint one square metre of area is 18 minutes. The
machines work at 80 percent efficiency and the manual labour works at 90 percent
efficiency. Using the above data, computer the labour hour and machine hour requirements.

Solution: Capacity planning is done for the planning horizon. In our example, the basic
data for the problem pertains to the planning horizon. The table below summarizes the data
for further computations.

Since the demand during the planning horizon is the basis for computing the capacity
requirement, we compute the demand using the data. Since eight cubicles are to be
manufactured per day, in a year the required capacity is to fabricate 2440 (8 x 305 = 2440)
cubicles. The table below shows the computation.

Planning horizon 1 Year

Number of working days in a 305
year

Cubicles Breaker housing

Number per day 8 13
Demand per annum 2440 3965

The standard time for fabricating one unit of cubicle and breaker housing are available.
Also known is the efficiency of the machine. Using equation 2 we can therefore compute
the machine hours required. The table below has the computations.

Machine hour calculations

Efficiency of CNC Turret Press 80%
Cubicles Breaker Total
housing
Machine hours required per unit 2.50 0.60
Machine hours required per 7,625.00 2,973.75 10,598.
annum 75

One can use equation 1 to compute the labour hours required in a similar manner. The table
below shows the details of the computation.

63
 Labor hour calculations
Efficiency of the workers 90%
Standard man hours for 0.30
painting 1sq.m
Cubicles Breaker housing Total
Square meters of area to be 43.00 2.60
painted per unit
Total area to be painted 104,920.00 10,309.00 115,229.00
during one year (sq.m)
Labour hours required per 34,973.33 3,436.33 38,409.67
annum

Computing Capacity Availability: Once the capacity required is computed, one can
estimate how much is already available in the system. By performing this computation and
comparing with the requirements, one can identify the gaps or excess capacity available for
each resource in question. The comparison of the available with the requirement serves
several important purposes in a capacity planning exercise. Some of these worth
mentioning are:-

The comparison provides a basis to understand the comparison provides a basis to

understand the consequence of the capacity expansion initiative to the operations
manager.
It helps to separate the resources into those with adequate capacity and insufficient
capacity and help focus on the latter category for problem solving.
It provides impetus for process plan changes and improvements for uncovering
waste, and thereby discovering more capacity at some of the bottlenecks.
Finally, it helps the manager to draw out capital budgeting and investment
requirements of the capacity expansion initiative.

Availability of capacity in a system is a function of two parameters. One is the system

availability and the second is the resource availability. System availability is a function of
the number of working days and the number of hours per day. The number of hours in a day
depends on operating policies pertaining to the number of shifts and overtime practices.
Resource availability is a function of maintenance schedules and breakdown behavior of the
resource (in the case of machines) and absenteeism (in the case of labour). Based on these,
the capacity available in the system can be computed. The relevant computational details
are as follows:

System availability
Number of working days in the planning horizon : Nd
Number of working hours per day : h
System availability (hours) = Nd x h
Resource availability'
Number of machines available : Nm
Machine: Time lost in breakdowns and maintenance = b%
Number of workers available : NL
Number of workers available : a%
64
Capacity available in the system
Machine : Nd x h x Nm x (1-b/100)
Labour : Nd x h x NL x (1-a/100)
Example: Consider the fabrications shop. Referred in this previous example. Suppose the
factory works on a two-shift basis with six workers in the paint shop. There is only one
CNC turret press currently available. Suppose prior data shows that the equipment at the
shop has a downtime of 12 percent and the absenteeism rate of the employees is 5 percent,
assess the impact of the capacity expansion initiative in the plant.

Solution: The capacity requirements have already been computed in the previous example.
They are as follows:-

Labour hours required at the paint shop : 38,409.67

Machine hours required at CNC Turret press facility: 10,598.75

Now let us compute the available capacity using equation 4.1.3. Table relevant
computations are in the table below:

Number of days in the planning horizon 305

Number of working hours per day 16

System availability (hours) 4880

Number of turret presses available 1

Percent of time lost in breakdown & maintenance 12%

Capacity of CNC turret press available (hours) 4,294.40

Number of workers in the paint shop 6

Percent of time lost in absenteeism 5%

Total labour hours available 27,816.00

Comparison of Availability and Requirement: The table below shows the comparison
between requirement and availability for the CNC Turret press and the labour in the paint
shop. Since there is only 72 percent of the total requirement available in the paint shop,
cubicles and breaker housing can be fabricated only to that extent (as shown in the table).
Clearly, there is insufficient capacity in both these cases.

65
 Capacity Scenario (Hours)
Requirement Availability Excess Availabilit
(Deficits) y (% of
reqt.)
Labour in paint shop 38,409.67 27,816.00 (10,593.67) 72%
CNC Turret press 10,598.75 4,294.40 (6,304.35) 41%

Present production Paint shop Fabrication

capacity
Cubicles / day 5.79 3.24
Breaker Housings/day 9.41 5.27

The firm needs to explore methods for augmenting this capacity to meet the revised
capacity expansion initiative. One direct method is to compute the number of additional
machines and labour required to meet the shortfall. Using the data already available, we can
compute the number of additional hours that one can augment by adding one unit of labor
on the machine. For example, one more worker will bring 4636 hours of work (305 days x
16 hours/day x 95 percent attendance). Using this information the number of additional
machines and workers can be computed as shown in the table below.

Number of hours of capacity added by one worker 4,636.00

Number of hours of capacity added by one CNC Turret Press 4,294.40
Additional workers required in the paint shop 2.29=3
Additional CNC Turret presses required 1.47=2

Process Mapping and Capacity Analysis

What we have seen above is a detailed computation of the capacity requirement for a
particular machine in the fabrication shop and the paint shop of the factory. However, the
capacity of the fabrication shop is a function of the capacity of alternative resources
available in the shop. Therefore, in order to understand the capacity of one stage of the
production system (for example the paint shop) we need to understand the manner and the
extent to which the available resources are utilized in manufacturing. One can obtain this
information from a process mapping exercise. By process mapping, we mean a
representation of all the available resources, the patterns and the extent to which each of
these resources is being used. Using this information, we can compute the capacity of each
resource available in the shop and the limiting capacity for the entire shop.

The process mapping exercise can be done at any level of abstraction and capacity implications
are analyzed at that level of abstraction. Continuing with our example, the entire hierarchy of
capacity computation could be graphically illustrated as in shown Figure 4.2.

We will consider an example to understand the capacity issues stemming from a process
mapping exercise.

66
 First Fabrication Paint Electrical Assembly
operation shop shop & wiring & testing

Shearing Pressing Welding

unit unit unit

Hydraulic
press
CNC Turret NC Press Denotes bottleneck
press brake in the process

63 tonne
ECC
press

Fig. 4.2: Hierarchies in Capacity Estimation Exercise

Example: A product is manufactured in a shop using a five-stage process. The first step in
the process is to cut the sheet metal to required shapes and sizes using a shearing process.
After the shearing process, the components are subjected to pressing operations to alter the
shape of the flat sheet as per the design. In the third stage of the process, welding is done to
join the components. The next step in the process is a painting operation. After painting, the
components are packed and kept ready for dispatch. The time taken for each of these
operations is 20, 30, 15 and 6 minutes respectively. Presently, each stage has only one
machine for operation. Map the process and analyze the capacity with respect to the
following scenarios.

If the shop works on an 8-hour shift with an effective available time of 450
minutes, what is the production capacity of the shop?
Where is the bottleneck in the system? If we want to add one machine, where
should we make the investment?
Identify the additional capacity required for a daily production target of 25 units.
Compute the utilization of the machines as per the revised capacity calculations.
What are the key inferences of this exercise?

Solution: Based on the description given above, one can map the process and identify the
extent of time the resources will be used at each stage of the process for manufacturing. The
figures below have the process map. The numbers in parentheses denote the time required
at each stage.

67
 Shearing Pressing Welding Painting Packing
(20 minutes) (30 minutes) (15 minutes) (12 minutes) (6 minutes)

These timings can be translated into production capacities by dividing the total available
time per shift with the required time at each stage. The production capacities are:

Shearing : 450/20 = 22.50

Pressing : 450/30 = 15.00
Welding : 450/15 = 30.00
Painting : 450/12 = 37.50
Packing : 450/6 = 75.00

The smallest number in the above calculation limits the production capacity for the shop.
Therefore, the current production capacity is 15 units per day.

The slowest process is the bottleneck in the system and it dictates the production capacity.
Therefore, it is prudent to channelize the investment at the bottleneck process. By adding
one more machine, the situation changes as follows:

Pressing
(30 minutes)
Shearing Welding Painting Packing
(20 minutes) (15 minutes) (12 minutes) (6 minutes)

Pressing
(30 minutes)

Since two machines are available at the pressing stage, the effective time per unit will now
be 15 minutes. Therefore, the bottleneck now shifts to shearing and the revised production
capacity will be 22.50 units a day.

The production target is now 25 per day. Since a day has 450 units, the maximum time that
the process can take at each stage is 18 minutes. The packing, painting and welding sections
have timings less than 15 minutes. Therefore, they do not need any more investment in
capacity. By adding one more machine at the pressing stage, the effective time will be less
than 18 minutes. Similarly, by adding one more machine at the shearing stage, the effective
time will be 10 minutes. Using equation 4.1.3, the capacity utilization for the machines are
as follows:

68
 Daily production x process time
Utilization of shearing = number of machines x available time
25 x 20

= 2 x 450 = 55.56%
25 x 30

Utilization of pressing = 2 x 450 = 83.33%

25 x 15

Utilization of welding = 1 x 450 = 83.33%

25 x 12

Utilization of painting = 1 x 450 = 66.67%

25 x 6

Utilization of packing = 1 x 450 = 33.33%

Key inferences: Computation of individual capacity availability and requirement is an

important and the first step in the capacity planning exercise. The value of this exercise lies
in our ability to use this information to identify bottlenecks. A process mapping exercise
will help us achieve this objective. The utilization of the shearing process has dropped to 56
percent due to the addition of a machine. Clearly, addition of one more unit of resource may
not always be the best always be the best solution.

Alternatives for Capacity Augmentation: The previous example pointed out the need for
looking at alternative methods for capacity augmentation during a capacity planning exercise.
The straightforward option is to add more units of resource. Although it is simple from an
operational decision making point of view, in reality the implications, could be far too many.
The cost of the resource in question, the utilization of the resource and the ease of
implementation of the capacity expansion plan are some of the issues that will influence the
choice of this option. Moreover, as more and more units of resources are added, it may
significantly impact the long term operational costs of the system. For example, if several new
workers are added, then the cost of the system increases not merely in terms of salary but also
in terms of support costs, benefits, health and post-retirement provisions. Similarly, as more
machines are added, equipment maintenance costs will go up in the long run. Furthermore, if
the resource in question is very expensive and the utilization of resource is likely to be low, it is
very unattractive and operations managers should look of other options.

Waste Elimination: One method to increase the capacity of the resources in the system is to
employ Japanese methods of resources planning and management, as described earlier in the
chapter. In a nutshell, it is for the operations manager to make use of eq1uation 4.1.3 and
progressively uncover capacity from the system by elimination of waste. Process industries
increase capacity by de-bottlenecking operations. Since in process industries, the system is a
continuous flow of material from the raw material to finished goods, merely identifying the
bottleneck stage in the process and de-bottlenecking it can increase the capacity of the

69
system. Japanese approaches to waste elimination and /or addition of fresh capacity is that
stage will increase the capacity of the system. However, the bottleneck will shift elsewhere
and the process could be repeated.

Multi-skilling of Work Force: Another approach to increasing capacity is by multi-skilling of

the work force. Often, capacity constraints manifest on account of non-availability of shills even
when adequate capacity is available in machines and other resources. For instance, in a machine
shop, there will be enough drilling machines, grinding machines, gear cutting machines and
CNC machines to process all the requirements. However, if the workforce is not multi-skilled,
then production may suffer on account of a specific set of skills not being available at some
time. There may be just a few workers who can operate the gear cutting machine and the CNC
machine. Therefore, these workers will dictate the capacity of the system. On the other hand, if
all the workers have skills, to operate all the machines, then it is much easier to absorb
fluctuations in both demand and workforce availability.

Multi-skilling not only solves the problem of providing each operating unit or a subdivision
with the required skills but also increases the flexibility of operating such units. Employee
absenteeism does not affect the working seriously. At the shop floor level, multi-skilling in
a machine shop would mean picking up the skills required for operating all the machines
and in the assembly shop it would mean working at all stages of assembly. In the fabrication
shop it would call for proficiency in fitting, welding, shearing etc. On the other hand, at the
supervisory level and shop floor managerial level, it would mean discharging various
manufacturing support functions such as production planning and control, inventory and
stores management and procurement.

Developing multi-skilling is an easy but time bound programme in any organization. The
management needs to focus adequate attention on this aspect and encourage employees to
acquire, in addition to the skill required for processing at his/her work place, the skill to
perform the preceding and the succeeding stages of processing. That is a good way to start
the process. However, in order to get a sense of direction in this process, organizations need
to conduct a skill inventory at every shop. The skill inventory could be used to compute
some indices that describe the current status of multi-skilling in the shop. Once this
information is available, the management could chalk out various training programmes to
help employees in each shop to pick up critical and scarcely available skills first.

It also helps to set up measurement system to keep track of the extent to which employees
have acquired additional skills. The advantage of a measurement system lies in its
usefulness in setting up targets for achieving improvements over a period of time. The
multi- skilling index is a potential candidate for such a measurement system (Table 4.1.).
Once the current index is established, it serves as a baseline over which further
improvements could be made. Quarter-wise or half-yearly targets can be set up and used for
reviewing the progress in the process.

The information presented to Table 4.1. can be used in different ways. For example, for each
skill required in each shop, the number of people trained could be identified. Such an analysis
would help in identifying the critical skills and those that are not currently available. In Table
4.1, it may be seen that skill 4 is critical as only one employee has acquired it. Using such
information, shop workers can be encouraged to gravitate towards the required critical skills.

70
It is also possible to display the above information on a board and use it as a visual control
aid. Once such example was found in a two-wheeler manufacturer in South India, who
made use to visual aids for measurement of multi- skilling. As a part of the shop
information system, the list of employees and the skills that they were proficient in was
displayed. As and when an employee acquires and additional skill, the display board was
updated. For each employee belonging to a particular shop, a solid circle against a skill
would indicate that he had acquired the skill and a hollow circle, otherwise. Displaying the
multi-skilling chart on board will have a positive impact on the work force. While those
who have acquired a large number of skills experience a sense of satisfaction and pride and
aspire to reach the best possible stage, others with proficiency just one or two skills
experience an implicit psychological pressure to improve.
Table 4.1

Sample skill inventory matrix and multi-skilling index

Sr.No. Employee Name Skill 1 Skill 2 Skill 3 Skill 4
01 Datta K N No No Yes No
02 Bhokare S B No No Yes No
03 Mense A N No Yes No No
04 D'Souza A J Yes No No No
05 Shriram C R Yes Yes No Yes
06 Chidre Y M No No Yes No
07 Raskar S N No No Yes No
08 Narke B R Yes Yes No No
09 Karanjia K R No Yes No No
Maximum number skills that could be acquired in the shop = 36
Number of skills the employees currently possess = 12
Multi-skilling index for the shop = 33%

Sub-contracting/Outsourcing: Capacity augmentation need not be done in-house always.

An alternative approach to capacity augmentation is to sub-contracting decision closely
follows that of a "make or buy" decision that purchase managers and management
accountant address in their respective domains. Several considerations influence the sub-
contracting decisions in firms. Primary among them is the lack of capacity to meet the
current demand. The other consideration is the technological intensity and criticality of the
item for which capacity is being sub- contracted. When the item is of low technical
intensity and criticality, then it is less risky to sub-contract capacity. The firm may not lose
any valuable trade secret or know-how pertaining to the product being manufactured. The
third issue is one of cost. When the cost of performing an activity in-house is much higher
than what is available outside, then it is appropriate to outsource such activities and use the
released capacity for other important activities.

Sub-contracting offers several advantages to a firm. First is the flexibility to handle fluctuations
in demand. By investing in capacity in house, the firm may run the risk of under-utilization
should the demand for the product/service come down in the future. In -house capacity
augmentation is a time consuming process. On the other hand, firms can react much faster to
market requirements by using sub-contracting. Sub-contracting is also very useful to manage
peak hour demand. By having an in-house capacity equal to the average demand during period,
firms can address peak hour requirement using sub-contracting.

71
Despite these advantages, sub-contracting has some drawbacks. The major challenge in sub-
contracting is to identify an appropriate vendor for providing sub-contracted services. If the
selection of the vendor is not done carefully, poor performance of the vendors will impact
adversely the firm's business and market standing.

Capacity utilization: Capacity utilization is the degree to which equipments currently

being used. It is expressed as under;

Utilization= Average output * 100 %

Maximum capacity

The units of measurement for both numerator and denominator should be the same. Though
the capacity utilization can be measured by the equation given above but it is difficult to
measure the effective capacity utilization. There are day to day variations, job changes,
product mix changes, absenteeism, equipment breakdown, facility down time etc. Due to
these variations, the capacity of a facility can rarely be measured in precise terms. It is
found that an organization can operate more efficiently when its resources are not stretched
beyond a limit. Capacity is the capacity, which a firm can expect to achieve, given its
product mix, method of scheduling, maintenance and standard of quality. Thus

Expected capacity
Effective capacity utilization = ---------------------
Capacity-

Efficiency is a measure of actual output over effective capacity and is expressed as a

percentage of effected capacity.

Actual output
Efficiency = -------------------------
Effective capacity

A rated capacity is a measure of the maximum usable capacity of a particular

facility Rated capacity = (capacity) (utilization) (efficiency)

For example, one facility has an efficiency of 90%and utilization is 80%. Three product
lines are used to produce the product. The lines operate 6 days a week and three 8-hrs
shifts; each line was designed to produce 100 standard units per hour. The rated capacity is

Rated capacity = (capacity) (utilization) (efficiency)

= (100) (3) (144) (0.8) (0.9)
=31,104 products /week
----------------------------------------------------------------------------------------------------------------
4.3 ECONOMIES AND DISECONOMIES OF SCALE AND LEARNING
CURVE
----------------------------------------------------------------------------------------------------------------
Economies of scale: Economies refer to lower costs, hence economies of scale, would mean
lowering of copses of production by way of producing in bulk. Stated in very simple terms,
economies of scale refers to the efficiencies associated with large scale operations ;it is a
situation in which the long run average cost of producing a good or service decrease with

72
increase in level of production. For example, it might cost Rs 100 for one unit, Rs 180 for
two units, Rs.240 for three units , and so on, such that the average cost per unit decreases as
the production volume increase. Economies of scale are extremely important in real world
production processes. Hence firms are often concerned about a minimum efficient level of
production, which is nothing but the amount of production that spreads setup costs
sufficiently for the firms to undertake production profitably. This level is reached once the
size of the market is large enough for firms to take advantages of all economies of scale.
There are two types of economies of scale:

Internal economies( in which the cost per unit depends on size of the firm)
External economies (in which the cost per unit depends on the size of industry, not
firm).

Internal Economies: It includes the following:

Specialization: In large scale plants workers can be assigned repetitive jobs; an entire
job can be broken down into components or processes and each such process can be
assigned to a worker or a group of workers. This idea, also termed as division of
labor, was propounded by Adam Smith, in his legendary pin factory example, and is
nothing but specialization in a particular job. Such specializations would need lesser
training; time taken to complete each assignment would be lesser; lesser time would
be taken in switching from one operation to another; and lesser supervision would
also be needed.

Greater efficiencies of machines: In large scale production large machines would

be needed; for a given amount of inputs these machines will render output in larger
quantities. Besides, they would ensure more efficient use of available raw materials.

Managerial Economies: Large production can ensure better managerial functions,

by way of better supervision and administration. Departmentalization becomes
possible; planning and organizing becomes worthwhile.

Financial Economies: Large firms going for large volumes of production may be
able to raise capital from the market with much less difficulties than small firms.
Cost of production may also decline for larger volume of output, because larger
output enables a firm to obtain inputs at lower prices by quantitative discounts etc

Production in stages: A large plant may house all the processes of production and this
saves time and cost in moving components from one location to the other for final
assembling. Modernization of production processes is possible only in large scale.

External Economies: As an industry grows in size, it would create various economies for
the existing firms in the industry. Since these economies are external to a particular firm
and are commonly available to all firms hence the term external economies. Aspects
contributing to external economies are:

Technological advancement: A large growing industry would encourage

investment in research and would result in development of better technology of
production, as the industry expands, technological innovations get definite boost, as
has been the case cars, computers and TV etc.

73
 Easier access to cheaper raw materials: Suppliers would have large market to
cater to and therefore the availability of raw material would be easier. Expanded
demand for raw material encourages increased supplies. Buying in bulk will also
enable the firms to get more discounts and better commercial terms.
Financial institutions in proximity: As industry needs finances to grow and
financial institutions look for avenues for investment? This mutuality of interest
encourages their mutual growth and coexistence, No wonder you find boom in
financial sector in India after globalization.
Pool of skilled workers: Large industries provide opportunities of employment;
hence just like technology, material and finance human resources too would acquire
needed skills

Dis-economies: Diseconomies of scale are disadvantages that arise due to expansion of

production scale and lead to a rise in cost of production. Like economies, diseconomies
may be internal or external. Internal diseconomies are those which are exclusive and
internal to the firmthey arise within the firm. External diseconomies arise outside the
firms mainly in the input market as:

Internal Diseconomies: As every thing else, economies of scale have a limit too. This limit
is reached when the advantages of division of labor managerial staff have been fully
exploited; excess capacity of plant , warehouses transport and communication systems etc,
is fully used; and economy in advertisement cost tapers off.

Managerial inefficiencies: Diseconomies begin to appear first at the management level.

Managerial inefficacies arise, among other things, from expansions scale itself. With fast
expansion of production scale, personal contacts and communications between (i) Owner
and manager and (ii) managers and labor) get rapidly reduced. Close control and
supervision is replaced by remote control management. With the increase in managerial
personnel, decision making becomes complex and delays become inevitable

Labor inefficiencies: Another source of internal diseconomy is overcrowding of labor

leading to loss of control over labor productivity. The increase in number of workers, on the
other hand, encourages labor union activities which simply mean the loss of output per unit
of time and hence rise in cost of production.

External Diseconomies: External diseconomies are the disadvantages that originate

outside the firm, in the input market and due to natural constraints especially in agriculture
and extractive industries. With the expansion of the firm, particularly when all the firms in
industry are expanding; the discounts and concessions that are available in bulk purchase in
inputs and confessional finance come to an end More than that, increasing demand for
inputs puts pressure on the input markets and input prices begin to rise causing a rise in the
cost of production. On the production side, the law of diminishing returns to scale comes in
force due to excessive use in fixed factors, more so in agriculture and extractive industries.

Learning Curves: Do you remember your first attempt at learning new skill? Be it setting
your hand on the computer mouse, or playing any musical instrument. You would agree that
you learn by doing and gradually gain experience at any activity which previously took a
lot of time (and perhaps cost) when you were beginner. Learning by doing means that as we
do something, we learn what works, and what does not, and overtime we become more
proficient, at it. In economics learning by doing refers to the process by which producers

74
learn from experience; in fact production techniques available to real world and firms are
constantly changing because of learning by doing and technological change.

In many businesses the effect by learning by doing is incorporated into their pricing
structures. Average cost s may decline with cumulative production, because of and other
learning effects. Simply speaking, experience with a particular set of suppliers, production
process, facility, workforce, distribution channels and managerial teams can result in
improvement in technical efficiency. The concept of learning curve is used to represent the
extent to which an average cost of production falls in response to increase in output. The
learning curve was adopted from the historical observation that the individuals who
perform repetitive tasks exhibit an improvement in performance; as the task is repeated a
number of times. The equation of learning curve can be expressed as:

bth
C=AQ

Where C is the cost of inputs and Q unit of output produced and A is the cost of the first
unit of output obtained. Now following the logic that increase in cumulative output leads to
decrease in cost, b has a negative value. The logarithmic form of the equation is given as:

In C= In A+ b in Q

In this logarithmic form, b is the slope of learning curve.

Sources of lower costs include greater familiarity of workers and managers with the
production process, reduction in overheads, and division of labor process improvement, etc.
It can logically be inferred that the only recurring costs are affected by learning, while non-
recurring costs, like cost of acquiring equipments, are not affected by learning.
----------------------------------------------------------------------------------------------------------------
4.4 CAPACITIES STRATEGIES
----------------------------------------------------------------------------------------------------------------
Capacity strategies can be discussed under two major heads:

Short-term response
Long -term response

Short term strategies: In short term periods of up to one year, fundamental capacity is
fixed. Major facilities are seldom opened or closed on a regular monthly or yearly basis.
Many short term adjustments for increasing or decreasing capacity are possible, however.
Which adjustment to make depend on whether the conversion process is labor or capital
intensive and whether the product is one that can be stored in inventory

Capital intensive processes rely heavily on physical facilities, plant, and equipment. Short
term capacity can be modified by operating these facilities more or less intensively than
normal. The cost of setting up, changing over and maintaining facilities, procuring raw
materials and managing inventory, and scheduling can all be modified by such capacity
changes. In labor intensive processes, the short term capacity can be changed by laying off
or hiring people or having employees overtime or be idle. These alternatives expensive,
though since hiring costs, severance pay, or premium wages may have to be paid, the scarce
human skills may be lost permanently.

75
Strategies for changing capacity also depend upon long the product can be stored in
inventory. For products that are perishable (raw food) or subject to radical style changes,
storing in inventory may not feasible. This is also true for many service organizations
offering such products as insurance protection, emergency operations (fire, police etc,) and
taxi and barber services. In stead of storing outputs in inventory, inputs can be expanded or
shrunk temporarily in anticipation of demand.

Long term Responses: Capacity expansion strategies- capacity expansion adds capacity,
within the industry, to further the objectives of the firm to improve the competitive position
of the organization. It focuses on growth of the Organization by enabling it to increase the
flow of its products in the industry. Capacity expansion is a very significant decision; the
strategic issue is how to add capacity while avoiding industry overcapacity. Overbuilding of
capacity has plagued many industries e.g. paper, aluminum and many chemical businesses.
The accountants or financial procedure for deciding on capacity expansion is
straightforward. However two types of expectations are crucial:

Those about future demand,

Those about competitors behavior

With known future demand, organizations will compete to get the capacity on stream to
supply that demand, and perhaps preempt such action from others.

Horizontal and vertical integration: Horizontal and vertical integration add capacity,
within the industry, to further the objectives of the firm to improve the competitive position
of the organization

Horizontal Integration: Horizontal integration is the growth of a company at the same

stage of value chain. Horizontal integration consists of procuring (related companies,
products or processes) the company could start related business within the firm, which
would be an example of internal concentric diversification.

Vertical Integration: Vertical integration is the combination of economic processes within

the confines of a single organization. It reflects the decision the decision of the firm to
utilize internal transaction rather than market transaction to accomplish its economic
purpose. It is expressed by acquisition of a company either further down the supply chain,
or further up the supply chain, or both.

Backward Integration: In case of backward integration, it is critical that the volumes of

purchases of the organization are large enough to support an in-house supplying unit, If the
volume of through puts is sufficient to set up capacities with economies of scale,
organization will rep benefits in production, sales purchasing and other areas.

Takeover or Acquisitions: Takeover or acquisition is a popular strategic alternative to

accelerate growth. Major companies which have been taken over post liberalization period
include Shaw Wallace, Ashok Leyland, Dunlop, etc. Acquisition can either be for value
creation or value capture.

76
----------------------------------------------------------------------------------------------------------------
4.5 DECISION TREES
----------------------------------------------------------------------------------------------------------------
Decision Trees are most commonly used in capacity planning. They are excellent tools for
helping choose between several courses of action. They provide an effective structure
within which you can lay out options and investigate the possible outcomes of choosing
those options. They also provide a balanced picture of the risks and rewards associated with
each possible courses of action.

The capacity planning exercise requires methods by which alternative options are evaluated.
Two metrics are useful to perform the evaluation. In the cost based methods, each alternative
can be evaluated from the perspective of cost and benefits accruing out of the alternative. A
firm, for example, may be considering three options: not to do anything about capacity, add a
new machine or go for sub-contracting. Another firm may have three options of varying
technological and operational capabilities for capacity addition, resulting in different capital
costs, operating costs and useful life of the resource. In each of the above examples, one can
evaluate the alternatives from the perspective of costs and benefits.

The other method is to use operational performance based methods for comparing
alternatives. If the choice is to go for multiple resources, one can analyze the impact of the
alternatives in terms of utilization of capacity and the waiting time of the jobs. If more
machines are added, the waiting time as well as the utilization of the resource will come
down. It is possible to analyze and select the best alternative on the basis of these measures.

Decision trees are useful to evaluate alternative capacity choices on the basis of cost of the
capacity and the benefits. Further, the inherent uncertainty in the demand tree is a schematic
model in which different sequences and steps involved in a problem and the consequences
of the decisions are systematically portrayed. Decision trees comprise nodes and branches.
Each node represents the decision point and branches represent the potential outcomes of
the decision. The consequence of each outcome is measured as the cost of the impact, and
the uncertainty associated with each outcome could be associated with the requisite branch.
Using this basic information, the tree is constructed. After the tree is constructed, each
branch in the tree is evaluated with respect to the costs, benefits and uncertainty. The tree is
evaluated from right to left (from end to beginning). As we move from right to left,
unattractive portions of the tree are eliminated to arrive at the final decision. The used of a
decision tree for evaluating capacity alternatives is explained with the help of an example
below.

Waiting Line Models: Consider the capacity planning in the case of the computerized
passenger reservation facility of Indian Railways. In simple terms, the question boils down to
deciding the number of booking counters to be made available to the public. It is obvious that if
there are fewer booking counters to be made available to the public. It is obvious that if there
are fewer booking counters, the queue is likely to build and customers may end up spending
more time in the system before they get their tickets booked. We have similar experiences in a
banking system or BSNL's bill payment counters. Capacity decisions in service systems are
often made on the basis of the impact on the customers. In service systems, waiting time is an
important operational measure that determines service quality. Similar examples exist in
manufacturing systems as well. A resource that is few in number and highly utilized is likely to
be a bottleneck and increase the waiting time of the jobs ahead

77
of it. Due to this, manufacturing lead time will increase and work in progress will pile up in
the factory. This will have a cascading effect in terms of missing delivery commitments and
shipping delays.

Waiting line models make use of queuing theory fundamentals such as queue length,
waiting time and utilization of resources, to analyze the impact of alternative capacity
choices on important operational measures in operating systems. Therefore, capacity
planning problem could be analyzed using queuing system and the alternative scenarios that
can be analyzed that can be analyzed using the waiting line models developed.

Basic Structure of a Queuing System: Figure 4.3 depicts the basic structure of a queuing
system. The demand for the products/ services offered by the operating system originates from
a calling population or source. In the case of a restaurant, the calling population (source) of
demand could be the citizens in the vicinity of the restaurant. The demand manifests in the form
of arrivals at the system. In the case of service systems it could be actual customers arriving to
get the service. In the case of a manufacturing system it could be work orders at a shop or
customer orders at a division. The third element is the waiting line, which characterizes the
provisions made for the arrivals to wait for their turn. There are servers in the system for service
delivery and finally the served customers exit the system. We shall understand each element in
details and enumerate alternative representations that exist in real life in each of these. Figure
4.3 provides the elements of waiting line models in a nutshell and enumerates the alternatives
pertaining to each element.

Calling
Population

Arrivals Wa
Waiting line Server Served
Customers
Fig. 4.3Basic Structure of a Queuing System

Calling Population: It is the calling population in an operating system that places a demand
and uses the capacity deployed. In several cases the calling populating is infinite for all
practical purposes. For instance, the calling population for a petrol bunk in the city of Delhi
could be the entire set of vehicles running on the roads of Delhi. Similarly for a bank in a
metropolitan city such as Chennai the calling population could be the individual and
institutional members. in the society in the city. These typically amount to an infinite number as
far as the operating system is concerned. However, in some cases, the calling population could
be finite. Consider the maintenance department in a large manufacturing plant. If there are 300
machine tools in the plant, they form the calling population for the maintenance department in
the manufacturing plant. Every machine breakdown corresponds to an arrival at the
maintenance shop. In this situation, the calling population is finite. The important difference
between an infinite source and a finite one is the manner in which arrival rates are

78
estimated. Clearly, every arrival from a calling population decreases the probability of
arrival of the remaining machines at the maintenance shop.
----------------------------------------------------------------------------------------------------------------
4.6 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------
1. How will you measure the capacity of the plant?
2. What are economies of scale?
3. What are diseconomies of Scale?
4. Discuss the various strategies for measurement of capacity.
5. What are decision trees and what is their importance?

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----------------------------------------------------------------------------------------------------------------
FACILITY LOCATION
----------------------------------------------------------------------------------------------------------------
Structure
5.1 Introduction

5.2 Location strategy and its importance

5.3 Factors Influencing Plant Location

5.4 Globalization

5.5 Location selection models

5.6 Review questions

----------------------------------------------------------------------------------------------------------------
5.1 INTRODUCTION
----------------------------------------------------------------------------------------------------------------
Business systems utilize facilities like plant and machinery, warehouses etc., while
performing the task of producing products and services a proper planning of these facilities
would definitely reduce their cost of operation and maintenance. Plant location decisions
are very important because they have direct bearing on factors like financial, employment
and distribution patterns. In the long run, relocation may even benefit the organization. But,
the relocation of the plant involves stoppage of production, and also cost for shifting the
facilities to a new location. In addition to these things, it will introduce some inconvenience
in the normal functioning of the business. Hence at the time of starting any industry, one
should generate several alternate sites for locating the plant. After a critical analysis, it is
the best site to be selected for commissioning the plant. Location of warehouses and other
facilities are also having direct bearing on the operational performance of organization
----------------------------------------------------------------------------------------------------------------
5.2 LOCATION STRATEGY AND ITS IMPORTANCE
----------------------------------------------------------------------------------------------------------------
The following events are quite common in any business venture:

Establishment of a new venture

Expansion of the existing business
Significant change in existing demand, supply and marketing locations
Significant change in the cost structure.
Government policies

Because of these events, an organization will be keen in additional or alternate sites for its
production activities. So the plant location becomes an important decision which in turn
influences plant layout and facilities needed. Also, it influences capital investment and
operating costs. For example, in steel industry, if we integrate the units right from ore
extraction to final steel formation in a nearby area, the transportation cost would be
substantially reduced and also, the availability of supplies to the final stage of production in
the integrated plant would be improved. This in turn, improves the productivity of the plant.

80
----------------------------------------------------------------------------------------------------------------
5.3 FACTORS INFLUENCING PLANT LOCATION
----------------------------------------------------------------------------------------------------------------
The factors which influence plant location can be classified into general factors and specific
factors:

General factors: These are:

1. Availability of land for present and future needs and cost of land and land
development and building etc.
2. Availability of inputs such as labor and raw material, etc.
3. Closeness to the market place
4. Stability of demand
5. Availability of communication facilities
6. Availability of necessary modes of transportation like road, rail, airport, and
waterways.
7. Availability of infrastructural facilities such as power, water, financial institutions
banks etc.
8. Disposal of waste and effluents and their impact on environment
9. Government support, grant, subsidy, tax structure
10. Availability of housing facilities and recreational facilities.
11. Demographic factors like population, trained man power, academic institutions,
standard of living, income level, etc.
12. Security culture of the society
13. Fuel cost

Specific Factors: A multinational company, desiring to set up plant should consider the
following aspects in addition to the normal factors:

1. Economic stability of the country and the concern of the country towards outside
investments are to be considered
2. The success of operation of the factory depends upon the cultural factors, language
and cultural differences which can present operating control and even policy
problems. Units of measurement are also very important in international business.
3. Analysis must be based on the factors like wage rate, policy, duties, etc.,
4. The Company can set up joint ventures with any leading local giants that will solve
many local problems
----------------------------------------------------------------------------------------------------------------
5.4 GLOBALIZATION
----------------------------------------------------------------------------------------------------------------
Location issues have become more prominent in recent years due to the increased pace of
economic reforms in several countries and consequent globalization of markets. The
globalization of markets opens up new opportunities to Multinational Corporation on issues
related to location, which they have not faced before. For instance, ABB decided to identify
factories that could produce world class products at internationally competitive prices. More
over the factories needed to have high level of technical capability and domain expertise. This
resulted in selecting plants at Vadodra and Nasik for circuit breakers of range above 72.5 KV.
Similarly, their motor division in Faridabad, the one available east of the Suez Canal is capable
of making variable drive motors for global market. These examples amplify the close
relationship between globalization and operations and new dimensions to the

81
location of manufacturing facilities. Therefore, in the paragraphs we shall examine the
factors that have caused globalization of operations their influence on location decisions.

Regulatory Issues: The most significant factor that drives globalization is ongoing
economic and regulatory reforms in several developing countries. In India, beginning 1991,
we embarked on a set of regulatory changes that has made our country much more
attractive in terms of locating a manufacturing facility. Two events have been broadly
responsible for this. First is the reduction in customs and excise tariffs and move towards a
single point value added tax (VAT) regime. The other is deli censing of several sectors of
the industry and progressively removing the cap on foreign direct investment. Further, there
is a progressive simplification of the procedural aspects of setting up operations and
running them on a day to day basis.

These changes have several implications for location choices for multinational firms.
Removal of entry barriers and reduction in cost of manufacture due to tariff reduction will
make India an attractive destination for shifting manufacturing base. In the case of
multinational firms with manufacturing facilities already located in India these facilities
will be attractive candidates for further development and growth.

Another issue of relevance for location planning with respect to regulatory issues is the
emergence regional trading blocs a trading bloc is essentially of geographically separated
nations that have advantageous access to markets, manufacturing facilities and technologies
within the member countries. If required, it could also have a common currency, as in case
of the European Union. Such an organization operating in such markets, India is a member
of two trading blocs, SAARC, and ASEAN.

Factor Advantage: Globalization manufacturing is also triggered by factor advantages that

an organization can enjoy by operating in specific location. .Generally, developed countries
in Europe and in the US are characterized by high cost of labor. On the other hand,
developing countries offer significant advantage to a firm due to availability of cheap labor.
Therefore, in location planning these advantages are likely to be considered. The recent
shifting of manufacturing base to China and India and the large scale shifting of BPO
activities to India are primarily related to the factor cost advantages that these countries
offer to firms in the western world. For a similar reason, the bulk of semiconductor and
electronic appliances manufacturing has been shifting to countries such as South Korea,
Taiwan and Malaysia.

Factor advantage also accrues to a firm on account of availability of skilled labor and other
resources required in plenty for manufacturing. The other resources may be power and water, in
case of chemical processing industries and availability of technical infrastructure in the form of
well developed ancillary industries. Essentially, when these resources are available in plenty,
firms develop confidence that the location of their facilities will benefit them in the long run
and enable them to make further enhancement in product offering without much difficulty.
Moreover, the plentiful availability of these resources will introduce a healthy competition
among them, paving the way for the cost reduction and overall improvement in quality and
delivery and availability. These factors may significantly influence the location decisions of a
firm and may encourage the firm to globalize its operation

Expanding Markets in Developing Countries: Another phenomenon promotes

globalization of operation and provides more alternatives for location decisions. This is

82
related to the growth rate of the economy in developed and developing countries,.
Developing countries such as India and China are growing at an annual rate of 6% and
above. In contrast, most developed countries witness very little growth, amounting to less
than 2 percent. Moreover, developing countries (primarily in Asia) have very high
populations. In several of these countries, the middle income group is larger than the entire
population of most developed countries. Clearly, such a scenario means expanding markets
in developing countries and the desire multinational firms has been to capture a market
share in these regions. Therefore, several firms have been considering new locations in
these markets for their manufacturing facilities in recent years.

The factors that drive globalization of operations is aptly summarized in the study on world
competitiveness rating done by the Geneva based World Economic Forum shows that
various factors that make a country (location) attractive for firms. There are three tiers of
competitiveness:

First, include certain factors that make a country attractive. These include the quality
of judicial economic and financial institutions, openness to international trade and
finance and the role of its government in creating an environment Conducive for
business
Second, the sartorial competitiveness determines how attractive a location is,
covering issues of quality and availability of manpower and associated
infrastructure for the sector.
Thirdly, the firm level issues contribute to the attractiveness of the location. This
basically pertains to the ability of the firm to compete effectively in the market by
operating in a particular location

General Procedures for Facility Location Planning:

The preliminary Screening: A preliminary screening to identify feasible sites begins the
planning process. For some kinds of facilities, particular environmental or labor
considerations are crucial. Breweries, for example, require an adequate supply of clean
water. Aircraft manufacturers must be located near a variety of subcontractors; primary
aluminum producers need electrical power.

Resources Local Conditions

1. Labor skills and productivity. 1. Community receptivity to business

2. Land availability and cost 2. Construction costs
3. Raw materials 3. Organized industrial complexes
4. Subcontractors 4. Quality of life: climate, housing,
5. Transportation facilities (highways, recreation, schools
rail, air, water 5. Tasks
6. Utility availability and rates

Sources of information After identifying several key location requirements, management

undertakes a search to find alternative locations that are consistent with these requirements.
Where does this information come from? Local chambers of commerce provide literature
promoting expansion possibilities in various state and local communities. The wall street
Journal and numerous trade publications contain advertisements placed by cities and
communities hoping to attract new commerce. The national Industrial Conference Board, the

83
U.S. Department of Commerce, the U.S. Small Business Administration, and the U.S.
Census of Manufactures are among the many sources that provide both general and detailed
location information. Data include geographic breakdowns of labor availability, population,
transportation facilities, types of commerce, and similar information.

Detailed Analysis: Once the preliminary screening narrows alternative sites to just a few,
more detailed analysis begins. At each potential site a labor survey may be conducted to
assess the local skills. Where community or consumer response is in question, pilot studies
or systematic surveys may be undertaken. Community response is important, for example,
in deciding where to locate a nuclear reactor, recreation area, commercial bank, state prison,
or restaurant. For assessing community attitudes and for developing strategies to gain
acceptance, survey research techniques can be very helpful. Among all the many
considerations, each company must identify which ones most pertinent for their location
strategies?

Factor Ratings Factor ratings are frequently used to evaluate location alternatives because:

Their simplicity facilitates communication about why one site is better than another;
They enable managers to bring diverse location considerations into the evaluation
process;
They foster consistency of judgment about location alternatives.

Typically, the first step in using factor ratings is to list the most relevant factors in the
location decision (column 1 in Table 5.1). Next, each factor is rated, say from 1 (very low)
to 5 (very high), according to its relative importance, (column 2 in table 5.1). Then, each
location rated, say from 1 (very low) to 10 (very high), according to its merits on each
characteristic (column 3 in Table 5.1). Finally, the factor rating is multiplied by the location
rating for each factor, (column 4 in Table 5.1), and the sum of the products yields the total
rating score for that location. The total scores indicate which alternative locations are most
promising, considering of all the various location factors.

Table 5.2 Factor ratings for location alternative

Factor Factor Rating Location Product of

Rating ratings
Tax advantages 4 8 32
Suitability of labor skills 3 2 6
Proximity to customers 3 6 18
Proximity to suppliers 5 2 10
Adequacy of water 1 3 3
Receptivity of community 5 4 20
Quality of educational system 4 1 4
Access to rail and air transportation 3 10 30
Suitability of climate 2 7 14
Availability of power 2 6 12
Total Score 149

84
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5.5 LOCATION SELECTION METHODS
----------------------------------------------------------------------------------------------------------------
Various quantitative models are used to help determine the best locations of facilities. There
are some widely known general models that can be adapted to the needs of variety of
systems. These are explained below:

Simple Median Model: Suppose we want to locate a new plant that will receive shipments
of raw materials from two sources: F1 and F2. The plant will create finished goods that
must be shipped to two distribution warehouses F3 and F4 Given these four facilities,
where should we locate the new plant to minimize annual transportation cost for the
network of facilities?

The median model can help answer this question. The model considers the volume ofLoads
transported on rectangular paths. All movements are made in east-west or North-south
directions; diagonal moves are not considered. The simple median model provides an
optimal solution.

Table 5.2 shows the number of loads L i to be shipped annually between each existing
facility F, and the new plant; it also shows the coordinate location' (X i , Yi) of each existing
facility Fi and the cost Ci to move a load one distance unit to or from F i. We let Di be the
distance units between facility Fi and the new plant. The total transit cost, then, is the sum
of the products CiLiDi for all i: cost times loads times distance.
n
Total transportation cost = CiLiDi Equation 5.1
i=1
Table 5.2 Locations of existing facilities and number of loads to be moved

Coordinate Location (Xi, Yi) of Fi

Existing Facility Fi Annual Loads Li Cost Ci to move one (Xin Yi

between Fi and New Load One distance
Plant Unit
F1 755 1 (20, 30)
F2 900 1 (10, 40)
F3 450 1 (30, 50)
F4 500 1 (40, 60)
Total 2,605

Since all loads must be on rectangular paths, distance between each existing facility and the
new plant will be measured by the difference in the x-coordinates and the difference in the y-
coordinates (see figure 5.1). If we let (x0, y0) be the coordinates of a proposed new plant, then

Di = x0 - xi + y0- yi Equation 5.2

Notice we calculate the absolute value of the differences, because distance is always
positive. Notice too we could have written

85
 Di = xi - x0 + yi- y0

Our goal is to find values for x0 and y0 (new plant) that result in minimum transportation
costs. We follow three steps:

,
Figure 5.1: Sources of raw materials and distribution warehouses

1. Identify the median value of the loads L i moved.

2. Find the x-coordinate of the existing facility that sends (or receives) the median load.
3. Find the y-coordinate value of the existing facility that sends (or receives) the
median load.

The x- and y- coordinates found in steps 2 and 3 define the new plants best location.

Application of the Model Let us apply the three steps to the data in Table 5.1.

1. Identify the median load: The total number of loads moved to and from the new
plant will be 2,605. If we think of each load individually and number them from 1 to
2,605, then the median load number is the "middle" number - that is, the number for
which the same number of loads fall above and below. For 2,605 loads, the median
load number is 1,303, since 1302 loads fall above and below load number 1,303. If
the total number of loads were even, we would consider both "middle" numbers.

2. Find the x-coordinate of the median load: First we consider movement of loads in
the x-direction. Beginning at the origin the figure 5.1 and moving to the right along
the x-axis, observe the number of loads moved to or from existing facilities. Loads
1-900 are shipped by F2 from location x = 10. Loads 901-1,655 are shipped by F 1
from location x =20. Since the median load falls in the interval 901-1,655, x = 20 is
the desired x-coordinate location for the new plant.

86
 3. Find y-coordinate of the median load: Now consider the y-direction of load
movements. Begin at the origin of Figure 5.1 and move upward along the y-axis.
Movements in the y direction begin with loads 1-755 being shipped by F 1 from
location y=30. Loads 756-1,655 are shipped by F 2 from location y=40. Since the
median load falls, in the interval 756-1655, y=40 is the desired y-coordinate for the
new plant.

The optimal plant location, x =20 and y=40, results in minimizing annual transportation
costs for this network of facilities. To calculate the resulting cost, we use equation 5.1:

n
Total transportation cost = CiLi (x - xi + y-yi ) i=1

Total cost, $45,550

Some concluding remarks are in order: First, we considered the case in which only one
new facility is to be added. Second, you should not an important assumption of this model:
Any point in the x-y coordinate system is an eligible point for locating the new facility. The
model does not consider road availability, physical terrain, population densities, or any
other of the many important location considerations. The task of blending model results
with other major considerations to arrive at a reasonable location choice is a major
managerial responsibility.

Linear Programming: Linear programming may be helpful after the initial screening phase
has narrowed the feasible alternative sites. The remaining candidates can then be evaluated. ,
one at a time, to determine how well each would fit in with existing facilities, and alternatives
that leads the best overall system( network) performance can be identified. Most often, overall
transportation cost is the criterion used for performance evaluation. A special type of linear
programming called the distribution or transportation method is particularly useful in location
planning. The mechanics of this technique are omitted in the example.

Example: Alpha Processing Company has three Midwestern production plants located at
Evansville, Indiana: Lexington, Kentucky; and Fort Wayne, Indiana. Five-year operations
plans require that 200 shipments of raw materials be delivered annually to the Evansville
plant, 300 shipments to Lexington, and 400 shipments to Fort Wayne. Currently, Alpha has
two sources of raw materials, one at Chicago, Illinois, the other at Louisville, Kentuchy.
The Chicago source can supply 300 shipments per year and Louisville, 400. An additional
source of raw materials must therefore be found. Preliminary screening by Alpha has
narrowed the choice to two attractive alternatives: Columbus, Ohio and St. Louis, Missouri.
Each of these sites can supply 200 shipments per year. Alpha has decided to make its
selection on the basis of minimizing transportation costs. Estimates of the cost per shipment
from each source to each plant are shown in Table 5.3

The cost analysis for Alpha Company proceeds in two stages.

1. The first stage determines the number of shipments from each source to each plant
that yields the lowest possible cost, assuming Columbus is the third source.
2. The second stage determines the number of shipments yielding the lowest possible
cost, assuming St. Louis is the third source. The minimum Columbus cost is

87
 compared to the minimum St. Louis cost, and the cheaper site is selected. A final
solution for Alpha is shown in Figure 5.2

Table 5.3 Sources, destinations, and costs of raw material shipments

Destination (cost per shipment)
Source Evansville Lexington Fort Wayne Shipments
Available
Chicago $200 $300 $200 300
Louisville 100 100 300 400
Columbus 300 200 100 200
St. Lousis 100 300 400 200
Shipments 200 300 400
needed

If Columbus is selected, minimum annual shipping costs will be $120,000. This occurs if 100
shipments go from Chicago to Evansville (costing $200 each), 200 shipments from Chicago to
Fort Wayne (costing $200 each), 100 from Louisville to Evansville ($100 each), 300 from
Louisville to Lexington ($100 each), and 200 from Columbus to Fort Wayne ($100 each). These
shipment quantities, shown beneath the diagonal lines in part (a) of Figure 5.2, satisfy the raw
material needs of all three plants and fully uses the capacities of all three raw materials sources.
Any other pattern of shipments will result in higher annual shipping costs.

Part (b) of Figure 5.2 shows that if St. Louis is selected he minimum annuals cost will be
$140,000. Columbus is therefore selected, at a cost of $120,000 annually.

Figure 5.2 Evaluation of Alpha transportation costs

Notice that the linear programming model differs from the simple median model in two
fundamental ways.

1. Number of alternative sites: The simple median model assumes that all locations
are eligible to be the new location. The linear programming model, in contrast,
considers only a few locations pre-selected from preliminary feasibility studies.

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 2. Direction of transportation movements: The simple median model assumes that
all shipments move in rectangular patterns. The linear programming model does not
so assume.

Behavioral Impact in Facility Location: Our previous discussions of models focused on

the cost consequences. But costs are not the whole story, and models can't account for
aspects of a problem that are not quantifiable. New locations require that organizations
establish relationships with new environments and employees, and adding or deleting
facilities requires adjustments in the overall management system. The organization
structure and modes of making operating decisions must be modified to accommodate the
change. These hidden "system costs" are usually excluded from quantitative models, and
yet they are very real aspects to location decisions.

Cultural Differences: The decision to locate a new facility usually means that employees
will be hired from within the new locate. It also means that the organization must establish
appropriate community relations to "fit into" the locale as a good neighbor and citizen. The
organization must recognize the differences in the way people in various ethnic, urban,
suburban, and rural communities react to new businesses. Managerial style and
organizational structure must adapt to the norms and customs to local subcultures.
Employees' acceptance of authority may vary with subcultures, as do their life goals, beliefs
about the role of work, career aspirations, and perceptions of opportunity. These cultural
variations in attitude impact on the job behavior and talent.

At the international level are even greater cultural differences. Compare, for example, the
Japanese work tradition with that of Western industrial society. Japanese workers are often
guaranteed lifetime employment. Management decisions usually are group rather then
individual decisions. Employee compensation is determined by length of service, number of
dependents, and numerous factors apart from the employee's productivity. Obviously
operations managers in Japan face a very different set of managerial problems from their
U.S. counterparts. Wage determination, employee turnover, hiring and promotion practices
are not at all the same.

The European social system, as another example, has resulted in a more "managerial elite"
in their organizations than in U.S. organizations. Because of education, training and
socialization, including a lifelong exposure to a relatively rigid class system; lower
subordinates are not prepared to accept participative managerial styles. This has resulted in
organizations more authoritarian/centralized than participative /decentralized.

Locating a new facility in a new culture is not simply a matter of duplicating a highly
refined manufacturing process. Merely transferring tools and equipment is not adequate.
Managerial techniques and skills, in proper mixture, must be borrowed from the culture,
and so must the cultural assumptions that are needed to make them work. Clearly, the
economic, political makeup of a society has far-reaching effects on the technological and
economic success of multinational location decisions.

Job Satisfaction: In recent years managers have been very concerned about employee job
satisfaction because it affects how well the organization operates. Although no consistent
overall relationship between job satisfaction and productivity seems to exist, other
consistent relationships have been found. As compared with employees with low job
satisfaction, those expressing high job satisfaction exhibit the following characteristics.

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 Fewer labor turnovers
Less absenteeism
Less tardiness
Fewer grievances

These four factors can substantially affect both costs and disruptions of operations. But how
is job satisfaction related to facility location? There is some evidence that satisfaction is
related to community characteristics such as community prosperity, small town versus large
metropolitan locations, and the degree of unionization. Accordingly, a company with
facilities in multiple locations can expect variations in employees' satisfaction due to
variations in attitudes and value systems across locations.

----------------------------------------------------------------------------------------------------------------
5.6 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------
1. What is importance of Facility location in Production and Operation management?
2. What are various strategies for effective facility location?
3. Define Globalization. What is impact of Globalization on the choice of a facility?
4. How do multinationals choose the location of their industry? Explain giving some
examples from Indian context.

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----------------------------------------------------------------------------------------------------------------
LAYOUT DESIGN
----------------------------------------------------------------------------------------------------------------
Structure
6.1 Introduction

6.2 Layout Planning

6.3 Layout types

6.4 Design of Product and Process Layout

6.5 Job Design

6.6 Work Measurement

6.7 Review Questions

----------------------------------------------------------------------------------------------------------------
6.1 INTRODUCTION
----------------------------------------------------------------------------------------------------------------
Plant layout is a floor plan of the physical facilities which bare used in production. Layout
planning is referred to the generation of several possible plans for the spatial arrangement
of physical facilities and selects the one which minimizes the distance between
departments. The following are the main objectives of plant layout:

Minimum investment in equipment

Minimum overall production time
Utilize existing space effectively
Provide for employment convenience, safety and comfort
Maintain flexibility of arrangement and operations
Minimized material handling costs
Facilitate the manufacturing process
Facilitate the organizational structure

Imagine yourself visiting a multi-specialty hospital for a master health check up. What if the
radiology department was located in the second floor, the general physicians were sitting in the
ground floor at the rear side, ECG and tread-mill test facilities were in the fourth floor and so
on. Finally, imagine that you need to walk out of the main complex and go 50 meters away to
another building to have your breakfast after you give your fasting food samples and return to
the main complex to continue with the process. Such instances are uncommon. How many
times have you felt that you were made to walk too much in a hospital when you went for a
health check up or you went to a financial institution asking for a loan sanction or to a
government office to pay some utilities bill and make some enquiries? What is the core problem
in these examples? In simple terms, these examples suggest that with better arrangement of
resources it is possible to provide better service to the customers. That is where layout planning
in manufacturing and service organization is important.

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----------------------------------------------------------------------------------------------------------------
6.2 LAYOUT PLANNING
----------------------------------------------------------------------------------------------------------------
Layout planning in manufacturing and service organizations deals with the physical
arrangement of various resources that are available in the system with the objective to
improve the performance of the operating system, thereby better customer service.
Typically, in case of a manufacturing organization, there may be over 200 machine tools of
various kinds to be located in a machine shop. Similarly, in the case of a service
organization such as hospital or hotel, there are various resources to be physically located.
We can identify the best possible locations for various resources in organizations through
good layout planning exercise. Layout planning provides a set of tools and techniques that
help an operation manager to decide where to locate the resources and also to assess the
impact of the alternative choices that he/she may have for locating the resources.

A good layout design will ensure that a vast majority of jobs in a manufacturing system may
have to travel shorter distances before completing their processing requirements. Similarly, in
the case of service organizations, customers may need to walk shorter distances and spend less
time in the systems of the processes come down. On the other hand, a bad layout design will
result in longer distances to be covered before completing the process. This creates several
problems in organizations and several key performance measures suffer. The most significant
and visible effect is the time taken to complete the process. Longer distances would mean more
time to complete the process and more material handling in the case of manufacturing
organization, leading to higher material handling costs. Eventually, in both service and
manufacturing systems, this leads to poor quality.

Implications of Layout Planning: Addressing the layout planning problems it begins with
good understanding of the key factors that influence the layout design. The nature of issues
to be tackled and the manner in which these issues could be addressed vary from one type
of organization to another. Let us consider a high variety manufacturer such as Bharat
Heavy Electrical Limited (BHEL) and that of high volume manufacturer such as Maruti
Udyog Limited (MUL); it is reasonable to expect that the basis on which the resources are
to be located will differ in these two cases. A high volume manufacturer like MUL will
have dominant flow pattern and this information will be useful for the layout planner. On
the other hand, in the case of low volume manufacturer like BHEL there will not be
dominant flow of material in the shop. The demand placed on different resources will vary
widely in this case from time to time.

In more general case, the relationship between volume-variety-flow provides crucial inputs to
a layout problem. Variety and volume are inversely related in any operating system. Thus, when
variety is low, the volume of production is high. The typical examples are processing industry
firms such as petrochemical manufactures and mass manufacturers such as automobiles
components manufacturers. In these cases, the flow is highly streamlined. Raw materials move
progressively through the system from one end of the process until to reach the final assembly,
testing and packing, similar effect exists in service systems also. In case of fast food joint with
just few offerings, the process could be highly streamlined. Customers may enter the eatery,
place , order and pay at the cash counter, move to the delivery counter, pick up their order, and
move to the dining area. Finally, they may move to disposal area to leave their used plates
before exiting the system. At the other extreme is a project shop. In a project shop the volume is
typically one. Examples include building of large scale power projects, nuclear facilities, and a
multi-level flyover system for a large metropolitan city and

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so on. Resources requirements in these projects are vast and varied, uneven in demand and
stretched over long periods. Therefore, layout planning is a very different problem.

Between these two extremes we have operating systems that vary volume-variety dimension
and therefore, have varying flow implications. As variety increases the volume drops, leading to
batch manufacturing firms. Further increase in variety leads to reduction in volume as we find
in case of job shops and customized product and service providers. In general, as the flow
becomes more cumbersome, the type of layout may significantly influence the ability of
operation manager to effectively plan and control operations on shop floor.
----------------------------------------------------------------------------------------------------------------
6.3 LAYOUT TYPES
----------------------------------------------------------------------------------------------------------------
It is clear from the above discussion that alternate types of layouts are required for the
above systems. Over the years, operation management researchers and practitioners have
evolved certain types of layouts. These are described below:

Process Layout: A process or functional layout is an arrangement of resources on the basis

of process characteristics of the resources available. Consider a machine shop consisting of
lathes (L), grinders (G), milling machines (M) and drilling machines (D). A sample process
layout for this shop is shown in the figure 6.1. In the example, components belonging to
product A first visit a lathe, then they visit a drilling machine, a milling machine and finally
a grinding machine .The sequence of visits is functional of the process plan and is available
in route card. The major implication of this design is that each component manufactured in
the shop needs to visit the machines in order of their processing. In reality, when the
number of components manufactured is large, there will be enormous crisscrossing in the
shop, as components need to visit machines in multiple combinations. This increase
material handling and poses challenges for production control.

Each department in a process layout is typically organized into functional groups. Thus all
lathes will be organized into a lathe department. Similarly, there will be drilling department
milling department and so on. In the fabrication area a similar arrangement would be a
welding department, fitting department, and shearing department and so on. All
manufacturing support areas are also arranged on a functional basis. Examples include
maintenance department, quality control department procurement store and production
control department.

Product Layout: A product layout is an alternative design for the arrangement of

resources. In this case the order in which the resources are placed exactly follows the
visitation sequence dictated by a product. In product layout shown in figure 6.1 the required
set of resources for every product is made available in dedicated fashion. Due to this, it is
possible to arrange the resources in the order of machining requirements and ensure smooth
component flow in the shop. Since each product will have its own set of resources, material
handling is simpler and it is possible to invest in fixed path material handling systems to
speed up material transfer between successive work stations. Moreover, the production
volumes also are higher. The production control issues are much simpler in a product type
layout as compared to the process layout.

93
 Figure 6.1: A Sample Process Layout

Very often the final assembly in several manufacturing plants follows a product layout. The
assembly workstations are designed in such a manner that at each workstation a part of the
job is completed. The feeder stations are linked to assembly workstations to ensure material
availability. As the products move through the assembly the process is completed. Testing,
final inspection and even packing could be part of this layout so that at the end of the line it
is ready for dispatch to the market. The notion of product and process layouts applies not
only to manufacturing settings but also to service settings.

Figure 6.2: A Sample Product Layout

Group Technology Layout: Product layouts are feasible only in case of mass production
systems. When the production volume is less, it may be difficult to justify dedication of
resource to individual products. Therefore, organizations have been using process layouts for
such situations. However, since process layouts create more problems in production planning
and control due to complex routing of various components on the shop floor, operation
managers were looking for alternatives to the process layout. On the other hand, there has been
an increasing trend towards more variety. The industrial fans and blowers division of

94
ABB Ltd, a multinational company operating in India manufactures about 725 models,
Titan Industries increased the jumpers of watch models from 850 in 1993 to 1200 in 1996,
an average more than 100 new models every year. Group Technology (GT) layout provides
an alternative method for configuring resources in organizations that have mid-value, mid
variety product portfolios. Group Technology is a philosophy that seeks to exploit
commonality in manufacturing and uses this as the basis for grouping components and
resources. The implications of GT are often known as cellular manufacturing. In cellular
manufacturing, the available components are grouped part families. An approximate
measure for manufacturing similarity is used to identify part families. Corresponding to
each part family, machine groups are identified and layout is formed accordingly.

The benefits of GT are many. Once the part families and the machine groups are identified,
the layout ensures that each cell has only a certain number of components to be processed.
In essence, it is akin to breaking a monolith structure into smaller, more manageable and
independent units of production. The components seldom travel outside their respective cell
for processing. Therefore, material handling becomes easier and traceability improves.
Moreover, employees are able to relate better to their workplace and make concerned
improvements. The new structure also helps to implement several other operations
management practices such as small group improvement, Kaizen and JIT manufacturing
practices.

Fixed Position Layout: There are several situations in which the product manufactured is very
bulky, difficult to move and is often made in quantities of one or few pieces. In such situations,
the layout design ought to be very different. Typical examples include building very large
machines tools and equipments, ships, and aircraft building. Since the equipments are very large
and bulky they dictate several choices with respect to layout. The specific orientation of the
equipment will dictate the placement of specific resources required for the process. Layout
planning in such cases is often a question of a good work place organization Some examples
include the nuclear engineering division of Bharat Heavy Electrical Division at Tiruchirapalli,
the final assembly panel of advanced helicopter division.

Reasons for Location Changes: In addition to the need for greater capacity, there are other
reasons for changing or adding locations.

1. Changes in resources may occur. The cost or availability of labor, raw materials, and
supporting resources (such as subcontractors) may change.
2. The geography of demand may shift. As product markets change, it may be
desirable to change facility location to provide better service to customers.
3. Companies may merge, making facilities redundant.
4. New products may be introduced, changing the availability of resources and markets.
5. Political and economic conditions may change.
----------------------------------------------------------------------------------------------------------------
6.4 DESIGN OF PRODUCTS AND PROCESSES
----------------------------------------------------------------------------------------------------------------
Design of Product layout: Layout design for products can be classified into the following
two methods

Manual methods
Computerized methods

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Manual Methods: Under this category there are some conventional methods like travel
chart and Systematic Layout Planning (SLP). We will discuss Systematic Layout process:

Systematic Layout Design Method (SLP) This is an organized approach to layout

planning. This approach has been developed by Muther. It is clear that once the appropriate
information is gathered, a flow analysis can be combined with an activity analysis to
develop the relationship diagram. This space-relationship diagram is constructed by
combining space considerations with the relationship diagram. Based on space relationship
diagram, modifying considerations and practical limitations, a number of alternative layouts
are designed and evaluated.

Computerized methods: Under these methods the layout design procedures can be
classified into constructive type algorithms and improvement type algorithms.

Constructive type algorithms are:

Automated Layout Design Program (ALDEP)

Computerized Relationship Layout Planning (CORELAP)

Improvement type algorithms are:

Computerized Relative allocation of Facilities Technique (CRAFT)

We shall be discussing only Computerized Relative Allocation of Facilities Technique

(CRAFT). This algorithm was originally developed by Armour and Buffa. Craft is more
widely used than other computerized methods. It starts with an initial layout and improves
the layout by interchanging the departments pair wise so that the transportation cost is
minimized.

CRAFT requirements

Initial layout
Flow data
Cost per unit distance
Total number of departments
Fixed departments , their number and location
Area of departments.

CRAFT Procedures: The steps of CRAFT algorithm are summarized below

Step 1:

Number of Department
Number of interchangeable departments
Initial layout
Cost matrix
Flow matrix
Area of departments

96
Step 2: Compare cetroids of departments in the present
layout. Step 3: Form distance matrix using the controls
Step 4: Given data on flow, distance and cost, compute the total handling cost of the
present layout
Step 5: Find all the possible pair wise interchanges of departments based on common
border of equal area criterion
Step 6: Find the pair of departments corresponding to minimum handling cost from among
all possible pairs of interchanges.
Step 7: Interchange the selected pair of departments. Call this new layout
----------------------------------------------------------------------------------------------------------------
6.5 LAYOUT DESIGN FOR SERVICES
----------------------------------------------------------------------------------------------------------------
The principles of designing layouts for manufacturing settings do apply for service setting
also. However, there are other aspects of the service system that will influence its layout
design. Therefore, the layout designer should factor in these also during the design process.
Two important factors that influence the layout design problem of in a service organization
are degree of customer contact and line of visibility.

Customer contact refers to the physical presence of the customer in the system. For
example, in a restaurant, customers presence is confined to the dining area. The kitchen,
back office and stores are areas that are outside the zones of physical presence of the
customers. Similarly, in the case of a bank, front office, facilities such as cash and payment
counters and locker facilities have a customer contact, whereas the record keeping rooms,
network infrastructure facilities, strong rooms and other such facilities are outside scope of
customer access. By degree of customer contact we mean the percentage of time the
customer spends to get service. The notion of customer contact significantly influence
service delivery and layout design .If the firms aim to high degree of service, then the
customer convenience is of paramount importance and the firms may have to forego the
efficiency aspect of design. Appropriate ambience comfort of using and extent of travel and
the search required to get the service well done are key objective of design. On the other
hand, if the design is with low customer contact, efficiency in utilizing the space as well as
other resources could be pursued without seriously jeopardizing service efficiency.

One of the fallouts and operational implications of the degree of customer contacts the line
of visibility available to the customer. As the degree of customer contact increase, the line
of visibility also gets pushed back in the system. Therefore more and more aspects of
business processes are exposed to customers, paving the way for multiple opportunities for
jeopardizing service quality. Layout decisions are critical in such situations.
----------------------------------------------------------------------------------------------------------------
6.6 JOB DESIGN
----------------------------------------------------------------------------------------------------------------
The Hawthorne Studies conducted from 1924 onwards, showed that productivity is not only
influenced by asset of methods and procedures that specify a set of tasks but also by
employees feelings about their jobs. This is actually one of the major determinants of
productivity. For many years, Job Design has also been involved with the physical
environment of the job. This often means specifying the allowable levels of noise, dirt,
temperature, and the layout of facilities. Job Design also takes into account all factors
which affect the work and organizes the content of the tasks .Job Design refers to the way
that a set of tasks or an entire job is organized within the social and psychological
environment of the organization. Job Design helps to determine:

97
 What tasks are done
How the tasks are done
How many tasks are done
In what order the tasks are done

Humans have certain physiological, psychological and sociological characteristics. In

performing work, human functions at three different levels:

They receive information through the sense organs,

Process the information received and the information stored in the memory for
decision making
Take action based on these decisions. The decision may be automatic based on
learned responses, as with a highly repetitive jobs, or may involve extensive
reasoning and the results may be complex.

These characteristics define their capabilities and limitations in the work situation. There is
variation in these characteristics among individuals. In addition, there are socio-
psychological and socio-technical factors that determine behavior. Such factors include not
only how a job is done, but the employee feels about the job. It takes into account how
easily or quickly a person may perform a job and how she or he will react emotionally to
that job and the environment in which it is performed.

Job Design, as it is seen today, has expanded to include social and psychological
environment by considering what are called socio-psychological factors related to a job and
socio-technical considerations- the social and technical make-up of the individual

Socio- technical Factors: Based on different levels of human functioning the socio-
technical theory believes that machines and humans at one level have the general structure
of a closed loop automated system. However, machines and humans are alike in certain
important respects. Both have sensors, stored information, comparators, decision makers,
effectors and feed back loops. The difference between the two is that unlike machines
which are specialized in the kind of ranges of tasks they can performhumans have
tremendous range of capabilities, and limitations which are imposed by their physiological
and sociological characteristics. Machines perform tasks as faithful servants reacting
mainly to physical factors. Humans, however, react to their psychological and sociological
environments as well as to the physical environment.

Socio-technical theory believes that humans operate on socio-technical systems. In their job
environment, they optimize both social and technological considerations. Every socio-
technical system is defined by the social aspects, reflected by the environment that consists
of culture and its values and by a set of generally accepted practices. The environment
provides certain roles for organizations, groups and people while technology imposes
constraints that limit the possible arrangements of processes and jobs and thereby impact
job satisfaction and social system needs. According to socio-technical principles, Job
Design is the application of the concept of their joint optimization between technology and
the values of the social systems.

Socio-psychological factors: Humans have certain physiological, psychological and

sociological characteristics that define their capacities and limitations in the work situation.
They can be related to empirical evidence that suggests that workers prefer tasks of a

98
substantial degree of wholeness, in which the individual has control over the materials and
the process involved and which integrates the employee into the fabric of organization.

Keeping these observations and empirical evidence in mind, jobs should be designed such
that there are an optimal variety of tasks within each job. The optimal level is one that
allows the employee to rest from the high level of attention or effort while working on
another task or, conversely to stretch after a period of routine activity. There is research that
suggests employees derive satisfaction from using a number of skilled levels. There are
some points that must be considered for Job Design:

The jobs should be challenging for each skill category

It is important that the group or individual undertaking the job should be able to
exercise some control over their work.
Area of discretion and decision making should be available to them.
Ideally, employees should have some responsibility for setting their own standards
of quantity and quality.
There should be clarity in the sets of tasks. Wherever possible, a group or individual
employee should have responsibility for a set of tasks that is clearly defined, visible
and meaningful.
As people have sociological needs, they require feedback. Workers should know
when they have achieved their targets and how they are doing relative to others.

Performance and Job Design: Achieving good Job Design involves administrative
practices that determine what the employee does, for how long, where and when as well as
giving the employees choices wherever possible. In Job Design, you may choose to
examine the various tasks of an individual job or design of a group of jobs. Job Design
principles can address problems such as:

Work overload
Work under load
Repetitiveness
Limited control over work
Isolation
Shift work
Delay in filling vacant positions
Excessive working hours
Limited understanding of the whole job process.

However, one has to look beyond these limitations. Job Design is more rewarding if we
understand the psychological and sociological of employees. In determining whether a job
is designed for high performance, we require to look at four basic spans of the job---
control, accountability, influence and support. The span of control is reflected in each
employee wanting to know the answer to four basic questions:

What resources do I control to accomplish my task,?

What means will be used to evaluate my performance?
Who do I need to interact with and influence to achieve my goals?
How much support can I expect when I reach out to others for help?

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Each span can be adjusted to get the setting right.
----------------------------------------------------------------------------------------------------------------
6.7 WORK MEASUREMENT
----------------------------------------------------------------------------------------------------------------
It is the determination of the degree and quantity of labor in performing tasks. It is actual
quantifying of performance dimensions. Managers are used to measuring work in terms of
"hours of work done". In many cases, this provides very inaccurate data on performance.
With performance measurements which depend on establishing standards, we can
determine how well a process is proceeding to forecast the end conditions. The fundamental
purpose of work measurement is to set time standards for work. Standards are needed for
several reasons: One reason is the need to measure performance, which requires a
comparison of accomplishment against a standard. Performance data is needed so that one
can avoid surprises when one has to make decisions.

All scheduling requires some estimate of how much time it takes to do the work. Standards
are necessary to schedule work and allocate capacity. Standards are used in industry as a
basis for payments to workers where output based incentive plans employed. This requires
an objective basis for motivating the workforce and measuring worker's performance.
Costing and monitoring of work presume the existence of standards. In contracting, this is
particularly important for new contracts. Questions such as "Can we do it"? And "How best
can we do it"? Can only be answered using standards. Most important, standards provide
benchmarks for improvement. Using universal standard data, it is possible to compare your
work standards with those of similar jobs in other organizations.

There are many techniques used to measure work. However, they can be classified into
those that rely either on direct observation of the work or indirect observation of the work.
Some techniques, such as motion-time systems or standard data can provide standard times
from simulation, etc. However, the data on which such techniques are based, are based on
earlier observations of actual work.

Work Measurement Techniques: There are six basic ways of establishing a time (work)
standard:

Ignoring formal work measurement

Using the historical data approach'
Using the direct time study approach
Using the predetermined time study approach
Using the work sampling approach
Combining approaches 2 through 5

Ignoring Formal Work Measurement: For many jobs in many organizations, especially
in the labor-intense service sector, formal labor standards are simply not set at all. The issue
of a fair day's work for a fair day's pay is ignored. Even though there is no explicit basis for
criticism, workers may be blamed for poor performance and inefficiency. Often, because
management has not established a work (time) standard, some informal standard is
established by default. Since this informal standard generally compares unfavorably with
those set by other techniques, we do not recommend ignoring formal work measurement.

Historical Data Approach: This method assumes that past performance is normal
performance. In the absence of other formal techniques, some managers use part performance

100
as their main guide in setting standards. What are the advantages of these methods?
Basically, it is quick, simple, inexpensive, and probably better than ignoring formal work
measurement altogether. The major disadvantage, as you can reason, is that past
performance might not at all be what an average worker can reasonably be expected to
perform under average working conditions.

Direct Time Study: Often called a time study, a stopwatch study, or clocking the job, this
technique is certainly the most widely used method for establishing work standards in
manufacturing. Perhaps you have observed a job being studied by an industrial engineer,
clipboard and stopwatch in hand. How does direct time study work? Basically there are six
steps in the procedure:

Select the job to be timed: The direct time study approach depends upon direct
observation and is therefore limited to jobs that already exist. The job selected
should be standardized, in terms of equipment and materials, and the worker should
be representative of all workers doing the job.
Select a job cycle: Identify the elements and tasks that constitute a complete cycle.
Decided how many cycles you want to time with a stopwatch.
Time the job for all cycles and rate the worker: Workers behave in varying ways
when their performances are being recorded; common reactions are resentments,
nervousness, and slowing the work pace. To minimize these effects, repeated study,
study across several workers, and standing by one worker while studying a job
somewhere nearby, perhaps in another department, can be helpful. You can assign
the worker a rating, as a percentage of the "normal" or average worker. Industrial
engineers frequently use a rating factor when timing jobs. In essence the engineer is
judging the worker as 85 percent normal, 90 percent normal, or some other rating
depending on his or her perception of "normal." Obviously, ratings of this kind
depend on subjective judgments. Compute the normal time based on the average
cycle time and the worker rating. Determine the fraction of time available, making
allowances for personal needs; delays, and fatigue,Set the performance standard
(standard time) based on the normal time and the allowances.

To be more precise about the calculations of this procedure:

Average cycle time = Sum ofcycletimesrecorded

-------------------------------------
Number of cycles observed
Normal time = Average cycle time x Worker rating

Allowance fraction = Fraction of time for personal needs, fatigue, and

unavoidable delays
Available fraction of time = 1- Allowance faction

Standard time = Normaltime

--------------------------

Available fraction of time

101
Predetermined Time Study: For setting standards for jobs that are not currently being
performed but are being planned, the predetermined time study is helpful. A predetermined
time study can also be applied to existing jobs as an alternative to a direct time study. The
bases of this technique are the stopwatch time study and time study from films. Historical
data have been accumulated on tens of thousands of people making such basic motions as
reaching, grasping, stepping, lifting, and standing. These motions have been broken down
into elements, each element timed, the times averaged to yield predetermined time
standards, and the standards published in table form. The procedure for setting a
predetermined time standard is as follows:

Observe the job or think it through if it is not yet being performed: It is best to
observe under "typical" conditions: typical machine, materials, and worker.
Itemize the job element: Do not be concerned about timing them; just thoroughly
document all the motions performed by the worker.
From a table of predetermined time standards, record the standard for each motion
units: Motion units are expressed in some basic scale (a The rblig scale is often
used) that corresponds to time units.
Find the sum of the standards for all motions.
Estimate an allowance for personal time, delays, and fatigue, and to the sum of
standards. This total sum is the predetermined time standard for the job.

The primary advantage of predetermined time studies is that they are not skewed by a
typical performance of workers who are nervous because they are being timed: the timing
has already taken place - away from the workplace in a logical, systematic manner. The
basic disadvantage of this technique is that some job elements may not be recorded, or may
be recorded improperly. Furthermore, if job elements can't be properly categorized and
located in a table, a direct time study approach must be made instead of the predetermined
time study.

Work sampling: Work sampling does not involve stopwatch measurement, as do many of
the other techniques; instead, it is based on simple random sampling techniques derived
from statistical sampling theory. The purpose of the sampling is to estimate what proportion
of a worker's time is devoted to work activities. It proceeds along the following steps:

Decide what activities are defined as "working." "Not working" comprises all
activities not specifically defined as "working."
Observe the worker at selected intervals, recording whether a person is working or
not.
Calculate the portion P of time a worker is working as :

Number of observations during which working occurred

P = --------------------------------------------------------------------------
Total number of observations
This calculation can then be used as a performance standard.

Work sampling can also be used to set standards; the procedure is similar to the one used in
direct time studies.

102
Work sampling is particularly adaptive to service to service sector jobs such as those in
libraries, banking, health, banking, health care, insurance companies, and government.
Accuracy of this technique depends keenly upon sample size.

Disadvantages of work sampling are that the analyst may not be completely objective or
may study only a few workers, and that "working" is a broad concept not easily defined
with precision. There are, however, some obvious, advantages with work sampling: It is
simple easily adapted to service sector and indirect labor jobs, and an economical way to
measure performance. In short, work sampling is a useful work measurement technique if it
is used with discretion.

Combining Work Measurement: Techniques which work measurement technique should

you use? In practice, they are used in combination, as cross-checks. One common practice
is to observe a job, write down in detail all the job elements, and set a predetermined time
standard. Then you can check the history of performance on this or similar jobs to verify
that the predetermined standard is reasonable. To provide a further check, a direct time
study can be made of the job by element and in total. No one work measurement technique
is totally reliable. Because of the high skill level required in setting the standard, a cross-
check is desirable whenever possible.
----------------------------------------------------------------------------------------------------------------
6.8 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------

1. Why is layout planning important?

2. Discuss the various types of layout.
3. Give explain of product and process layout.
4. What is job design?
5. Define work measurement Discus the various types used and work measurement.

103
----------------------------------------------------------------------------------------------------------------
PROJECT SCHEDULING
----------------------------------------------------------------------------------------------------------------
Structure

7.1 Introduction

7.2 Project Management

7.3 Scheduling Project

7.4 Case Study - Scheduling at Bellop

7.5 Logic of PERT

7.6 Review Questions

----------------------------------------------------------------------------------------------------------------
7.1 INTRODUCTION
----------------------------------------------------------------------------------------------------------------
A project is a one-time-one set of activities with a definite beginning and ending point in
time. The activities must be done in a particular order (they have precedence relationships).
The key difference between project planning and other types of planning is that each project
is a unique entity that occurs just once.
----------------------------------------------------------------------------------------------------------------
7.2 PROJECT MANAGEMENT
----------------------------------------------------------------------------------------------------------------
Project Planning: Project planning includes all activities that result in a course of action
for a project. Goals for the project, including resources to be committed, completion times,
and activities must be set and their priorities established. Areas of responsibility must be
identified and assigned. Time and resource requirements to perform that work activities
must be forecast and budgeted.

Project scheduling: This in contrast to project planning is more specific. Scheduling

establishes times and sequences of the various phases of the project. In project scheduling,
the manager considers the many activities of an overall project and the tasks that must be
accomplished and relates them coherently to one another and to the calendar.

Example: Slick Wilson, a first-semester freshman at State, is receiving advice from his
sophomore roommate on how to study for finals, which start in two weeks. Slick, who has
ignored the entire problem until now, is advised to list all his courses and estimate how much
time he needs to study for the final in each course. Next, Slick's roommate suggests that he
should look in the final exam schedule. When he has determined the order in which he must
take his finals, Slick should plan to study for the first one first, the second one next, and so on
until he has prepared for all his exams. Slick prepares a study plan according to this advice,
adding to the plan that, when he finishes his last final, he will throw the schedule away and
forget about finals, school, and his introduction to (finals/project) scheduling.

104
The project in this example is to study for finals. The beginning point in time is now, two
weeks before his first final. The ending point is the moment Slick steps in to take the last
final. The project activities are studying for various courses. These activities must be time
sequenced according to the order and dates he has to take the exams. Viewing final exam
preparation as a project, you might use project management to improve the scheduling of
your study time at the end of this semester.
----------------------------------------------------------------------------------------------------------------
7.3 SCHEDULING PROJECT
----------------------------------------------------------------------------------------------------------------
Project Scheduling Models: There are various methods for scheduling projects. Here we
will look at two simple project scheduling models - Gantt charting and the Program
Evaluation and Review Technique (PERT). Both are schematic models, but PERT also has
some mathematical model adaptations.

Gantt Charts: A Gantt chart is a bar chart that shows the relationship of activities over
time. Table 7.1 gives the symbols often used in a Gantt chart. An open bracket indicates the
scheduled start of the activity, and a closing bracket indicates the scheduled completion. A
heavy line indicates the currently completed portion of the activity. A caret at the top of the
chart indicates current time.

TABLE 7.1. Gantt chart symbols

Symbol Meaning

[ Start of an activity

] End of an activity

[-] Actual progress of the activity

v Point in time where the project is now

Figure 7.1 shows a Gantt chart of a student preparing for final exams. Project activities are
listed down the page and time across the page. The project activities are studying for exams
in English, History, Math and Psychology. Math is broken into two sub activities - studying
concepts new since the last exam and studying concepts covered on previous exams, for
review. By examining the horizontal time axis, we see that all activities must be completed
in three and one-half weeks.

Studying English, for example, is scheduled to start at the beginning of week 1 and end
after one and one-half weeks. The caret at the top indicates that one and has already been
done. Students can use this chart to visualize their progress and to adjust their study
activities. As you can see, one of the strength of project scheduling with Gantt charts is the
simplicity of the schematic model.

105
 V
Project activity Week1 2 3 4

Study English [------------------ ]

[------------------
Study History ]

Study Math

Study concepts

new since last [------- ]

exam

Study concepts

covered on [ ]
previous exams

Study
Psychology [ ]

Figure 7.1: Gantt chart for Project Scheduling

----------------------------------------------------------------------------------------------------------------
7.4 CASE STUDY - SCHEDULING AT BELLOP
----------------------------------------------------------------------------------------------------------------
Introduction: Bellop Ltd. established in the early 1960s as a private firm, is manufacturing
a number of electronic equipment items. The organization, being a fairly large one, is a
pioneer in the range of products manufactured by it. The technological excellence of its
products has gained it a place among organizations, which undertake complex design
development work for the electronic industry as a whole. During the late eighties, the
company established a unit within its present manufacturing premises, exclusively
dedicated to such developmental tasks. The unit was organized to produce fabricated
components on the cellular manufacturing principle.

Currently, its fabrication shop is divided into five work cells. These cells are, more or less,
divided on the basis of operation layouts for components. Each cell processes a group of
similar products, due to which, flexibility and economy are achieved in manufacturing.
Approximately 50 to 70 percent of mechanical parts go through the paint shop to the
assembly; hence, the importance of the paint shops. The present trend indicates that about
70 percent of the load in the paint shop is due to jobs related to PRC and RRA projects. The
work cell sequence is maintained for all the jobs but some operations may be skipped

106
 depending upon the, routing of a job. More details about various operations in their
sequence for the jobs of the particular month studied are given in Table 7.2.

Table 7.2 Sequence of Operations for Jobs

FinalCoat
Mask

Applyingputty
SandBlast
Demark

Putty

Primercoat

GrandTotal
ScreenPrinting

LetterPainting
Name

Quantity

MakeSeal
PartNumber

2016496501 Housing 245 .103 .22 .045 .053 103.1

2
21000490133 Housing 275 .1027 .21 .043 .054 103.1
2
475612420122 Knob 539 .0042 .0031 .005 .0057 9.69
35001035022 Clamp 244 .0036 .0044 .007 .009 5.86
110000403272 Heatsink 30 .035 .047 .036 .017 .017 4.56
110000403175 Heatsink 30 .035 .047 .036 .017 .017 4.56
110000045245 Frame 12 .084 .081 .47 .039 .042 8.592
210002360145 Box 50 .078 .085 .0765 .52 .141 .047 .054 .047 72.72
assembly 5
21162300234 Clamping 33 .031 .046 .021 .024 3.678
frame
130384 Window 45 .008 .3735
3
250010360213 Clamp 500 .0027 .0051 .0056 .0061 9.75
210001600150 Cap nut 952 .0019 .0023 .0042 .0052 12.94
7
11000253795 Box 31 .082 .094 .082 .44 .130 .058 .062 .066 44.21
1.00004700324 Reflector 4 .014 .0267 .0517 .053 .5816
assembly
2100016101018 Cavity 14 .023 .05 .0048 .0052 1.162
4 tube
110000023323 Radiator 15 .116 .067 .23 .673 .1152 8.868
holder
100004700324 Reflector 21 .014 .267 .517 .053 3.053
assembly 4
110000020122 Radiator 7 .0667 .82 .275 .091 .097 4.281
wing 9
35001037024 Plate 131 .031 .033 .029 .0834 .375 .0416 33.46
110.000072114 Device 1 .0616 .068 .05 .1083 . .029 .033 .141 .9915
panel 5 6
110000023226 Spine 13 .064 .021 .033 1.989

The paint shop can be considered as a job shop inputs coming in batches of different
quantities and of different types at different points in time. Yearly forecast / order booking
is done by the Sales Department. The forecast gives an idea 0 how many jobs per project
are to be processed during the current year. It includes any backlog 0 the previous orders as
well. This forecast is considered by various project cells so as to make quarterly schedule
for the number of jobs. There are five project cells which monitor the progress of various
jobs produced against their requirements. These cells expedite the production in the pair
shop on the basis of assembly requirements.

107
The job plan is divided into the categories.

Monthly production.
Quarterly production.
Yearly production.

The quarterly plan is broken into a monthly plan or monthly list for the parts to be delivered
(which are in short supply) for the assembly requirements.

Except for RRA accessories and some critical parts of the project, due dates are generally
not fixed. There is a senior planning officer whose function is to coordinate the shop floor
planning and project cells. Based on his advice, the priority of urgent jobs is fixed. Once a
week, the production progress for each project is reviewed by the work cells, project cells
and the senior planning officer and corrective actions are decided upon.

At the overall operating level, the control is applied through a weekly review of production.
Weekly production is monitored by the respective project cells. The general experience of the
planning group is that, urgent jobs are always in large numbers. This leads to the disturbance of
the normal operation of the production shop and consequently, the equipment utilization suffers.
The shop is controlled by a shop planning cell in coordination with an assistant works manager.
The shop gets a monthly open shop order for various jobs. The first batch may be a partial one.
If it is a partial batch, then the rest of the batch arrives the next time. But this arrival is random.
After getting the priority of a job from the project cell, the daily priority of a job order is fixed
and it is launched. No completion time of the job is specified on the job order. It is solely
dependent upon the discretion of the shop supervisor, who determines the quantity and what
jobs are to be loaded together with the jobs with higher priority.

Existing Control Procedure: The only method of controlling the system is to monitor the
operations and to expedite the jobs which are urgent. Since work standardization has not
been done, a due date for the completion of an operation is only tentative and how much
time is required for it is decided by the workman himself.

Uttampad, the manager of the development division, was facing considerable problems of
undergoing delays taking place in the paint shop, which caused heavy rescheduling of
assemblies and failure in delivery date commitments; He discussed his problem with the
deputy manager (finishing), Anandan, the senior planning officer, Shankar and the
superintendent of paint shop, Vora. The following were the main contentions.

Anandan felt that if they compared the overall operating system with an ideal system,
deficiencies were very many. Shankar, however, felt that a specific schedule had to be
made, giving due dates for the completion of the operations so as to minimize the avoidable
delay and determine the point of delay in the production process. By giving due dates, a
higher level of control over the entire production could be achieved, because some
techniques like the critical ration decision rule could be used to determine the priorities
automatically. It would also minimize the effect of passing of the buck in respect of delays.
A higher number of rush orders reflected a poor system that was existing.

Uttampad, however, felt that if due dates could not be given a priority, then obey would have to
settle for some sort of loading of facilities with jobs, according to some dynamic priority
criterion over very short intervals to utilize the capacity as fully as possible. But the paint

108
shop superintendent, Vora, felt that the capacity of the paint shop was inadequate for the
load coming on it. He wanted Khan, the industrial engineering supervisor, to correctly
assess the capacity of the shop and submit a report. In his opinion, the capacity was
increased, the scheduling procedures, which Shankar felt were required would be of no ask
Walker, a young management graduate student (who had approached him for arranging him
a project study for his degree) to study the shop and develop a scheduling procedure.

Khan made a snap work sampling study and discussed with the supervisors in the paint and
finishing shops. He submitted the following report.

Khan's Report: For analyzing the existing problems, first a snap work sampling was
carried out to estimate the required capacity utilization (see Appendix to report). Then the
existing paint shop was studied thoroughly. The paint shop studied could be considered as a
batch type production system. The main features of the shop were:

Intermittent and random arrival of jobs.

Different types of jobs.
Wholly manual operation.

Load and capacity were estimated in man-hour units. Load was defined as the man-hours
required performing an operation at normal pace. The total load was obtained as the
summation of various loads. Capacity was defined as the potential time available for work,
at a work centre expressed in man-hours. For the purposes of calculation of capacity,
various allowances like personal time, cleaning work station, shutdown, tool maintenance
and unavoidable delays were also considered.

A load factor of 0.7 was used because only two projects were considered. Absenteeism and
lunch or tea breaks were also considered in determining the capacity.

Estimation of Available Capacity:

1. Net capacity for various operations is calculated as shown below

2. Net capacity available per shift was calculated using the formula
3. Net capacity /shift in man-hours= available hours shift x allowance factor
4. x absenteeism factor x load factor

Further, it was decided to estimate the representative time per part. Based on observations,
the times for different operations and their averages were computed depending on the type
of job and operations. Proper allowances (fatigue, personal and others) were added to these
on the basis of the standards prescribed by the International Labor Organization (ILO). In
arriving at these timings the views of the workers themselves and the shop supervisions
were given due weightings. Acceptance of these times by the workers facilitated their use in
short interval scheduling (SIS)

Since it was not possible to observe the operations of the all the parts, Khan decided to_
extrapolate the time per operation for the remaining parts on the basis of representative
parts of that category. It was assumed after discussion with the management, that a measure
of the painting time could be taken as proportional to the painted area. After estimating the
average time per operation for all the jobs in a month it was added up for different
operations and the total load in terms of man-hours was calculated.

109
Capacity Utilization: The load cleared (in man-hours) for the month in the study was as
follows;

Stenciling 15.49
Sand blasting 168.19
Painting 281.80
Screen printing 33.55
Sub-total 499.03
Other manual operations 818.94
Total 1317.97

Standard man-hours available = 3173.8 for the

month. Therefore,
Overall capacity utilization = 1317.9/3173.8
= 41.5%
This was comparable to the work sampling results. As compared to this, the loard for the
next month (in man-hours) was as follows:
Estimated for the next month
Painting 178.66
Stenciling 11.15
Screen printing 4.02
Sand blasting 35.71
Manual 673.26

The expected load capacity rations were as follows:

Painting 175/209.83=0.83
Stenciling 11.2/141.68=.079
Screen printing 35.70/141.6=0.25
Sand blasting 4.0/70.5= 0.05
Manual 673.3/1039=0.64

Therefore, the painting and manual operations were the bottleneck in the system and an
extra paint booth might be required if the capacity utilization as low as in the previous
months. But due to the flexible nature of manual operations, man-power could be diverted
to manual work from stenciling, sand blasting and screen printing booths, and this had to be
exploited in the development of any algorithm for scheduling of jobs in the paints shop.

110
Walker's Report on the Proposed Scheduling Procedure: Similarly, Walker the
management graduate student studied the shop along with Khan for about one and half
months and submitted a report to Uttampad as given in the following Appendix.

Appendix to Khan's Report

Details of work sampling:

Total number of observations = 98

Total number of observations when paint
Booths were used = 20
Total number of observations when sand
Blasting booths were used = 7
Total number of observations when stenciling
Booths were used = 21
Total number of observations when
Screen painting was done = 7
(i) Utilization of point booth = 20/98
=20.4%
(ii) Utilization of sand blasting booth = 7/98
= 7.14%
(iii) Utilization of stenciling booth = 21/98
= 21.4%
(iv) Utilization of screen painting fixture = 7/98
= 7.14%

Note: For the purposes of calculating the number of observations, the following formula
was use<1
b=fx, op (1-p/n)
where h =+or-1O%
1 = 1.96 for 90% confidence interval with normal
distribution Ip= 0.4, i.e. the utilization is 40%
One of the problems of scheduling or controlling in the job shop under consideration is the
requirement of data on the status of the system. An associated problem is that such data
pertaining to the production system may not be available. Thus, many decisions are to be
based on insufficient data. Another problem is to develop a scheduling procedure which
works in practice. There are two phases of controlling an intermittent job shop. The first
phase is loading and the second is scheduling.

111
Loading: A load is the amount of work assigned to a facility and loading is the assignment
of work to a facility. A chart can tell us in advance whether there is an overload or
underload. Loading can be used to smooth the work load in small scheduling periods. For
loading effectively information is required on the following points:

The work assignment.

The work content of the assignments, 3. Notice of assignment completion.

In the present study, work assignment was first determined. From the part production
progresses and project process chart, the number and type of parts coming for the
processing in the paint shop were obtained. Since the work content was not given full in the
operation analysis and routing chart, it W2 is estimated with the help of shop supervisors.
For example, the operation and routing chart does not_ say whether the putty is to be
applied or not, how standardization of the operations and labor force. Therefore, the times
for the operation were estimated on the basis of a number of observations and extrapolation
to various other parts for which personal observations were not possible. By aggregation
the total work content for a particular month was calculated.

The required date of completion of a part was not normally given a priority by the
management. There was only a part planning system in the operation on the basis of
monthly loading. Therefore, it was not possible to know in advance as to when a particular
part would be required from the paint shop. Therefore, the capacity was estimated for the
paint shop on the basis of a work study and the standard times of fabrication shop.

Scheduling, on the other hand, can smoothen the production, minimize the inventories,
shorten the lead times and eliminate bottlenecks. Since the scheduling in the time-phasing
of a job, the time of its starting is required. There are various scheduling techniques
applicable is the case of intermittent job shops. Priority scheduling approaches, such as
shortest processing time, minimum operations etc., could not be employed because the
operation times were not accurately known. Therefore, it was decided to use the available
'man-power effectively and to improve the process time of the jobs. Thus, for this purpose,
short interval scheduling (SIS) was considered the most suitable approach.

Short Interval Scheduling: The main characteristic of the approach is the short interval used
to describe the work activities or operations. The usual time interval is in hours and tenths of an
hour. The work to be assigned to one man is broken down into a series of short tasks to which
reasonable times are assigned. The overall time for the job is the summation of SIS times
assigned. The operations are assumed to be steady and at average pace. The emphasis is on the
minimization of idle time. Using the SIS in its best sense, the worker should perform at or near
the peak efficiency with a minimum of breaks. Thus is can optimize the performance of the
point shop alone by keeping in mind the various constraints.

Workers were assigned specific jobs. Estimated times were used in SIS in order to reduce
the amount of sequential mental planning required of the operator. To be fair to the workers,
maximizing communication between the shop superintendent and the workers was
recommended.

As a first step in establishing SIS, an operation or an occurrences sheet was prepared in which
operations were listed in sequential order. After this, various data required under each source
and control unit information were listed (the control unit is 'the operations unit of

112
production, which lists components, assemblies, drawings and other reference materials, the
frequencies of operations and the times required for each operation). These were taken from
historical data. In establishing times for each operation, contact between the foreman and
workers had to be encouraged.

During the initial implementation there might be below par performance due to orientation
in requirements. For this reason, the missed schedule report is recommended. It records all
the assignments not completed in time. The key section is the column headed 'corrective
action'. In this column, the scheduler notes why the schedule was not met and what
corrective action was taken. A daily or weekly performance report can also be prepared.
This is similar to the missed schedule report but can also report routine or better
performance. A daily performance report can be made on an individual basis while the
weekly report can be made on departmental basis.

Since the operations were not standardized, this method which seems quite reasonable in
the present context could not be recommended in its entirety. Therefore, only its concept
was used in developing a scheduling algorithm.

The Algorithm: Having considered various available techniques, it was clear that none of
them could be used in total to schedule the jobs in the paint shop. Therefore, it was decided
to make a combination of these to provide a new approach in scheduling the paint shop on
daily basis. An algorithm was developed to suit the present system of operation.

The algorithm is developed with the objective of using the manpower effectively, and
maintaining the priority of the jobs. Scheduling of the paint shop should be done in entirely
and it should not disturb the overall system.

The algorithm takes the following information as input and gives job operations personnel
allocation as the output, while maintaining the priorities:

1. Priority list of the jobs with specified quantity per order.

2. Persons available and their capability of performing an operation.
3. Constraints on the number of persons due to non-availability of facilities.
4. Hours available per shift.

The algorithm has the following constraints:

At any instance of time, at the most three paints booths or two sand blasting booths
or one screen printing fixture will be in operation.
The operation sequence cannot be altered and is to be strictly adhered to.
Partial batch processing is not permitted.
Partial operation is not possible.
An incomplete batch will be given its due priority in the next shift. Whenever an
operation is allocated to different workmen they would start the work simultaneously.

Assumptions: The following assumptions are made in developing the present algorithm.
The shop supervisor will be given a specific priority list.
The required batch quantity will be known in advance.
There will be no delay for want of instruction.
Material movement times will be negligible.

113
----------------------------------------------------------------------------------------------------------------
7.5 LOGIC OF PERT
----------------------------------------------------------------------------------------------------------------
Development of PERT: In 1958 the U.S. Navy developed Program Evaluation and Review
Technique (PERT) for planning and control of the Polaris nuclear submarine project. the
results of using PERT in that application, in which some 3,000 contractors were involved, is
generally reported to have reduced by two years the project completion time for the Polaris
project. In both government and industry today PERT is still widely used.

Figure 7.2: Network of nodes and arcs

A similar modeling approach called the Critical Path Method (CPM) is also used by
business and government. Since CPM and PERT are nearly equivalent, we will concentrate
only on PERT.

Application of PERT First we should clarify the conditions under which PERT may be
appropriately used. If your situation lacks the following features, PERT will yield little
benefit.

First, the project must be one whose activities clearly are distinct and separable.
Second, the project and activities must all have clear starting and ending dates.
Third, the project must not be complicated by too many interrelated tasks.
Fourth, the project must be one whose activities afford alternative sequencing and
timing.

Language of PERT The PERT language comprises simple symbols and terms. As
described in Figure 7.2, key symbol are those for activity, dummy activity, event, and
critical path of the network. Since the critical path requires the longest time through the
network, management should watch it most closely to avoid unnecessary project delays.

Logic of PERT How does PERT work? It works by following these steps:
1. Clearly identify all activities in the project.
2. Identify the precedence requirements of the activities.
3. Diagram the precedence requirements as a sequence of activities.
4. Estimate the time each activity will take.
5. Calculate the critical path and other project performance criteria, creating the
schedule and plan for subsequent control criteria, creating the schedule and plan for
subsequent control.
6. Reevaluate and revise as experience dictates.

114
Time estimates are obtained from either past data or from people experienced in a particular
activity. Optimistic t0, pessimistic tp, and most likely tm times must be estimated so that the
expected (average) time te can be calculated from the following equation.
(t0 + 4tm +
tp) te=
6

TABLE 7.3 Program Evaluation and Review Technique (PERT) glossary

Symbol Name Meaning

Activity A task within the project that has a definite beginning
and ending date or point in time. The activity consumes
time. The length of the arrow is of no significance.
Designated as an arc.
Dummy A fictitious activity consuming no time; necessary to
activity preserve the unique identification of activities.
Event The beginning or ending of an activity. A point in time.
Each project has a distinct project beginning and project
ending. Designated as a node.
Network The sequence of all project activities. The sequence
obeys precedence requirements. Nodes connected by
arcs.
Path Any one unique portion of the project sequence,
beginning with the first activity and ending with the last
activity, for which each activity has a single immediate
successor. Each node pair has a single arc, an activity.

----------------------------------------------------------------------------------------------------------------
7.6 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------
1. What is the meaning of project? Provide an example of the project?
2. Discuss how a Gantt chart can be used as a scheduling tool. What type of model is a
Gantt chart?
3. Describe the conditions under which PERT may be appropriately used.
4. In PERT, the terms are important. Explain the difference between an activity and an
event. What is a critical path?
5. Present the logic of PERT- that is, explain how PERT works.
6. Your project is to design and build an insulated dog house for your favorite collie.
Show how to use PERT.

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----------------------------------------------------------------------------------------------------------------
INVENTORY MANAGEMENT
----------------------------------------------------------------------------------------------------------------
Structure
8.1 Introduction

8.2 Basic Economic Order Quantity (EOQ) Model

8.3 Quantity Discount Models

8.4 Spare Parts Inventory

8.5 Material Resource Planning

8.6 Manufacturing Resource Planning

8.7 Purchasing Objectives

8.8 Review Questions

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8.1 INTRODUCTION
----------------------------------------------------------------------------------------------------------------
The approach to stock in manufacturing company needs to be different from that in a
trading or a commercial business. For a Supermarket the main reason for holding stock will
be to provide good customer service. A high degree of such service will be required. If the
cornflakes are out of stock, the customer will go elsewhere. The goods classed as "Stock"
will mainly be finished goods; ready for sale, ordering from Suppliers will be done largely
without considering the consequences on any manufacturing activity.

For a manufacturing company, stock control systems must take account of manufacturing
activities. Inevitably there will be clashes or trade offs between the level of stock carried,
the service given to the customers, the cash flow involved in carrying stock and the
influence stock ordering policy has on manufacturing costs.

"Stocks" will cover finished goods stocks, but also raw materials, work in process and
components ready for use. The term "Inventory" refers to the stock of raw materials, Parts and
finished products at hand at a given time (a tangible asset which can be seen, weighed or
counted). In a wider sense "inventory consists of usable but idle resources''. The resources may
be of any type; for example men, materials, machines or money. When the resource involved is
material or goods in any stage of completion, inventory is referred to as stock''.

Inventory consists of the following-

Raw Materials: They are the physical resources to use in the production of finished
goods. The purpose of holding raw material is to ensure uninterrupted production in
the event of delays in delivery and to take advantage of bulk or other favorable
terms of purchase.

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 Bought out components: Items not manufactured/fabricated by the organization but
used with or without further processing and/or packing the finished product, e.g.
Rubber parts by Egg co. Tin cans by a Vanaspati Mill.

Work in process- or intermediate goods are in the process of production. Their

purpose is to disconnect the various stages of production which facilitate production
planning. Such Inventory helps to stabilize the rate of out put at successive stages in
the face of fluctuation. Partly manufactured/processed inventories awaiting further
mfg/processing between two operations and are in the process of being fabricated or
assembled into finished products, including materials lying with subcontractors and
material lying in shop food for further processing or assembly.

Finished Goods: They are the inventory held for sale in ordinary course of
business. Such inventory serves as a buffer against fluctuations in demand for a
product. Stock of finished goods facilitates a reasonable rate of out put and enables
the firm to provide a quick service to customers. It helps to reduce the risk
associated with stoppages or reductions in production on account of strikes, break
down, shortage of material/power etc.

MRO: Maintenance, Repair and operating supplies. The group include spare parts
and consumables which are required for use in the process but do not form a part of
the finished product, e.g. Lubricants, V Belt, Electrodes, Pencil, Soap etc.

Inventory policies are important enough that production, marketing, and financial managers
work together to reach agreement on these policies. That there are conflicting views
concerning inventory policies underscores the balances that must be struck among
conflicting goals-reduce production costs, reduce inventory investment, and increase
customer responsiveness.

Opposing Views of Inventories: There are many reasons why we like to have inventories,
but there are also reasons why holding inventories is considered to be unwise.

WHY We Want to Hold Inventories? Inventories are necessary, but the important issue is
how much inventory to hold. Below is the summary and the reasons for holding finished
goods, in-process, and raw materials inventories.

Finished:

Essential in produce-to-stock positioning strategies, of strategic importance.

Necessary in level aggregate capacity plans.
Products can be displayed to customers.

In-Process:
Necessary in process-focused production; uncouples the stages of production;
increases flexibility.
Producing and transporting larger batches of products creates more inventory but
may reduce materials-handling and production costs.

Raw Materials:

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 Suppliers produce and ship some raw materials in batches.
Larger Purchases result in more inventory, but quality discounts and reduced freight
and materials handling costs may result.

In addition to the strategic importance in providing finished-goods inventor so that

customer service is improved through fast shipment of customers' order, we also hold
inventories because by doing so certain costs are reduced.

Ordering costs. Each time we purchase a batch of raw material from a supplier a
cost is incurred for processing the purchase order. Expediting, record keeping and
receiving the order into the warehouse. Each time we produce a production lot, a
changeover cost is incurred for changing production over from a previous product to
the next one. The larger the lot sizes, the more inventory we hold, we order fewer
times during the year and annual ordering costs are lower.
Stockpot costs. Each time we run out of raw materials or finished-goods inventory
cots ma b incurred. In finished-goods inventory, stock out costs can include sales
and dissatisfied customers. In raw materials, inventory, stock out costs can include
the cost disruption to production and sometimes even lost sales and dissatisfied
customers. Additional inventory, called safety stock, can be carried to provide
insurance against excessive stock outs.
Acquisition costs. For purchased materials, ordering larger batches may increase
raw materials inventories, but unit costs may be lower because of quantity discounts
and lower freight and materials-handling costs. For produced materials, larger lot
sizes increase in process or finished goods inventories, but average unit costs may
be lower because changeover costs are amortized over larger lots.
Start-up quality costs. When we first begin a production lot, the risk of defectives is
great. Workers may be learning, materials may not feed properly, machine settings may
need adjusting, and a few products may need to be produced before conditions stabilize.
Larger lot sizes mean fewer changeovers as per year and less scrap.

Inventories can be indispensable to the efficient and effective operation of production

systems. But there are good reasons why we do not want to hold inventory.

Why We Do Not Want To Hold Inventories: Certain costs increase with higher levels of
inventories:

Carrying costs: Interest on debt, interest income foregone, warehouse rent, cooling,
heating, lighting, cleaning, repairing, protecting, shipping, receiving, materials-
handling, Taxes, insurance and management are some of the costs incurred to insure,
finance, store, handle and manage larger inventories.
Cost of Customer responsiveness: Large in -process inventories clog production
systems. The time required to produce and deliver customer orders is increased, and
our ability to respond to changes in customer orders diminishes.
Cost of coordinating production: Because large inventories clog the production
process, more people are needed to unsnarl traffic jams. Solve congestion-related
production problems, and coordinate Schedules.
Cost of diluted return on investment (ROI): Inventories are assets, and large
inventories reduce return on investment, reduced return on investment adds to the
finance costs of the firm by increasing interest rates on debt and reducing stock prices.

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 Reduced-capacity costs: Inventory represents a form of waste. Materials that are
ordered, held, and produced before they are needed waste production capacity.
Large-lot quality cost: producing large production lots results in large inventories.
On rare occasions, something goes wrong and a large part of a production lots a
defective. In such situation, smaller lot sizes can reduce the number of defective
products.
Costs of production problems: Higher in - process inventories camouflage
underlying production problems. Problems like machine breakdowns, poor product
quality and material shortages never get solved.

At first, these costs may seem indirect, fuzzy and even inconsequential, but reducing these
costs by holding fewer inventories can be crucial in the struggle to complete for world
markets.

Nature of Inventories: Two fundamental issues underline all inventory planning:

How much to order of each material when orders are placed with either outside
suppliers or production departments with organization
When to place the orders

The determination of order quantities, sometimes also called lot sizes, and when to place
these orders, called order points, determine in large measure the amount of materials is
inventory at any given time.

Types of Inventory: Include the following mentioned below:

Anticipation inventories: When a firm anticipates a rise in prices, it may purchase

in bulk quantities and hold the same until the prices rise. Similarly, products having
seasonal demand (wool, umbrellas, fans, etc.) need to be produced and stocked in
anticipation of sales during the season. These kinds of inventories are called
anticipation inventories.

Fluctuation inventories: Demand fluctuates over time and it is not possible to

predict it accurately. Business firms maintain reserve stocks to meet unexpected
demand and thereby to avoid the risk of losing sales. These safety stocks are known
as fluctuation inventories; there is a time gap between production and use of certain
products. The goods produced in one season are held in stock for sale and use
throughout the year. Potato, wheat, rice, etc., are examples of such commodities.
When the availability of raw materials is seasonal (e.g., cotton), bulk stocks are
purchased for use throughout the year.

Lot-size inventories: Goods are bought in large lots to get the benefit of discount.
The gods so purchased are stocked until sale or use.

Transportation inventories: Raw materials and finished goods are sent from one
place to another. Some amount of inventory is always in transit. Longer the
transportation period, greater is the amount of transportation inventories.

The problem of inventory management (inventory problem) deals with how many
units/quantity of inventory should be carried in stock. This problem requires a balance

119
between the risk of being out of stock and the cost of preparing inventory. Out of stock
involves the cost of idle men and machines, loss of customers, etc. Too high inventories
involve risk of loss due to changes in demand, price, style, technology, etc. The objective
here is to minimize the cost of holding inventory without taking undue risks. Inventory
decision in an important strategic decision because the level of inventories serves as a guide
for production planning. Production and sales policies are closely connected with inventory
policy. Too much inventory is a cause for alarm as it may result in the failure of a business.
Too low inventory may result in loss of sales. Planning the inventory level is one of the key
areas of business decision making. An enlightened inventory policy has favorable effect on
the costs of production.

Take the case of a firm which is manufacturing umbrellas. The season and demand for
umbrellas is from June to September (a four month period). The firm has two alternatives.

It may produce umbrellas throughout the year and sell them during the four-month
period. In this case it will have to incur costs on carrying stock of raw materials and
finished goods.

Alternatively, the firm may produce only during the four months and avoid the costs
of inventory. But this may result in loss of sales and production due to power failure,
Strikes, machine breakdowns, etc.

If the cost of carrying inventory is less than these losses it would be preferable to stagger
the production throughout the year and maintain inventory.

The level of inventory depends upon several factors:

The rate of inventory turnover, i.e., the time period within which inventory
completes the cycle of production and sales. When the turnover rate is high,
investment in inventories tends to be low.

Durable products are more susceptible to inventory holding as the risk of perish
ability and obsolescence is less. Perishable and fashion goods are not stocked in
large amounts. Thus, the type of product also influences the inventory level.

Under conditions of imperfect competition demand is uncertain and stocks must

be held if the firm wants to take advantage of profitable sales opportunities. The
optimum level of inventory will demand upon the variability of sales and the cost-
revenue relationship. The level of inventory rises with increase in the difference
between price and marginal cost. Thus, market structure influences the level of
inventories.

Economies of production runs also determine the inventory level. Modern

machinery is very costly and the cost of idle machine time is considerable. therefore,
every business firm likes to maintain sufficient stock of raw materials to ensure
uninterrupted production.

There are certain costs of carrying stock. Some of these costs (STORAGE costs,
setup cost, change-over costs, costs of ordering, spoilage and obsolescence costs)
are directly measurable. On the other hand, certain costs (opportunity cost of capital,

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 costs caused by price level changes, cost of loss of sales due to shortage of stock)
are not measurable. All these costs influence the level of inventories.

Financial position of the firm exercises significant influence on inventory levels. A

financially sound company may buy materials in bulk and hold them for future use.
A firm starved of funds cannot maintain large stocks.

The inventory policy and attitude of management also influence the inventory
level.

Objectives of inventory Control: The main objectives of controlling inventory are as

follows:

to minimize capital investment in inventory by eliminating excessive stocks,

to ensure availability of needed inventory for uninterrupted production and for
meeting consumer demand;
to provide a scientific basis for planning of inventory needs;
to tiding over the demand fluctuations by maintaining reasonable safety stock;
to minimize risk of loss due to obsolescence, deterioration etc., and
To maintain necessary records for protecting against thefts, wastes, leakages of
inventories and to decide timely replenishment of stocks.

Advantages of Inventory Control: Scientific inventory control provides the following

benefits:

It improves the liquidity position of the firm by reducing unnecessary typing up of

capital in excess inventories.
It ensures smooth production operations by maintaining reasonable stocks of
materials.
It facilitates regular and timely supply to customers through adequate stocks of
finished products.
It protects the firm against variation in raw materials delivery time.
It facilitates production scheduling, avoids shortage of materials and duplicates
ordering.
It helps to minimize loss by obsolescence, deterioration, damage, etc.
It enables the firms to take advantage of price fluctuations through economic lot
buying when prices are low.

Costs of Holding Inventories: The building up and holding of inventories involves several
costs. First of all there is the procurement cost. Procurement costs are of two types. When
inventory is procured from outside suppliers, it is known as the ordering cost (expenses
incurred on preparing and sending the purchase order). When the inventory is self-supplied
by the businessman from his own factory, it is called setup costs. Strictly speaking, setup
costs are relevant in job order production only. Setup costs include all the costs components
of changing over the production process to manufacture the ordered item. It also comprises
cost of time lost in changing the production process and clerical cost involved in sending an
order to the production department.

The second categories of costs are called carrying costs which comprise the following costs:

121
 Capital cost.
Cost of storage and handling and
Cost of deterioration and obsolescence.

Capital cost: It refers to the cost of the money tied up in inventory. Such cost depends on
the prevailing market rate of interest. But in a capital scarce country like India, market rate
of interest is not a correct indicator of capital cost. What is relevant is the opportunity cost
(loss of earnings of capital which could alternatively be utilized elsewhere).

Storage costs: Storage costs include rent of go down where inventories are stored, clerical
costs of maintaining stock records, cost of air-conditioning (if any) required to protect the
inventory, cost of night watchman, cost of insurance of inventory, etc.

Deterioration Costs: Any product or material is likely to deteriorate if stored for a long
time. In addition to actual deterioration, there may be pilferage and obsolescence. Such loss
is included in deterioration costs. In case of overstock inventory may be left after its
demand has terminated. Such overstock cost also represents loss in value.

Stock- out Cost: When the inventory is required in factory or for sale to consumers and the
company runs out of stock, it losses production or sales. There is the cost of ideal machine
time, loss of man hours, failure to supply goods to customers on time and the resulting loss
of goodwill. Thus there is a cumulative effect. All such costs are called shortage or penalty
costs.
There are there aspects of inventory replenishment order - (1) the size of each order (called
lot size or reorder quantity), number of orders and the time between the placement and
receipt of an order (known as lead time).

Lead time: It refers to the interval between placing an order for a particular item and its
actual receipt. Suppose, an order is placed for a particular item on Ist January and the
material is received on Ist February. In this case the lead time is one month. Longer is the
lead time higher will be the average level of inventory.

Safety stock: It implies the stock of inventory held as a safety measure against fluctuations
in demand and lead time. Safety stock is a function of lead time. The longer the lead time,
the greater the safety stock. Safety stock is also known as buffer stock or minimum stock.
Safety stock should be differentiated from working stock. Safety stock refers to the stock of
inventory which is supposed to take care of shortages. On the other hand, working stock
refers to the inventory generated by orders.

During a cycle of production, the inventory is depleted. Assuming a constant rate of usage
we get the slope of line eb. If inventory is not replenished, inventories will ultimately (time
t2) reach zero level. In order to avoid it the firm would place on order in advance at time t1
as order cannot be carried out immediately. Depending on the lead time delivery procedure
and daily usage rate of the inventory, the order point for the replenishment of inventory is
decided. It is equal to lead time multiplied by the slope of the usage line.

While determining the safety stock, reorder cost and reorder quantity should be considered.
The cost of reorder and the quantity to be reordered depend upon the following factors:

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 The minimum level: The minimum level of inventory is decided by taking into
account such factors as the usage value of the item, normal lead time, the
availability of substitutes, etc. After taking these factors into consideration, a level
has to be determined below which the stock of inventory should not fall. This is
called the minimums level of inventory.
The reorder point: The reorder point should obviously be the minimum level plus
a safety margin which is kept to ensure that shortages (out of stock situation) do not
occur.
The standard order quantity: In order to minimize the cost of acquiring inventory,
the size of order should be decided. Discount offered by suppliers and transport
costs should be considered in deciding this quantity.
The maximum level: This level can be determined by adding up the minimum level
of inventory and the standard order quantity.

The actual level of inventory to support the production rate depends upon management policy
concerning the cost of carrying inventory, the desired turnover rate, the desired service level,
the use of economic ordering quantity, the degree of sales fluctuations and other similar
policies. The rules, practices and procedures concerning inventory decide the terms of inventory
control. In reviewing stock position, two main factors must be considered:

When to order; and

How much to order.

Every manufacturing concern must maintain some inventory of materials and parts to
ensure uninterrupted production.
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8.2 BASIC ECONOMIC ORDER QUANTITY (EOQ)
----------------------------------------------------------------------------------------------------------------
One of the important problems in inventory control is to balance the costs of holding
inventories (holding costs) with the costs of placing orders for inventory replenishment
(ordering costs). If a firm orders small quantities frequently its holding costs would be low
but ordering costs will increase. On the other hand, in case the firm orders large quantities
infrequently, its ordering costs will be low but holding costs would rise. A balance should
be struck between the ordering costs and holding costs so as to minimize inventory costs.
The EOQ (Economic Order quantity) approach is designed to achieve such a balance.

Economic order Quantity or optimum order quantity is that size of the order where total
inventory costs (holding costs + ordering costs) are minimized. It is also known as
"Economic Lot Size".

The EOQ approach is based on the following assumptions.

Inventory is consumed at a constant rate.

Costs do not vary overtime.
Lead Time is known and constant.
Order costs, holding costs and unit price are constant.
Holding costs are proportional to value of stocks held, similarly, order cost varies
proportionately with price.

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Total cost for managing inventory of an item depends upon 3 factors:

Ordering cost (OC)

Inventory Carrying Cost (ICC)
Quantity Discounts (QD)

Ordering cost is the cost of placing one order. Total ordering cost per order can be
determined by estimating annual cost actually incurred during the past one year against
following elements:

Salaries + Perks paid to all the employees in the purchase department.

Proportionate part of salary + perk of the executives and employees of other
departments spending part of their time in making purchases. This will include
accounts personnel associated with purchase department in evaluating quotations
and making payments. Also QC department engaged in inspection and testing of
purchased items.
Traveling expenses related to procurement
Telephone, telegram, telex, postage and stationery relating to procurement.
Depreciation of accommodation (or rent of building) and equipment used for
procurement.
Insurance, power, water and other service charges relating to purchase department.
Any other cost (entertainment etc.) incurred for purchasing.

If N is the number of orders placed during the year, ordering cost

(S) in Rs. / Order = Total Ordering Cost/Year

N

Inventory Carrying Cost (ICC): Inventory carrying cost is the cost of holding inventory.
Various elements of cost falling under this head are as given below: -

Interest loss/opportunity loss on the capital locked up in the form of average

inventory.
Salaries and perks of the employees engaged in the stores.
Depreciation of accommodation (or rent of building) occupied by stored and stores
offices.
Depreciation of handling equipment, racks, furniture and other facilities used in
stores.
Obsolescence of items in stores.
Deterioration, damage and pilferage of items during storage.
Telephone, telex, postage and stationery used by stores.
Handling expenses paid to contractors, transporters, etc.
Insurance and taxes on stores.
Electricity, oil, water and other service charges of stores.
Any other cost relating to holding of stocks in the stores.

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The method of calculating ICC is to estimate cost against each one of the above elements
during the past year and divide it with the average inventory during that year. Average
inventory can be calculated as follows: -

Av. Inv. = Opening Stock + Closing Stock

2

A better estimate of average inventory can be made by adding stock balance on the last day
of each month of the previous year and dividing it by 12.

Let us take an example to explain the method of calculating ICC. If the stock balance on the
last day of each month for previous year is 4, 4.5, 3, 6, 5, 4.5, 4, 4.5,5.5,3,3,3 lakhs then

Av. Inv. = 4+4.5+3+6+5+4.5+4+4.5+5.5+3+2+2

12

= 4 Lakhs

If the bank interest on working capital is 18% and total inventory holding cost against all
elements listed from (ii) to (ix) above is Rs. 40,000 then

I.C.C.=0.18+ 40,000
4,00,000

= 0.18 + 0.1

= 0.28 or 28% of Av. Inv.

The I.C.C. has a straight line relationship with the average inventory as shown in figure 8.2

Economic order quantity is defined as the order quantity against which total of OC and ICC
is minimum. As shown in figure EOQ will be the order quantity where both ICC and OC
curves interest each other. Mathematically this quantity is calculated by the following
formula: -

2AS
Q = CI
Where Q = EOQ

A = Annual Consumption of the item in units.

S = Ordering Cost in Rs.

I = Inventory carrying cost as a fraction of the Iv. Inv.

C = Unit cost of the item in Rs.

125
 Figure 8.2

Let us say that during the next year forecast of consumption of an item is 5,000 units, S and
I calculated on the basis of last year data are Rs. 50/- and 0.25 respectively and the unit
price of the item is Rs. 2 then

2 x 5000 x 50
Q= 2 x 0.25

Q= 1000000

Q= 1000 Units.

If we assume the ordering cost S = 10 and the inventory carrying cost I = 20 percent or
0.20, for everyday use it is possible to workout EOQ data for different levels of annual
consumption. It is not necessary to calculate the EOQ for each and every item, since the
ordering cost and carrying cost vary only with number or orders and the value of purchase
and not with the nature of the item to be purchased. an illustr4ative table incorporating
economic order quantity and cost data for seven values of annual usage is given in table
below : -

(EOQ data with = Rs. 10 per order and I = 20 percent or 0.20)

126
 Annual-Usage Economic Order Time Supply Number of Orders
(A) Rs. Quantity (Q) Rs. Per Year
(A/Q)
40,000 2,000 18 days 20
10,000 1,000 5 weeks 10
8,100 900 6 weeks 9
4,900 700 7.5 weeks 7
1,600 400 3 months 4
900 300 4 months 3
100 100 1 Year 1

from the table it can be easily seen that for C items, the cost of carrying inventory is
naturally small and, for minimizing total cost, the ordering cost has to be kept low and so
these items are ordered as in frequently as once or twice a year. On the other hand, for A
items the inventory - carrying cost is high and for minimum total cost, the ordering cost
should be very nearly equal to it. This means that the number of orders should be greater
and purchases should be made more frequently in small lots so that inventories may be
carried at a low level and at a low total cost.

While, normally, purchases should be guided by the EOQ data similar to that shown above,
departures can be made for god and valid reasons. The practical order quantity may be
slightly more or less than that the critically calculated. It should be noted that the total cost
curve is flat at the bottom and the total cost is therefore relatively insensitive over an
appreciable range around the theoretically calculated quantity.

Normally the aim should be to order the nearest practical quantity approximately to the EOQ.
Where large deviations are considered necessary, each case should be examined carefully to
ensure that the deviation from the EOQ does actually benefit the undertaking in the long run.
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8.3 QUANTITY DISCOUNT MODEL
----------------------------------------------------------------------------------------------------------------
Quantity Discounts: Whenever discounts are offered for bulk purchases, each case should
be considered in items of its ultimate cost. A rough and ready formula for deciding such
cases can be worked out if, to simplify matters, we assume that the ordering cost is
negligible compared to the other factors involved. If one month's usage of an item is added
to the EOQ by bulk purchase, the average inventory cost of the item is increased by half a
month's usage i.e., by A/24 of a year's usage where A is, as before, the annual consumption
value of the item. If a month's usage is added to the EOQ the average inventory will be
increased by mA/24 rupees. The increase in inventory -carrying cost expressed as a fraction
of the inventory cost. The reduction in cost offered by the discount must be more than this
increase. If x is the reduction (expressed as a fraction) offered per rupee3-worth of material,
the annual cost reduction dure to bulk discount will be x A rupees.

XA > mA1/24

x > mI/24

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If I is taken as 24 percent or 0.24

x > m/100

or 100 x > m

This indicated that bulk purchases can be profitably made if the percent discount offered is
grater than the number of month's usage added to the EOQ.

Example: The price and discount pattern for an item is as follows :

Quantity Unit Price (Rs.) Discount

1-99 100 -
100-999 95 5 per cent
1000 & over 85 15 Per cent

If the monthly usage of the item is 150 and the EOQ is 500, would it be advisable to
increase the order quantity to 1000 to take advantage of the bulk discount?

Percent discount if 1000 units are ordered at a time instead of

500= (95-85) x 100 = 10

95
Number of month's usage added to the EOQ by purchasing 1000 instead of 500 at a

time= 1000-500 =3.3 months

150

As 10.5 is greater than 3.3, order quantity can be raised from 500 to 1000 to take advantage
of the discount.
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8.4 SPARE PARTS INVENTORY
----------------------------------------------------------------------------------------------------------------
Spare Parts Inventory Management: Spare parts management needs special treatment,
somewhat different from the inventory management of regular items. This is because the
purpose of keeping a stock of these I different - to serve as a replacement to the worn-out
parts in the machinery.

The principle that A class items need to be stocked lower than B and C class items, will
provide important guidelines to spare parts inventory control.

The inventory models we have discussed can also be applied to spare parts control. Just as the
behavior of the consumption of spares is different from the consumption of the regular items in
inventory, so also the supply of spares is different from the regular items. This being so, some
modifications are necessary to the conventional inventory and safety stock models.

128
Spares parts can be classified for stocking policy analysis.

Maintenance or breakdown spares: There are the spares which are required in
large quantities at more or less frequent periodic intervals as and when the
breakdowns occur. These resemble, somewhat, the regular inventory items in their
consumption patterns. To some extent, the analysis for stocking policies of the
spares could be similar to that of the regular items in inventory
.
Insurance spares: The purpose of these spares is to provide an insurance against
the relatively remotely possible breakdown or failure of an equipment / component.
The probability that such a component / equipment will survive the life-time of the
machinery or plant is quite high. The reliability of such spares has been observed to
be as high as 95 to 99% over the life span of the machinery. These spares are
sparingly needed. But they are needed all the same because they may hold up
production resulting in considerable losses for want of them. Many of these spares
are, also high value items. These spares are, by and large, procured along with the
capital equipments. At the time of the purchase of the capital equipment itself a
decision regarding the purchase of the insurance spare is also made. Generally, the
decision with regard to insurance spares may be to buy either no spare or to buy a
spare.

Capital spares: These are also high-reliability spares, but not as high as the
insurance spares. The reliability is not as low as that of the maintenance spares as
well. Moreover, these spares have relatively higher purchase cost than the
breakdown spares. The decision regarding these spares is usually made at the time
of purchase of the capital equipment itself. But the decision may be to buy anywhere
from 0 to say 6 or 7 spares.

Ratable spares: These are the reusable spare parts, which after their breakdown can
be reconditioned and re-used. Typical examples are the step any in the car, jet-
engine in aircraft, tyre tubes in cycles, electrical motors, etc. Since these have more
than one life, the cycle of their various lives needs to be taken into consideration in
the analysis of their inventory policy. After Spare Parts Inventory Management, we
now turn our attention to :-

Maintenance or Breakdown Spares: The rate of consumption or usage of spares can

be derived from historical data regarding failure of the different components in the
machinery. Failure statistics is important basic information for this analysis. If the
failure times show a negative exponential distribution, the failure rates are distributed
by means of Poisson distribution. If the failure times show a normal distribution due to
aging or wear, then the failure rates will also show a normal distribution. From the
failure statistics one can know the mean consumption rate of these spares and also find
the level of consumption expected with a corresponding probability of its occurrence.
Based on service level, the inventory level can be easily arrived at. The service level is
given by the formula : Service level = Ku/ (K u+K0) where,
Ku= Opportunity cost of under-stock of one unit
K0= Opportunity cost of overstock of one unit

Capital Spares: As mentioned earlier, the decision here is to buy spares ranging
anywhere from 0 to say 7 spares. These spares are bought along with the capital

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 equipment. The reliabilities of such spares are much higher than those of the
maintenance spares. Let us have the following notation:

C = Cost of spare parts

Cs = Cost of shortage per unit,
S = Salvage value of the spare parts when they are salvaged,
Pi = Probability that the demand for the capital spare parts is 'i' in number
N = Optimal number of spares required, and
TC = Total cost for stocking N items.

The demand may be either more than the optimal number N, or less than or equal to
optimal number N. These are the two situations that are considered which have their own
associated costs. The policy of buying N spare parts should be such that the total costs (i.e.
summation for both the aforesaid situations) are minimum.
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8.5 MATERIAL RESOURCE PLANNING
----------------------------------------------------------------------------------------------------------------
Material Resource Planning (MRP) has become a centerpiece for all manufacturing system.
The key to successful production and operations management in a manufacturing company
is the balancing of requirements and capacities. It's that simple and yet very challenging.

To understand it is essential and to practice it can be a lot of fun. Remember what you are
trying to do: Meet the needs of your customers. How? By having the product available
when it is wanted. In production management, we do this by knowing planning ahead to
have the capacity available.

To begin with we shall define MRP.

Material requirements planning (MRP) A system of planning and scheduling the time
phased materials requirement for production operations.

Planning for Materials Needs: In recent years material requirements planning systems
have replaced reactive inventory systems in many organizations. Managers using reactive
systems ask, What should I do now? Whereas managers using planning systems look
ahead and ask," What will I be needing in the future? How much and when?"

Improved customer service and other advantages come at a cost, however. They require a
system for accurate inventory and product buildup information. They also require a realistic
master production schedule (MPS) to specify when various quantities of end items will be
completed.

Demand Dependency: Demand dependency is an important consideration in choosing

between reactive and planning systems. Demand dependency is the degree to which the
demand for some item is associated with the demand for another items. With independent
demand, demand for one item is unrelated to the demand for others. In the dependent
demand situation, if we know the demand for one item, we can deduce the demand for one
or more related items.

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Appling MRP as a Scheduling and Ordering System: MRP is a system of planning and
scheduling the time phased materials requirements for production operations. As such, it is
geared toward meeting the end item outputs prescribed in the master production schedule.

MRP Objectives and Methods: MRP provides the following:

Inventory reduction: MRP determines how many of a component is needed and

when, in order to meet the master schedule.
Reduction in production and delivery lead times: MRP identifies materials and
components quantities, timings, availabilities, and procurement and production
actions required to meet delivery dealings.
Realistic commitments: Realistic delivery promises can enhance customer
satisfaction. By using MRP, production can give marketing timely information about
likely delivery times to prospective customers.
Increased efficiency: MRP provides close coordination among various work centers
as products progress through the process

MRP System Components: Shows the basic components of an MRP system.

Master production schedule (MPS)

Inventory status files Materials Bill of materials file

Requirements planning
(MRP) processing logic

Order release requirements Order rescheduling planned orders

(Orders to be released now) (Expedite, deexpedite, (future)
Cancel open orders)

Master Production Schedule (MPS): The MPS is initially developed from firm customer
orders or from forecasts of demand before the MRP system. Designed to meet market
demand, the MPS identifies the quantity of each end product (end item) and when it needs
to be produced during each future period in the production planning horizon.

Bill of Materials (BOM): The BOM identifies how each end product is manufactured,
specifying all subcomponents items, their sequence of buildup, their quantity in each
finished unit, and the work centers performing the buildup sequence.

Inventory Status File: The MRP system must retain an up to date file of the inventory
status of each item in the product structure. This file provides accurate information about
the availability of every items controlled by the MRP system which can then maintain an
accurate accounting of all inventory transaction, both actual and planned.

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The MRP Processing Logic: The MRP processing logic accepts the master schedule and
determines the components schedules and determines the components schedules for
successively lower level items of the product structures. It calculates for each item in each
product structure and for each time period (typically one week) in the planning horizon how
many of that item are needed (gross requirements), how many units from inventory are
already available, the net quantity that must be planned on receiving in new shipments
(planned order receipts), and when orders for the new shipments must be placed (planned
order releases) so that all materials arrive just when needed.

The MRP Computational Procedure: The MRP computational procedure uses the input
information to calculate the current records for each component and item.

Information Processing Sequence: The MRP processing logic is applied first to the high
level items (end products) in the product structure, then to the items on the next lower level.

Indented Bill of Materials: To do its level by level calculations, the MRP processing logic
obviously needs information about an end item's relationship to all its subcomponents.

Product Explosion: To create a parent item we often need multiple units of a lower level
item.

Low Level Coding: Often a single item is in the product structure of several end items, or
it exists in several levels of one product structure.

Using MRP Outputs for Materials Decision: MRP merely indicates what actions are
needed to meet the MPS goal; now management must act to "Make things happen" to cause
(control) the productive system to execute so that management gets the results it wants.

Keeping MRP Current in a Changing Environment: MRP is not state; it is responsive to

new job orders from customers and current shop conditions, as well as changes anticipated
for the future.

Pegging: The process of tracing through the MRP records and all levels in the
product structure to identify how changes in the records of one component will
affect the records of other components.
Cycle counting: Counting on hand inventories at regular intervals to verify
inventory quantities shown in the MRP.
Regenerative method: A procedure, used at regular intervals, to update the MRP by
completely reprocessing the entire set of information and recreating the entire MRP.
Time fence: A designated length of time that must pass without changing the MPS,
to stabilize the MRP system; afterward, the MPS is allowed to change.
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8.6 MANUFACTURING RESOURCE PLANNING
----------------------------------------------------------------------------------------------------------------
Historically, MRP systems typically were developed on a segregated basis, rather than as part of
highly integrated information system. More recently, however, companies are beginning to
logically relate many of their information subsystems to the MRP system. Bills of materials
data, for example, can be shared with an engineering information system data base; order
release and order receipts data can be shared by the order billing and accounts payable
information systems; and inventory status data from MRP can be part of marketing or

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purchasing information system. This type of information integration, in fact, is exactly the
impetus for a new generation of manufacturing planning and control systems.

Manufacturing resource planning (MRP II, or "closed loop" MRP) is an integrated

information system that steps beyond first generation MRP to synchronize all aspects (not
just manufacturing) of the business. The MRP II system coordinates sales, purchasing,
manufacturing, finance, and engineering by adopting a focal production plan and by using
one unified data base to plan and update the activities in all the systems. As shown in figure
8.3 the process involves developing a production plan from the business plan to specify
monthly levels of production for each product line over the next one to five years. Since the
production plan affects all the functional departments, it is developed by the consensus of
executives and becomes their "game plan" for operations. The production department then
is expected to produce at the committed levels, the sales department to sell at these levels,
and the finance department to ensure adequate financial resource for these levels. Guided by
the production plan, the master production schedule specifies the weekly quantities of
specific products to be built. At this point a check is made to determine whether the
capacity available is roughly adequate to sustain the proposed master schedule. If not, either
the capacity or the master schedule must be changed. Once settled, the master schedule is
used in the MRP logic, as previously described, to create material requirements and priority
schedules for production. Then, an analysis of detailed capacity requirements determines
whether capacity is sufficient for producing the specific components at each work center
during the scheduled time periods. If not, the master schedule is revised to reflect the
limited available capacity. After a realistic, capacity feasible schedule is developed, the
emphasis shifts to execution of plan: purchase schedules and shop schedules are generated.
From these schedules, work center loadings, shop floor control, and vendor follow-up
activities can be determined to ensure that the master schedule is met.

One use of the MRP II system is to evaluate various business proposals.

Figure 8.3

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----------------------------------------------------------------------------------------------------------------
8.7 PURCHASING OBJECTIVES
----------------------------------------------------------------------------------------------------------------
Materials management brings together under one manager all the planning, organizing, and
control activities associated with the planning, organizing, and through an organization.
Physical distribution is even broader, encompassing managing materials flow of materials into
and through an organization. Physical distribution is even broader, encompassing managing
materials storage and transportation flow out as finished products. In the context of operations
management, we focus here on the narrower purchasing function, which provides materials,
supplies, and services from outside vendors (suppliers). Accordingly, purchasing in an
important boundary function that supports operations by acquiring major resources for the
conversion process. For manufacturing firms involved in assembly, it is not unusual for the cost
of purchased materials to exceed, as a percent of total product cost, the value added internally to
the product through manufacturing and assembly. The importance of the purchasing function to
the firm's performance and to operations performance is substantial.

Raw materials and brought-out components usually constitute a high proportion of

the total cost of sales of most manufacturing organization. Depending upon the
industry, the ratio of materials costs to labor costs varies from 2.5 to 4.0.
Manufacturing activities where material is 33 percent or more of total production
costs are quite common. the productivity of materials could be more significant than
that of labor in reducing overall costs. It justifies a correspondingly high degree of
analysis and control.

Where a concerted effort to improve materials productivity has not been made in the
last five years, gains of 3 to 8 per cent of the total materials bill have been achieved
frequently.

The demanding nature of current production problems leads production and technical
management to concentrate nearly inevitably on industrial relations, payment problems
and related output. Investigations to improve materials productivity do not - normally -
raise emotional or fundamental industrial relations problems. In practice, therefore,
materials improvement is one of the most easily achieved major savings, even in the
most belligerent industrial relations environments.

Experience also suggests that the measurement of materials productivity is best done
as 'material yield'. 'Yield' is the weight of finished products accepted by customers
when compared with the weight of all materials issued for production purposes.
Percentage yields should be calculated both for individual operations and for each
production line being studied.

Materials Productivity - relationships with other measurements and activities:

1. Improving materials productivity is one of the most direct and important ways of
enhancing added value.
2. Gaining information on material losses can help in establishing general data for
production control and costing purposes, so providing the means to improve the
planning and control of production resources generally.

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 3. Material losses can be related to incentive payments and help to increase their
effectiveness.

The importance of data in improving materials productivity

The data book: Usually where materials productivity has been improved considerably the
first step has been to record how much and at what stage in the manufacturing process
material loss occurs. Such information is often entered in a 'data book' containing other
relevant manufacturing information, which is basis for standard costs. (So considerable
relevant information could already be available).

Use of materials productivity data

By highlighting anomalies that would remain hidden otherwise, data collection often
produces immediate benefits. While line managers are usually aware of their
materials productivity in some degree, the 'data book' should provide a studied
record and practical evidence of where an immediate improvement could be made.
Materials productivity data should also provide a means for initiating and guiding
action and for measuring and recording improvements.
The use of information on materials productivity is therefore invaluable in setting
objectives and measuring production performance generally.

Considering improvements in materials productivity: Types of information required

Material losses mainly result from two causes:

Technical losses - these are considered to be part of the production process

(grinding, pressing, cutting, trimming, etc).
Operational losses - these occur during the process of manufacturing and can be due
to material quality defects, poor workmanship or machine/manufacturing
deficiencies. Information should be collected under these two main headings, as the
approach to improving materials productivity could be substantially different in each
case. Problems intrinsic to the production activities may require technical
improvements to the plant. Operational losses may emphasize the need for tighter
control over production and product quality than has existed hitherto and a systems
approach may therefore be appropriate.

It is further suggested that data should be collated to answer three questions:

Do we have a problem? - Often the problem is hidden by a lack of data. For

example, 'Yield figures' are not regularly produced. Occasionally the comparative
costs of labor and material are not known by the managers who control these
resources.
Where do we have a problem? - Pinpointing where material losses occur is usually
halfway towards improving materials productivity.
Why do we have a problem? - Frequently by far the most difficult question to
answer.

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Do we have a problem?
A broad indication of materials productivity and the degree of possible improvement can be
acquired by obtaining the value of various major materials from their use, the associated lab
our cost and eventually the materials yield. This information could be particularly valuable
if it could be calculated for the key products which the organization manufactures.

Where do we have a problem?

Technical and operational losses usually occur unevenly both throughout the product
range and at operations or processes in manufacture. It is important to determine which
products have least yield and at what operations or processes most loss occurs.

There is a need to categorize why material losses occur to gain a rough first
indication of 'where do we have a problem' - e.g.:

Technical losses Operational losses

Machine limitations - (due to machine design) Operative errors
Methods failure Machine faults
Raw Material quality losses
General material chemistry
Products design
Standards too high for material and products

Possibilities of obtaining speedy results. Only the products comprising eighty

percent of the product range should initially be measured as proposed. Sampling
should be carried out to indicate where main product losses occur. (Process or
operation losses should be obtained). All available data should be used to indicate
the areas where materials productivity can be improved. (Costing information could
be an obvious starting point.) Obtaining appropriate information can be a lengthy
and laborious process, but without it signposts will be missing which can direct
effort to the most likely opportunities for improving materials productivity. In
practice up to one man year has been spent in preparing appropriate information for
one product line of twelve operations with approximately 8,000 part numbers. It is
possible that experiments will have to be made to provide accurate information.

What do we have as a problem?

To determine why material losses occur and establish a cause for each loss is not always as
easy as it sounds. The real cause may be hidden until a fairly lengthy technical evaluation
has been made. A project team of production, production engineering, quality control and
systems / costing personnel is often needed for a 'reasons why evaluation'.

Considerable engineering and technical problems may have to be overcome if materials

productivity is to be improved. Many of the solutions will need capital expenditure and the
process of implementation may be slow. The total savings to be made will depend upon the
type of loss, whether substantial or only minor parts of the loss can be saved and the
amount of capital and other expenditure needed to achieve the savings.

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However, production personnel with comparatively slight technical know-ledge have made
significant savings without help once they have produced for themselves, or has produced,
appropriate information.

The product mix and materials productivity: Often the product mix and the size of
orders have an important effect on materials productivity. One type of produce may, owing
to difficulties in making it, have a higher material loss than others. Appropriate information
is needed.

The team approach to improving materials productivity: The mixture of 'technical',

'operational' and 'mix' classes of material losses which are usually found suggests that as
multi-discipline team will have most immediate and long lasting benefit.

Approaches to Improving Materials Productivity

Materials productivity: Materials productivity is the responsibility of production line

managers. It should be one of their principal objectives and appropriate targets should be
set up. Their responsibilities should include their establishment of materials productivity
improvement assignments.

Usually a material record card can travel with the batch or order so that an accurate record
can be made of material losses. Sequence numbers can be used to ensure that all material
issues have been accounted for.

Batch control is recommended - i.e. one batch or load of a particular weight is monitored
and the resulting material yield calculated. A count of work in progress, therefore, becomes
less of a problem in providing control over weekly or monthly material issues and receipts.

Control over raw material issues must be efficient. No material should be issued without the
sanction of a responsible individual and never in excess of that required by the orders being
produced.

Material utilization reports: Weekly or monthly reports are required which will record
material variances from standard. the input-output records should be used to provide input
data for this purpose.

Records providing Information should be produced at intervals which enable managers to

increase their performance by taking action to improve materials productivity. Timing
therefore is very important in producing control information.

Operational Approaches to improving materials productivity

Quality Control: Enhancing the policeman role of inspection or quality control will have
benefits if the enforcement of well-defined quality rules is needed. This could have limited
value, however, if the more fundamental causes of quality defects are not tackled.
Preventing poor quality products reaching a customer is often a negative approach. A
positive method of determining why products are rejected and what can be done to achieve
higher materials productivity is often decisive in making quality control a key influence in
reducing material losses. The following questions should be answered to provide an
appreciation of the effectiveness of the quality control function:

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 Do we carry out quality control at the key points in the production process which
maximize the possibility of preventing material losses, particularly by operative error?
Is the quality control process geared to catch rejected material early enough in the
manufacturing process to ensure that the maximum amount of recycling of material
occurs?
Are reasons for quality failure so recorded that line managers can take action from
time to time?
Do line managers carry out corrective action once they have been told of causes of
rejection?

Are rejections brought to the attention of operatives? Is any disciplinary action taken as a
Consequence of major rejects being caused by operative error?

Control of Operative performance: The control of operative performance is another vital

element in reducing material losses. The following questions ne3ed to be answered to
ensure that appropriate control is in operation.

Is materials productivity part of the bonus system? Do we use standard scrap

allowances indiscriminately so that some operative performance is hidden?
Do we always know which department, shift and individual have caused reject
material?
Are agreed disciplinary procedures activated when operative error causes material
losses? Do operatives appreciate the value of material? Is operative training
conducive to reducing material losses?

'Participation' in improving materials productivity is often beneficial.

Technical approaches to improving materials productivity: Taking a technical view

alone of material losses will be ineffective if operational losses are more important and only
a small proportion of time is spent on these latter. Often the results of a technically
orientated approach to materials productivity are requests for substantial spending on
capital equipment or on plant modifications. This may be wrong if output and other factors
are not taken into account.

Use of value analysis and value engineering: Value analysis and engineering are
philosophies, rather than techniques that can be applied to materials productivity. Their
intention is to question all facts of products and how they are made, and to determine
whether all costs incurred contribute to the final value of the product.

"Ten tests for value" have been determined which ostensibly challenge all non -essential
product characteristics and operations. However, the following questions may be more
relevant.

Does every facet of the product produce value? Is ever one necessary?
Do we use materials which are too expensive?
Is every operation performed essential? Could nay operation be combined with
another? Why do we need to make the product in the way we do? Are there cheaper
ways?

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Some of the possibilities of applying value analysis might be:

To challenge the need to add on material, initially, merely to be ground off at a later
stage.
To challenge the finish of a product. For example, should the top and bottom surfaces of
a product be treated in the same way although the bottom one is hidden in use?
To challenge the need to carry out 'finishing operations' at a stage in the process
when material recovery is impossible - i.e. after a product has been baked.

Product geometry: In many production processes sheets or blocks are first made from which
products are then pressed, stamped or cut. Product geometry analysis should ensure that sheets
or blocks are of optimum size i.e. minimum waste ensures from production processes.

As a rule of thumb it is likely that, for the top eighty percent of the product range, product
geometry calculations to provide maximum material yield will be needed.

However, there may be a wide range of products absorbing marginal production time which
could be made from a standard range of blocks or sheets from which two or more products
can be made.

'Standard sheets' should be used where the gain in production efficiency exceeds in value
the loss in material when using a tailor - made sheet. Such calculations will need the
following information:

Material losses - weight or square meters of standard material value taking account
of related factory marginal costs.
Cost of handling materials lost in production (dust, off cuts, etc.)
Value of recoverable material when standard items are used.
`Gains in efficiency by using standard material, probably measured in better
machine and labor utilization.
Cost of stocking standard materials and risks of obsolescence.
Gains and losses should be calculated in contribution terms if possible. Use marginal
costs in any calculation made.
Yearly off-take for each item will also be needed and calculations of annual losses
and savings made before a product geometry decision is taken.

Scrap control and recovery: In many production units a scrap control and recovery unit is
usually extremely valuable in reducing material losses. Its main functions might be:

To provide a scrap collection service. To analyze scrap, grade it and store it for
future use, recover it, or dispose of it.
To know what scrap occurs, its costs, weight, shape, size, type and possible
treatment which will ensure its profitable use. To understand why scrap occurs and
to suggest changes which will improve materials productivity?
If material is to be lost inevitably during the production process, production
engineering and production planning should ensure that its future use and / or
recovery is, in some way, facilitated.

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Standardization and variety reduction: Reducing material qualities and product sizes
should have an inevitable result on materials productivity. Fewer tools, fewer changeovers
and set ups will be required, standardized methods of material utilization and control will
be possible.

Leaving the 'cosmetic' operations on a product until the latest possible point in the
production process.
Ensuring that the product mix is based (Partly) on contribution earnings.
Ensuring that product rationalization is based on gradually widening (or enlarging)
product sizes - e.g. using sixteenths instead of thousandths of an inch, providing
minimum size tolerances, etc.
Eliminating as far as possible, low volume and 'one-off' products (volume being one
of the many factors in determining the product range).

The comparative importance of each method will differ according to the situation
being investigated.

Tool control: Properly sharp tools should be available always. Tool control is vital for this
purpose. The relationship between tool control and conversion/yields should be known.

Tool control should cover all items likely to have any effect on materials productivity,
including:

Jigs and fixtures

Grinding wheels
All cutting equipment used generally in production
Drills etc.

Engineering / machine improvements: New machines and equipment can often be

justified by the material savings potential alone.

However, it would be erroneous to believe that this should have a high priority in materials
productivity. Steps which might be taken are:

Review machine/equipment standards. What was the material utilization standard

envisaged at the introduction of the equipment?
What modifications are possible to improve materials productivity equipment? What
will they cost? How long will they take to introduce?
What new equipment is desirable?

Materials handling / method study: Handling of materials is often a direct cause of low
materials productivity. Products are often chipped, broken or scratched through inadequate
materials handling methods. Allied to this will be methods study and how products are
handled when in process. Methods study should be used to improve productivity of labour,
machines and materials.

Materials Cash Loss: The stores are often cause of materials cash loss. Some of the
reasons for this are:

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 Stocks are too high when measured against demand, cash flow requirements or
return on stores investment.
Stocks are too low for the service levels offered and the restrictions or stoppages in
production caused by too little stock of some or all stock items.
Too much writing off of stock through deterioration caused by poor stores control,
bad housekeeping or inadequate storage area. Resting, breakages, materials going
beyond normal standing time may all occur.
Ordering of wrong stores, resulting in obsolescence.
Frequency of ordering too great and administration costs consequence too great and
administration costs consequently too high.
Loss of cash discounts, demurrage, loss or returnable packages, etc. owing to
inefficient system.
Pilferage. The stores are usually a happy hunting ground for the light fingered.
Excessive control. Too much control can often be as bad as too little. Too elaborate
stock control systems may be expensive to administer. But it is better to have a
complicated but goods control if these complete the store mans normal working time.
Over issues. Frequently material is over issued but unused material not returned to
stores.
Wastage caused by poor stores layout excessive heating and lighting is always a
possibility.
Wrong type of storing and materials handling systems, which are too costly for the
use to which they are put. Space planning and location is often a key factor in
ensuring that the stores will give an appropriate service to production.

Security: It is sad to record that one of the most important aspects of storekeeping will be
to minimize pilfering. Often the 'shrinkage' among tools usable at home is in excess of 20
percent and is very costly to the organization. The objects of stores security will be

Not to put temptation in the way of employees.

To protect stores so that there is an irreducible minimum of

loss. The various elements in ensuring stores security might be:

Choose stores personnel of good character, known honesty and trustworthiness.

Physically isolate all stores vulnerable to theft. This may mean erecting wire mesh
or even brick and steel partitioned stores which can only be entered through a
lockable door.
Employees other than store men should not be allowed into the stores. (Occasionally
stores are used as a canteen area during lunch breaks and at other times. This should
be forbidden).
All receipts and issues should be covered by proper receipted and numbered records
with duplicates.
As far as possible standards, prepacked quantities should be received and issued to
perform a minimum load of stores which need not be opened before use and so
should reduce possibilities of theft.
If possible, a continuous inventory system (where a number of stock items are
checked each day of each week) should be introduced, especially on items where
pilferage is likely.

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 The number of people who can sign requisitions for stores items should be a
minimum. Operatives should not be allowed to draw items on their signature alone.
The senior storekeeper should have clear cut accountability for his stores and their
losses.

Purchasing Objectives: The objectives of purchasing can be summarized thusly; to

efficiently provide fairly valued materials, supplies, and services in a timely manner. The
following objectives are particularly important to operations:

Good value: Value is the combination of price and quality. Good value means a
competitive price, though not always the lowest one.
Reliable schedules: One time, just in time delivery means schedules are reliable, a
crucial quality.
Minimized investment: Through careful analysis, the economics of order size,
caring costs, and stock out costs determine the investment level. For example,
quantity discounts must justify the larger investment (for a larger order) or
investment unnecessarily increases.
Efficient administration: Included here are executing a low-cost purchasing
function, effectively coordinating activities with other internal functions (operations,
engineering, etc), and maintaining good relations with vendors.

Effective Purchasing: Effective purchasing means learning the purchase requirements,

identifying qualified sources of supplies, minimizing the total cost of supplies and
administering the purchase.

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8.8 REVIEW QUESTIONS
----------------------------------------------------------------------------------------------------------------
1. Discuss the importance of material management.
2. What is Meaning of EOQ? Draw the model and give the formula for economic order
quantity.
3. Describe quantity discount model.
4. How will you handle spare part inventory?
5. What is MRP I & II? Give the salient feature of both.
6. Why is purchase important and what are its objectives?

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OPERATION PLANING AND SCHEDULING SYSTEMS
----------------------------------------------------------------------------------------------------------------
Structure
9.1 Introduction

9.2 Aggregate Planning and its Process

9.3 Master Scheduling

9.4 Aggregate Planning for Service Organizations

9.5 Operating Schedule

9.6 Sequencing Rules

9.7 Optimized Production Technology and Synchronous Manufacturing

9.8 Just in Time (JIT) Manufacturing System

9.9 Basics of SCM and ERP

9.10 Review Questions

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9.1 INTRODUCTION
----------------------------------------------------------------------------------------------------------------
Before discussing the aggregate planning and processes we will spend time in
understanding production planning and control. Production planning and Control is the
organization and planning of the manufacturing processes, It coordinates supply and
movements of materials and labor; ensures economic and balanced utilization of machines
and equipments as well as other activities related with production to achieve the desired
manufacturing results in terms of quantity, quality, time and place. Production planning
implies formulation, coordination and determination of activities in a manufacturing system
necessary for the accomplishment of desired objectives whereas production control is the
process of maintaining a balance between various activities evolved during production
planning providing most effective and efficient utilization of resources.
Objectives of production planning and control;

Determining the nature and magnitude of various inputs factors to manufacture the
desired output
To coordinate labor , machines and equipment in the most effective and economic
manner,
Establishing targets and checking these against performance.
Ensuring smooth flow of material by eliminating bottlenecks, if any, in production.
Utilization of under employed resources.
To manufacture the desired output of right quality and quantity at right time.

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Production planning is a function of management which decides about the resources which the
firm will require for its future manufacturing operations and of allocating these resources to
produce the desired output in required amount at least cost. Production planning sets the
framework within which detailed schedules and inventory control schemes must operate.
The necessity of production planning arises for strictly managing internal operations to
manufacture goods / services in the face of outside demand and constraints in multi-plant
operations; production planning includes decisions with reference to the amount of each
item to be made in of the plant. Pre-requisite for production planning is the decision
regarding the method of production, i.e. pre-planning about the type of product and its
design and the amount of output. Alternatively, production planning is necessary for
directing and controlling the methods used for production and deals with the setting up of
production facilities viz. building, machines, equipment etc. in available space. It involves
the pre-determination of manufacturing requirements such as materials, money, order
priority, production processes. For efficient production of desired goods and services.
Planning is projecting appropriate action well in time about some predetermined objectives
together with means necessary to achieve the objective. It involves study of various
alternatives and to select the best alternative under a set of conditions using logistics.

Production planning can be done at three levels, namely

Factory Planning
Processes Planning
Operation Planning

The fundamental object of production planning is to produce right type of material both in
quantity and quality at the right time , using the most appropriate method of production in
the most effective manner, The various objectives or goals of production planning are;

Systematic coordination and regulation of various activities, keeping in view the

capacity of the resources and objectives of the organization
To maintain proper balance of the activities for efficient production
Determination of raw material, machines, equipments etc. and other output
requirements for desired output
Anticipation of business changes and reacting to them in proper manner.
To have optimum use of the resources with optimum cost and time by having. Most
economical combination
To provide alternative production strategies in the case of emergencies

Production planning processes can broadly be divided in three categories;

RoutingRouting means determination of path or route over which each piece is to

travel in being transformed from raw material into the finished product.
Scheduling is the process of prescribing when each operation in a production
process is to be executed. In other words it involves designing the time table of
manufacturing activities indicating the time required for the production of units in
each stage. It is a description of when and where each operation in a production
process is to be executed.
Loading---It studies relationship between load and capacity of work centers in the
systems

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Production Planning only prescribes and outlines the objectives and provides guidelines for
various activities involved in the transformation process of inputs into outputs. But it is the
production control which directs and regulates all activities of production process it verifies
whether the activities are going in accordance with the production plan or not. It is some
sort of dynamic activity controlling the production cycle to ensure that the facilities and the
personnel are economically utilized and products are manufactured within time and cost
limits. Production Control provides the foundation, on which most of the other industrial
controls are based, The production control department generally has to perform the
following functions;

Provision of raw materials , equipments , machines and labor,

To organize production schedule in conformity with the demand forecasts
The resources are used in the best possible manner in such a way that the cost of
production is minimized and delivery date is maintained,
Proper coordination of the operations of various sections / departments responsible
for production
Determination of economic production runs with a view to reduce set ups.
Ensure regular and timely supply of raw material at the desired place and prescribed
quality and quantity to avoid delays in production
To perform inspection of semi finished and finished goods and use quality control
techniques to ascertain that the produced goods are of required specifications.
It is also responsible for product design and development.

Thus, the fundamental objective of production control is to regulate and control the various
operations of the production process in such a way that orderly flow of material is ensured
at different stages of production and the items are produced of right quality in right quantity
at the right time with minimum effort and cost.

Production Control starts with some particular goals and formulation of some general
strategy for accomplishment of desired objectives. There are three levels of production
control namely;

Programming plans the output of products for the factory as a whole. It regulates the
supply of finished products in desired amount at the due date in accordance with a
production plan. Programming ensures efficient use of labor, equipment and capital
Ordering plans the output of components from the suppliers and processing
departments. It breaks down the requirements for the product to be completed at
specific times into orders to materials and processed parts and attempts to do so in
such a way that they are available when needed.
Dispatching is the routine of setting production activities in motion through the
release of order and instructions in accordance with previously planned times and
sequence embodied in route sheets and schedule charts.

Having learnt about the basics of Production planning and Control, now we can move to
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9.2 AGGREGATE PLANNING AND ITS PROCESS
----------------------------------------------------------------------------------------------------------------
Managing companies for success across a range of time frames - a requisite for achieving
both performance and health - is one of the toughest challenges in business. The fact that 10

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of the largest 15 bankruptcies in history have occurred since 2001 is playing up its inherent
risks. Managements need to build confidence in their ability to realize longer-term
strategies and good short-term results. Planning, for any period including aggregate
planning, is possible only when management has information available on tap. This is
especially true for batch-based manufacturing planning.

Aggregate planning consists of the resource management planning activities that are done
after the long-term capacity and capability planning decisions have been made. These
planning activities are designed to help the firm achieve its long-term strategic initiatives.
The nature of these activities is influenced by the structure of the product delivery systems.

What Is Aggregate Planning?

Firms make the strategic long-term resource commitments that will enable its operations
function to achieve its corporate objective. Most of the decisions needed to create these
capabilities involve strategic commitments, i.e., where to site and how to site facilities; how
to acquire plant and equipment; what type of information systems to be implemented and
executed; and how to create an organization with a culture that serves the corporate strategy
well.

Aggregate planning is the "big picture" approach to planning for the intermediate term.
While strategic planning deals with long range operations of facilities and resources,
aggregate planning deals with developing ways to utilize those facilities and resources. In
other words, the aggregate plan links strategic goals and objectives of the organization with
the plans for individual products, services and their various components.

The Aggregate Planning Process

The process consists of four basic considerations as follows:

Concept of Aggregation starts with a meaningful measure of output. In a single

product output organization there is no problem with the output measure. Many
organizations have multiple products and it is difficult to find a common factor of
measure of output.

For e.g. steel producer can plan in terms of tons of steel, gallons of paint in case of
paint industry. Service organizations such as transport system may use passenger
miles as a common measure, health care facilities may use patient visits, and
educational institutes may use student to faculty contact ratio in terms of hours as a
reasonable measure.

A group of products or services that have similar demand requirements and common
processing, labor and materials requirements is called a Product Family. Therefore a
firm can aggregate its products or services into a set of relatively broad families,
avoiding too much detail at the planning stage. For example consider the Bicycle
manufacture that has aggregated all products into two families: mountain bikes and
road bikes. This approach aids production planning for the assembly lines in the
plants.

Goals for aggregate planning there are number of goals to be satisfied. It has to
provide the overall levels of output, inventory and backlogs dictated by the business
plan. Proper utilization of the plant capacity. It should not be under utilized because it

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 is waste of resources. It is better to operate at a near full capacity. The aggregate
plan should be consistent with the company's goals and policies regarding its
employees. A firm may like to have employee stability or hire and layoff strategy.
Other firms change employees freely as the output level is varied throughout the
aggregate planning horizon.

Aggregate Demand Forecasts The benefits of aggregate planning depends on the

accurate forecasting. Any suitable forecasting model can be used to forecast demand
for product groups as well as individual products.

Interrelationships among decisions Here the managers must consider the future
consequence of current decisions. This is important mainly due to the fact that
output plans are developed for a long period of time.

Strategies for Aggregate Planning: There are three pure strategies that the planner could
use for the Aggregate Planning.

Strategy 1. Vary the number of Productive employees in Response to Varying output

Requirements (also known as Chase 1 plan). Here, the average productivity per employee is
first calculated which determines the number of employees needed to meet the monthly
required output demand. The employees are laid off when the output demand falls. As a
result there is always Hiring and laying of employees.

Strategy 2. Maintain a Constant Work Force Size but Vary the Utilization of the Work
Force (also known as Level # 1).

Suppose, for example, we chose the strategy of employing 70 workers per month
throughout the year. On an average, this work force would be capable of producing 700
wagons each day. During the lean months (January, February, March, July, October,
November, December), the work force would be scheduled to produce only the amount
forecasted, resulting in scheduled to produce only the amount forecasted, resulting in same
idle working hours. During high demand months (April, May, June, August, September),
overtime operations would be needed to meet demand. The work force would therefore be
intensely utilized during some months and underutilized in other months.

Strategy 3. Vary the Size of Inventory in Response to Varying Demand (also known as
Chase # 2 plan).

Finished goods inventories in make-to-stock companies can be used as a cushion against

fluctuating demand. A fixed number of employees, selected to that little or no overtime or
idle time is incurred, can be maintained throughout the planning horizon. Producing at a
constant rate, output will exceed demand during slack demand periods, and finished goods
inventories will accumulate. During peak periods, when demand is greater than capacity,
the demand can be supplied from inventory. This planning strategy results in fluctuating
inventory levels throughout the planning horizon.

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---------------------------------------------------------------------------------------------------------------
9.3 MASTER SCHEDULING
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The production plan represents a firm's aggregate measure of manufacturing output. Once
this plan is made, it is the responsibility of marketing to sell it and production to implement
it. To do so requires a desegregation of the production plan into individual products. The
master production schedule (MPS) is a statement of how many finished items are to be
produced. Typically the master schedule is developed for weekly time periods over 6-12
months horizon.

Master scheduling is generally a complex problem, especially for products with large
number of operations For example, in Dow Corning there are 12 MPS; who are responsible
for scheduling 400 packed products over a 26-week time horizon. In process industries with
only a few different operations, master production scheduling is somewhat easier.

Using the Master Schedule: Master scheduling can be a complicated process. Let us
summarize some of the observations.

First, the master production schedule should relate to the aggregate products.
Second, rough-cut capacity planning assists the master scheduler in developing a
feasible schedule by determining potential production bottlenecks. Often, the master
scheduled must be revised several times until it is feasible.
Third, other ways of evaluating a master production schedule include the and cost of
setups or product changeovers and short-term inventory fluctuations.

The master schedule is important, since it forms the basis for future production planning
activities. Therefore, it must be adaptive to changes in the environment. Seldom will
forecasted demands be realized or production plans be adhered to perfectly. As each week
passes, operations managers must compare scheduled production with actual results. This
may result in changes to the MPS-master scheduling is a full time job! Too many changes,
however, indicate that master scheduling is not being performed correctly and can result in
poor productivity and low levels of customer service.
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9.4 AGGREGATE PLANNING FOR SERVICE ORGANIZATIONS
----------------------------------------------------------------------------------------------------------------
Service organizations can also use aggregate planning. The typical service operation,
however, is make -to- order than make-to-stock. Consequently, finished goods are not
available for responding to demand fluctuations. Instead, backlogs of customer requests can
be increases or decreased to utilize capacity at desired levels.

The following example shows how a city's parks and recreation department could use the
alternative of full-time employees, part-time employees, and subcontracting to meet its
commitment to provide a service to the city.

Tucson Parks and Recreation Department has an operation and maintenance budget of
$9.760.000. The department is responsible for developing and maintaining open space, all
public recreational programs, adult sports leagues, golf courses, tennis courts, pools, and so
forth. There are 336 full-time-equivalent employees (FTEs). Of these, 216 are full-time
permanent personnel who provide the administration and year round maintenance to ail area.
The remaining 120 FTE positions) show up as approximately 800 part-time summer jobs:

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lifeguards, baseball umpires, and instructors in summer programs for children. Eight
hundred part time jobs came from 90 FTEs because many last only for a month or two,
while the FTEs are a year long.

Currently, the only parks and recreation work subcontracted amounts to less than $100,000.
This is for the golf and tennis pros and for grounds maintenance at the libraries and
veterans cemetery.

Because of the nature of city employment, the probable bad public image, and civil service
rules, the option to hire and fire full time help daily or weekly to meet seasonal demand is out
of the question. However, temporary part time help is authorized and traditional. Also, it is
virtually impossible to have regular (full-time) staff for all the summer jobs. During the summer
months, the approximately 800 part-time employees are staffing many programs that occur
simultaneously, prohibiting level scheduling over a normal 40 hour week. A wider variety of
skills are required (such as umpires, coaches, lifeguards, and teachers of ceramics, guitar,
karate, belly dancing, and yoga) that can be expected from full-time employees.

Three options are open to the department in its aggregate planning:

The present methods, which is to maintain a medium level full-time staff and
schedule work during off-seasons (such as rebuilding baseball fields during the
winter months) and to use part-time help during peak demands.
Maintain a lower level of staff over the year and subcontract work, including part-
time help. (This would entail contracts to landscaping firms and pool maintenance
companies as well as to newly create private firms to employ and supply part time
help.)

The common unit of measure of work across all areas is full time equivalent jobs or
employees. For example, assume in the same week that 30 lifeguards worked 20 hours
each, 40 instructors worked 15 hours each, and 35 baseball umpires worked 10 hours each.
This is equivalent to (30 x 20) + (40 x 15) + (35 x 10) = 1,550 40 = 38.75 FTE positions
for that week. Although a considerable amount of workload can be shifted to off-season,
most of the work must be done when required.

Full time employees consist of three groups;

the skeleton group of key department personnel coordinating with the city, setting
policy, determining budgets, measuring performance, and so forth;
the administrative group of supervisory and office personnel who are responsible for
or whose jobs are directly linked to the direct labor workers; and
The direct-labor workforce of 116 full time positions. These workers physically
maintain the department's areas of responsibility, such as cleaning up, mowing golf
greens and ball fields, trimming trees, and watering grass.
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9.5 OPERATING SCHEDULE
----------------------------------------------------------------------------------------------------------------
Operating schedules are short term plans even day to day plans designed to implement the
master schedule plans. Once a business plan is in place then a master schedule is made
showing how many of each product must be produced according to the customer orders and
demand forecast.

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Conversion system can be broadly classified as either continuous or intermittent depending
on the conversion process and the product or service.

A continuous or assembly type system is one is which a large number or infinite number of
units of a homogenous product is produced.

An intermittent, on the hand, produces a variety of products one at a time (in which case
they are custom made) or in batches to customer order. Many conversion facilities are
neither strictly intermittent nor continuous but a combination of both.

Implication in a manufacturing context: In the manufacturing context, intermittent systems

are traditionally referred as job work or shops. Therefore a number of questions arise such as

Which work centers will do which job?

When should an operation / job be started? When should it end?
On which shipments should be done, and by whom?

In manufacturing the sequencing in which waiting jobs are processed is critical to the
efficiency and effectiveness of the intermittent systems. Sequencing affects how many jobs
are completed on time versus late, costs incurred for set up and changeover, delivery lead
times, inventory costs, and the degree of congestion in the facility scheduling of the
intermittent systems poses a challenge for operations manager.
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9.6 SEQUENCING RULES
----------------------------------------------------------------------------------------------------------------
Simulation of Intermittent (job shop) Systems: Simulation techniques can be used to
evaluate various sequencing rules in job shop facilities. The following is list of data the
modeler must be able to specify in order to stimulate the sequencing problem. The modeler
can use historical data and patterns for the purpose and during simulation can use the Monte
Carlo method to randomly select portions of the historical data that the simulation requires
as it runs.

Work centers- The number of work centers in the shop must be specified.
Job arrivals- The pattern and timing of jobs "arriving" at the facility must be specified.
Job classification- The processing requirements or routing of jobs must be specified.
Processing time- The time it takes to process jobs must be specified.
Performance parameters-Any number of parameters that gauge the performance at
the facility can be incorporated into the simulation; the quantification of these
parameters must be specified. Options include percent idle time, amount of
inventory, average lateness of jobs, average job flow, and so on.
A Sequencing rule must be specified

The simulation known as a simulation run, is conducted over time. The simulation runs
through a very large number of jobs, say 10,000 or more. The simulation generates new
jobs arriving at various times, determines their routings, loads them to the appropriate work
centers, sequences them according to the sequence rule, and determines their processing
times. When a work center completes one job, it begins processing the next job in the
queue, according to the sequence rule.

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After all jobs have been processed, the simulation evaluates the performance of the facility
according to the parameters specified. The performance statistics are saved for later
comparison. The modeler may now run the simulation again, specifying a different
sequence rule.

When the simulation evaluates the performance of the facility accordingly, the results of
both simulation runs can be compared. Any number of sequence rules may be evaluated and
compared in this way.

Simulation Results for Job Flow Time: One study tested ten sequence rules in six
different job shop configurations using computer simulation.

The results are based on processing over 2 million jobs through the simulated system. Our
main interest in the results has to do with the job flow performance of the rules, an
important concern to shop managers. Job flow is commonly measured in two ways : as the
average flow time of jobs through the system; and as the dispersion of job flow times
through the system (measured by a standard deviation or variance).

The simulation study found that average (mean) flow time per job was lowest (0.99) using
the SPT rule; using other rules it was as high as 2.54. The standard deviation of flow time
ranged from 1.55 to 5.43 using the various rules. Although the standard deviation of flow
time was lower using two of the other rules, SPT did well on this parameter also. These
results are not surprising when you consider how the SPT rule works. Since the highest
priority job is the one whose processing time is the highest priority job is the one whose
processing time is shortest, this job does not have to wait long in the queue; its flow time
(waiting plus processing time) is low.

Simulation results for Job Lateness and Work- in- process Inventories: Using a
computer simulation, another researcher examined how well 39 sequencing rules performed
in terms of job lateness and inventories. Z In term of percentage of jobs late, SPT
performed far better than most other rules tested. This same study found that the SPT rule
was not optimal for minimizing in-process inventory, although its performance was still
relatively good. The optimal rules were found to be compound rules. They require
somewhat more complex calculations than does the SPT rule. These compound rules, all
combined into one. In short, the SPT, although not optimal, performed well, and it did so
without although not optimal, performed well, and it did so without requiring the extensive
calculations of the more complex rules.
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9.7 OPTIMIZEDPRODUCTIONTECHNOLOGYAND
SYNCHRONOUS MANUFACTURING
----------------------------------------------------------------------------------------------------------------
Optimized Production Technology: There is another approach to the planning and
scheduling so far presented is Optimized Production Technology. This is a computer based
system for planning production, material computer based system for planning production,
material needs, and recourse utilization. It was first introduced in the USA in 1979 by
Creative Output Inc, a Consulting Firm in Milferd Connecticut.

The key feature of OPT is its emphasis on bottleneck center works- people or machines.
The OPT philosophy is that managing bottlenecks is the key to successful performance total
system output can be maximized and the in-process inventories reduced.

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The Optimized Production Technology Software consists of four modules.

BUILDNET
SERVE
SPLIT
OPT

The above mentioned modules creates a model of the shop according to the data provided
by the user, how each product is made, its build up sequence, materials, and routing through
the shop, the products time requirements (setup, run time, schedule delay), the capacity
availability at each resource (work center, machine, worker), and the order quantities.

The initial purpose of SERVE is to create a tentative schedule for the jobs waiting in the
shop. Later it creates a more refined schedule. The crucial information obtained in the
SERVE is an estimate of the percentage utilization of the various shop resources.

The SPLIT module distinguishes critical from non critical resources based on their percent
utilizations calculated by SERVE. Resources that are near or above 100 percent utilization are
the bottleneck operations. These bottlenecks, and the operations that follow them, are the
"critical" operations; all others (those with lower percentage utilizations) are "non critical."

The OPT module reschedules the critical part of the network using forward scheduling.
Then the program cycles back to SERVE to reschedule the non critical resources.
The OPT package consists not only of software but of consulting services and training for
implementation as well. The specific details of the procedure, especially of SERVE and
OPT (the detailed scheduling modules), are proprietary (not published and available to the
general public). Consequently, detailed comparative evaluations of its performance with
that of other systems are not available.

Synchronous Manufacturing: Optimized production Technology (OPT) was evolved

through software. This software was developed by Creative Output Inc USA and the person
responsible for it is Dr. Eli Goldratt. Here the scheduling logic is based on the separation of
"bottleneck" and non-bottleneck operations.

Further Dr. Goldratt developed the "Theory of Constraints" (TOC), which has become
popular as a problem solving approach that can be applied to many business areas. So let's
go through TOC briefly;

Identify the system constraints (No improvement is possible unless the weak link or
constraint is found out)
Decide how to exploit the system constraints (Make the constraints as effective as
possible.
Subordinate everything to that decision (align every other part of the system to support
the constraints even if this reduces the efficiency of non constraint resources).
Elevate the system constraints (If output is still inadequate acquire more of this
resource so that it is no longer a constraint)
If, in the previous steps, the constraint is broken back, go back to step 1, but do not
let inertia become the system constraint (After the constraint problem is solved, go
back to the beginning and start all over again. This is a continuous process of
improvements.

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Therefore by removing the constraints and moving forward we get into a situation where
the entire operations or production process work in harmony to achieve the ultimate goal of
an organization i.e. Profit. From the point of view of operation or pr5oduction management
in order to achieve profit, the goal would be increase throughput while simultaneously
reducing inventory and reducing operating expenses.
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9.8 JUST IN TIME (JIT) MANUFACTURING SYSTEM
----------------------------------------------------------------------------------------------------------------
Origins of JIT: The process of manufacturing has been significantly influenced by the turn
of events in history. In the beginning of the 19th Century, Henry Ford pioneered the mass
production system as a way for manufacturing organizations to organize, plan, control and
evaluate their operations. Several operations management tools developed during that time
sought to promote the mass production philosophy. During World War II, flexibility was a
key requirement and this altered the manner in which operations management theory and
practice developed. However, the events surrounding the oil crisis in 1972 had a significant
impact on several of the operations management practices that we practice today.

Market recession put new pressures on the manufacturing system and demanded better
methods of managing operations in manufacturing organizations. Customers increasingly
demanded more options and also commitment to deliver products and services faster. In
response to these changing requirements, new principles of managing operations were
required. Managing the operations efficiently, developing alternative methods for quality
management and creating responsive organizational structures were some of the newer
requirements. Notable, Japanese manufacturers developed a set of tools and techniques,
over a period of two decades, that addressed many of the above requirements.

Using these new capabilities, Japanese manufactures threatened to alter the forces of
competition and sought to provide new value to customers. In the automobile sector,
passenger car manufacturers such as Toyota and motorcycle manufacturers such as
Kawasaki competed effectively with established giants in the US such as GM and Harley
Davidson, respectively. While Japanese manufacturers could offer products that were of low
cost and high quality, American manufactures were offering exactly the reverse, that is, low
cost products at a high cost. The initial success of the Japanese manufacturers in the
automotive sector was soon to be replicated in other sectors of the industry. Notable among
them include electronic components such as resistors, memory chips and transistors and
entertainment electronics products such as cameras and musical systems.

Before we understand the logic of JIT, it is important to note that the definition of waste is
unique in Japanese manufacturing management literature. Any process or a set of activities
that do not add value as perceived by the customer is classified as waste. Adopting such a
definition would mean that having an inventory of material, unutilized capacity lost due to
poor planning and scheduling or defects and rework are all considered as waste. Just in
Time manufacturing is a new philosophy of manufacturing management that provides a set
of tools and techniques to compete in the increasingly fierce market and enables
organizations to provide better value in their offerings by constantly improving their
operations and eliminating waste from the system.

Philosophy of JIT: The philosophy of JIT is in contradiction with this traditional thinking
on solving such problems encountered in manufacturing systems. It works two ways. In the
case of water flow, instead of pouring more water into the system to cover the newly grown

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structure, efforts will be made to "trim" the new growth and bring it back to a limit whereby
the boat can continue to sail smoothly. In our manufacturing example, if there is a problem
with the supplier, instead of increasing the safety stock, collaborative efforts will be
launched with the suppliers to solve the problem.

However, the crux of JIT philosophy is to go step further and deliberately create some
disturbances in the system in order to uncover problem areas. Once the problems are
exposed, the organization will work towards solving the problem and restoring smooth
production rates. Returning to our water flow example, what it means is that when the boat
sails smoothly, pump out some water from the system and expose the tallest rock. Chisel
the rock to a level that the boat can resume sailing smoothly. After a few rounds of smooth
sailing, pump out some more water and continue the process.

In the manufacturing example, what it means is to have a method by which the buffer is
withdrawn from the system. By withdrawing the buffer, new problems are exposed. By
studying the problem, new methods will be devised to restore smooth production rates.
After one cycle of this exercise is satisfactorily completed, begin the next cycle by could be
progressively reduced even while smooth production rates are restored.

What makes JIT philosophy different from conventional thinking is the "deliberate" choice
on the part of management to expose hidden problems even while the production system is
operating at a certain level of equilibrium. Therefore, one can define JIT as an organization-
wide mandate to systematically expose the hidden problems.

Elements of JIT Manufacturing: Although the logic of JIT is intuitively appealing, in

reality, to practice JIT and reap the promised benefits, an organization needs to have several
key elements in the manufacturing system.

Manufacturing Architectural Charges: Manufacturing architecture provides an overall

framework in which the various activities, people, and issues that are related to the
production and distribution of goods and services either directly or otherwise are organized.
Essentially, manufacturing architecture defines the nature of the relationship between the
various functional units in an organization and addresses issues relating to structure,
systems, procedures and people. Through a careful choice of the system and structure
issues, it tries to create a seamless structure that encompasses the entire value stream and
brings about physical and logistical linkage among the functional units.

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The most significant change required to practice JIT is to create a new manufacturing
architecture. JIT emphasizes waste elimination and in order to perform this, the
manufacturing architecture should be conducive. Figure 9.1.7 conveys the transformation
schematically. Principles of making manufacturing architectural changes address two types
of issues. The first is the structural issue. Structural issues confine to the physical aspects of
carving out the new architecture. This includes the layout of machines and other resources
on the shop floor and in the offices, and the organization structure and reporting
relationships between employees in an organization.

The second is a set of logistical issues. Issues related to the systems, procedures and people
are referred to as logistical issues. Organizations need to understand that changes in the
structural issues need to be complemented by corresponding changes in logistical issues.
Merely changing the physical aspects at the shop floor and the offices do not provided the
desired improvements. The actual improvement and the benefits accrued are commensurate
tot he corresponding changes made in certain systems, procedures and people related
issues. For example, the new structure will demand that skills of people be re-distributed in
a different fashion. The predominant customer focus to the whole design will force radical
changes in the systems used for measuring the performance and rewarding people in the
organization. Making efforts to seamlessly integrate the supplier layer with other layers
internal to an organization will call for new systems and procedures.

While addressing the various aspects of manufacturing architecture, one should keep in
mind that organization exists for customers. The art of creating customer focus is a matter
of detail. At the highest level it may call for the creation of divisions and business units.
However, at the lowest level it means that there will be dearly defined end results or
products that relate directly to a organizational resources as well as to a customer group.

Changing the layout, re-deploying the work force and redefining organization structure are
not going be to be easy. They result in altered power structure of the various individuals in
the organization, and call for a different working style and behavior. Efforts are required to
design a better work place organization. Visual boards can play a major motivational role in
directing improvements and increasing the ownership of product and process. They can
play a leading role in linking all the functional areas of an organization through an
information network. Without such exercises, the agenda of waste elimination using JIT
may not be feasible.

The final outcome of the architectural changes made to a manufacturing organization is that
a system having chain of customers-suppliers emerges. Beginning with marketing, which is
the internal arm of the ultimate customer, a chain of preceding and succeeding processes is
established. Finished goods (FG) stores will have a supplier relationship with marketing.
Similarly, final assembly will become a supplier to FG stores. Manufacturing will resemble
a linked chain wit several links. Each link will have a supplier-customer relationship and
will feed the material from the raw material stores right up to the final assembly. This chain
structure will greatly aid material flow, production planning and control functions.

Lot Size Reduction: Addressing capacity issues in JIT requires a different approach
compared to traditional thinking. Since JIT is about waste elimination, there is a greater
emphasis to uncover maintenance. In Japanese manufacturing management, capacity is
nothing but a sum of actual production and waste. Thus, if there is a mass manufacturer
with an installed capacity for producing 25,00 items per month using a set of resources, but

155
averages a monthly production of only 22,000, then the balance 3000 units lost is accounted
as waste. A study of an auto-component manufacturing unit in Tamil Nadu showed that
capacity losses in their organization (in monetary terms) were attributed to the following:

Underutilization of machine Rs. 14.99 million

(which mainly consisted of lost time due to setup of machines)

Waste due to non-usage of machine Rs. 2.50 million

Not maintaining proper specifications Rs. 0.65 million

Total capacity lost Rs. 18.14 million

Therefore, one major source for waste elimination is setup time reduction. When setup time
is reduced, it is obvious that the lot size will also be smaller. Imagine that there are two
identical manufacturing setup. In the first, the setup time is 12 hours and in the second the
setup time is 30 minutes. Clearly, in the first case, it makes very little sense to setup a
machine for 12 hours and engage in production for anything less than 12 hours. Therefore,
the lot size will tend to be at least equal to the production for 12 hours. In contrast, in the
second case, it is possible to setup the machine frequently and produce in smaller
quantities. This increases the ability of the organization to respond to changes better. We
have already seen the benefits that accrue to an organization on account of smaller lot sizes.

The earliest success stories in JIT have a strong component of setup time reduction
initiatives. Shigeo Shingo developed the Single Minute Exchange Die (SMED) system to
drive down setup time. The philosophy behind SMED is that there are internal and external
operations involved in any setup of machines. Internal operations are those that require
interruption of the machine for performing the setup operation. Therefore, it results in loss
of capacity. For example, changing a die in a press or a cutting tool requires stopping of the
machine. On the other hard, there are several operations pertaining to setup that could be
done off-line. These operations are known as external operations and they do not result in
any loss of capacity. Obvious examples include planning the setup operation, obtaining the
set of tools and other resources required as well as obtaining the required authorizations.

SMED is a systematic method by which internal operations are progressively converted into
external operations. Initially, there will be minimum use of technology to achieve this.
However, as the SMED process proceeds, it may call for a very close study of the setup
process and use of technology to make modifications on the equipment. Setup time
reduction involves three stages. In the first stage, obvious imperfections in planning and
procedural aspects are addressed. This may bring down the setup time from several hours to
about an hour.
In the second stage, some technology in introduced to alter the design of fixtures, dies etc.
This may bring down the setup time to less than 30 minutes. In the final stage, extensive use
of advanced technologies, to make significant design changes on the equipment, will be
required to bring down the setup to a "one touch setup" (of having a setup time of about 100
seconds). This results in uncovering large amounts of wasted capacity and making the
system flexible and responsive to changes. Batch sizes eventually drop close to one,
permitting manufactures to develop single piece flow system.

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Kanban as Control Tool: Production control is primarily achieved by passing information
pertaining to production to the respective work centers. The information typically consists
of an authorization to produce a certain quantity of items beginning at a particular time.
Although this appears to be a simple task, traditional manufacturing systems have
experienced difficulties in performing this task. Traditional manufacturing systems have
experienced difficulties in performing this task. This is partly due to bad structure
emphasizing functional orientation. However, JIT systems make architectural changes and
simplify the planning and control process to a large extent. Therefore, it is possible to
devise alternative methods for production control. Typically, JIT manufacturers utilize a
concept known as Kanban. Kanban is a Japanese word, which approximately denotes a card
or a visible signal.

Taichii Ohno, the father of Toyota Production System conceived the logic of Kanban as a
production control tool based on the stock replenishment process in a supermarket. In a
super market, various goods are displayed on the shelf in limited numbers. As customers
"pull out" their requirement, the inventory of items in display depletes. Therefore, at the
end of the day (or as soon as the shelf empties), the shelves are refilled to the extent of
consumption. The use of Kanban for production control is very similar.

A pre-determined quantity of items is to be stacked between every pair of succeeding and

preceding processes. As the customer pulls out her requirement, the signal travels along the
chain and each link in the chain schedules production only to the extent of refilling the
stocking points. The signaling from the customer down to the raw material stores is done
through Kanban. Kanban could be a card, an electrical signal or a message flashed through
the web.
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9.9 BASICS OF SCM AND ERP
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'Supply Chain Management' is defined as the integration-oriented skills required for
providing competitive advantage to the organization that are basis for successful supply
chains. A typical supply chain may involve a variety to stage. These supply chain stages
include:

Customers
Retailers
Wholesaler/ Distributors
Manufacturers
Component/Raw material suppliers

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The concept of a supply chain is shown in Figure 9.1.8. Though many stages are shown in
the figure, each stage need not be present in a supply chain. The number of stages included
should meet that the organization generates profits for itself.

'Supply Chain Management' is the integration-oriented skills required for providing

competitive advantage to the organization that are basis for successful supply chains.

'Supply Chain Management' can be defined as the active management of supply chain
activities to maximize customer value and achieve a sustainable competitive advantage. It
represents a conscious effort by the supply chain firms to develop and run supply chains in
the most effective and efficient ways possible.

Within each organization, such as a manufacturer, the supply chain includes all functions
involved in receiving in receiving and filling a customer request. The functions that are
chain includes all functions involved in receiving and filling a customer request, operations,
distribution, finance, and customer service. The decision is trade off between price,
inventory, and responsiveness.

Its activities begin with a customer order and ends when a satisfied customer has paid for
his or her purchase. Generally, more than one player is involved at each stage. A
manufacturer may receive materials from several suppliers and then supply several
distributors. Thus, most supply chains are actually networks.

Supply chain is an integral part of the value chain. According to Michael Porter, who first
articulated the value chain concept in the 1980s, the value chain is comprised of both the
primary and support activities. The supply chain, consists only of the primary activities or
the operational part of the value chain. The supply chain, therefore, can be thought of as a
subset of the value chain. In other words, while everyone in the same organization works in
the value chain, not everyone within the organization works in the supply chain.

The value a supply chain generates is the difference between what the final product is worth
to the customer and the effort the supply chain expends in filling the customer's request.
The supply chain profitability is based on the effort involved in the appropriate
management of the flows between and among stages in a supply chain. Unlike the
traditional measure of organizational success in terms of the profits at an individual stage,
supply chain success is measured in terms of supply chain profitability.

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The objective of every supply chain is to maximize the overall value generated so that the
final price of the good covers all of the costs involved plus a profit for each participant in
the chain. Figure 9.1.8.2 shows the supply chain as a network and also as a part of the value
chain.

The appropriate design of the supply chain will depend on both the customer's needs and
the role of the stages involved. In some cases, a manufacturer may fill customer orders
directly. For example, Dell has been one of the most successful examples of effective
supply chain management. Dell builds-to-order, that is, a customer order initiates
manufacturing at Dell. Dell does not have a retailer, wholesaler, or distributor in its supply
chain. While other computer companies must stock a month of inventory. Dell carries only
a few days worth. In fact, many of the components are delivered within hours of being
assembled and shipped to the customer. It plans orders and signals suppliers every two
hours, which enables it to manufacture and deliver exactly what its customers want.

In other cases, such as in a mail order business like Amazon.com, the company maintains
an inventory of product from which they fill customer orders. In the case of retail stores, the
supply chain may also contain a wholesaler or distributor between the store and the
manufacturer.

Decisions in a Supply Chain: Supply chain management involves proactively managing

the two-way movement and coordination (that is, the flows) of goods, services,
information, and funds from raw material through end user. A company with a "supply
chain orientation" is one that recognizes the strategic value of managing operational
activities and flows across a supply chain. It s decision fall into three categories of phases:

Supply Chain Design: Supply Chain Design is a strategic decision. If reflects the structure
of the supply chain over the next several years. It decides what the chain's configuration
will be, how resources will be allocated, and what processes each stage will perform.

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Successful design requires a high degree of functional and organizational integration. In
order to do so, it is essential to develop supply chain process maps (flow charts) for major
supply chains and their related processes helps establish an understanding of the supply
chain. There should be a clearly understood mapping convention to be utilized, along with
other information requirements. The objective of this exercise is to develop supply chain
maps that present all supply chain entities along with key processes.

From this exercise will flow such decisions as the location and capacities of production and
warehousing facilities, the products to be manufactured or stored at various locations, the
modes of transportation, and the type of information system to be utilized. The organization
must also identify key and critical supply chains components. It must be knowledgeable
regarding its part of the supply chain and also must understand how the part interfaces with
the other parts of the supply chain.

The supply chain configuration should support the organization's strategic objectives. In the
case of TI Cycles regarding the location and capacity of its manufacturing facilities at
Aurangabad, the joint manufacturing agreement with Avon Cycle and distribution network
are all supply chain design or strategic decisions.

These are long-term decision and are very expensive to alter on short notice. Consequently,
when companies make these decisions, they must take into account uncertainty in
anticipated market conditions over the next few years.

Supply Chain Planning: In the planning phase, companies define a set of operating
policies that govern short-term operations and are normally determined on an annual basis.
These decisions are made within the supply chain's configuration. Planning starts with a
demand forecast for the coming year. Based on the demand, an annual plan is worked out.
Decisions regarding which markets will be supplied from which locations, outsourcing and
sub-contracting, inventory policies, etc. are made. Planning, in other words, establishes
parameters within which a supply chain will function over a specified period of time.

One the key supply chains have been identified, one must identify the supply chain member
organizations (suppliers and customers) that are considered most critical to the
organization's supply chain management efforts. In selecting external members, several
issues should be addressed.

SCM endeavors are likely to be more productive if participating organization are not
direct competitors. There may be limits to collaborative supply chain efforts when
both buyer-supplier and competitor relationships exist between participating
organizations.
All organizations and their representatives must be pursuing similar goals. This does
not mean that each organization should have identical goals, but that their respective
goals must be compatible with the overall SCM initiative.
SCM initiative is unlikely to be successful unless all members from each
organization involved feel they are benefiting from participation. SCM efforts have
to be focused where the involvement is beneficial to all the members.

In well managed organizations, in the planning phase uncertainty in demand, exchange rates,
and competition over this time horizon are included in the decisions. Given a shorter time

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horizon and better forecasts than the design phase, the planning phase tries to exploit the
supply chain design to optimize performance.

Supply Chain Operation: This has a short-term time horizon, monthly, weekly or daily.
The focus, during this phase, it on individual customer orders. At the operational level,
within planning policies, the goal is to handle incoming customer orders in the best possible
manner. Firms allocate inventory or production to individual orders, set a date that an order
is to be filled, generate pick lists at a warehouse, allocate an order to a particular shipping
mode and shipment, set delivery schedules of trucks, and place replenishment orders.

Aggregate planning is the basis for decisions at this stage. The aggregate plan serves as a
broad blueprint for operations and establishes the parameters within which short-term
production and distribution decisions are made. It allows the supply chain to alter capacity
allocations and change supply contracts. In addition, man constraints that must be
considered in aggregate planning come from supply chain partners outside the enterprise,
particularly upstream supply chain partners. Without these inputs from both up and down
the supply chain, aggregate planning cannot realize its full potential to create value.

The output from aggregate planning is also of value to both upstream and downstream
partners. Production plans for an organization define demand from suppliers and establish
supply constraint for customers. If a manufacturer has planned an increase in production
over a given time period, the supplier, the transporter, and warehousing partner must be
aware of this plan and incorporate the increase in their own plans.

Because operation decisions are being made in the short term, there is less uncertainty
about demand information. Given the constraints established by the configuration and
planning policies, the goal during the operation phase is to exploit the reduction of
uncertainty and optimize performance.

Ideally, all stages of the supply chain should work together to optimize supply chain
performance. An important supply chain issue is collaboration with down stream supply
chain. Therefore, it is important to perform aggregate plans over as wide a scope of the
supply chain as is reasonably possible.

Introduction to ERP: In the early 1990s many large companies realized that it was time to
update their existing information systems to take advantage of new technologies. Programs
written in programming languages such as COBOL, PLI, RPG, and assembler were
becoming increasingly expensive to maintain. Further the mainframe computer technology
was not cost defective compared to the ever more powerful and inexpensive
microprocessor-based computer. Change was inevitable. And SAP offered a comprehensive
solution. SAPAG, a German firm, is the world leader in providing ERP software. Its
flagship product is known as R/3.

The software is designed to operate in a three-tier client / server configuration. The core of
the system is a high-speed network of database servers. These database servers are special
computers designed to efficiently handle a large database of information.

The R/3 applications are fully integrated so that data are shared between all applications. If
for example an employee posts a shipping transaction in the sales and Distribution module,

161
the transaction is immediately seen by Accounts payable in the Financial Accounting
module, and by inventory management in the materials management module.

Much of the success of the product is due to the comprehensive coverage of business
applications. In a sense, SAP has changed the face of information technology.

R/3 Application Modules: R/3 is built around a comprehensive set of application modules
that can be used either alone or in combination. The modules the make up R/3 the emphasis
is placed on what these modules actually do, not on the technical aspects of how they
communicate with one another.

SAP organizes the R/3 modules in a variety of ways in its documents. In general, there are
four major elements to the organization: financial accounting, human resources,
manufacturing and logistics, and sales and distribution.

Financial Accounting: The financial accounting segment of R/3 includes three major
categories of functionality needed to run the financial accounts for a company financials
(FI), controlling (co), and asset management (AM)

As with all the modules in the R/3 system, the user will find all information current and
integrated. Thus an individual manufacturing plant or sales organization can run a profit
and loss report at any time during the month and be shown the most up to date information.

The controlling category includes costing; cost center, profit center, and enterprise
accounting and planning; internal order; open item management; posting and allocating ;
profitability analysis; and a variety of reporting functions. It also includes a project system
to track activity and costs related to major corporate projects, such as the implement of an
R/3 system.

Also include is a module of all activity based costing (ABC) to other types of costing
approaches.

The asset management category includes the ability to manage all types of corporate assets,
including fixed assets, leased assed, and real estate. It also includes the capital investment
management module, which provides the ability to manage, measure, and oversee capital
investment programs.

Human Resource (HR): The human resource (HR) segment contains the full set of
capabilities needed to manage, schedule, pay, and hire the people who make a company
run. It includes payroll, benefits administration, applicant data administration, personnel
development planning, workforce planning schedule and shift planning, time management,
and travel expenses accounting. Because the structure of most companies shifts frequently,
one function in the human resource category provides the ability to represent
organizational, charts, including organizational units, jobs, positions, workplaces, and tasks.

Capturing data from the human resources module, the SAP business workflow system
allows management to define and manage the flow of work required in cross functional
business process.

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Manufacturing and Logistics: The manufacturing and logistics segment is the largest and
most complex of the module categories. It can be divided into five major components:

Material Management (MM),

Process Maintenance (PM),
Quality Management (QM),
Production Planning and Control (PP) and
Project Management System (PS).

Each component is divided into a number of subcomponents.

Plant maintenance supports the activities associated with planning and performing repairs
and preventive maintenances. The quality management capability plans and implement
procedures for inspection and quality assurance. It is built on the ISO 9001 standard for
quality management.

Production planning and control supports both discrete and process manufacturing process.

The project management system lets the user set up, manage, and evaluate large, complex,
projects, whereas the financial costing project system focuses on costs, the manufacturing
project system is used for planning and monitoring dates and resources. The system walks
the user through the typical project steps: concept, rough cut planning, details planning
approval, execution and closing it manages a sequence of activities each with its
interrelationships to the others.

Sales and Distribution (SD) : The sales and distribution (SD) set of modules provides
customer management; sales order management; configuration management; distribution
export controls, shipping and transportation management; and billing, invoicing, and rebate
processing.

In sales and distribution, produces or services are sold to customers. In implementing and
SD module (as in other modules), the company structure must be represented in the system
so that for example, R/3 known where and when to recognize revenue.

When a sales order is entered it automatically includes the correct information on pricing,
promotions, and availability and shipping options. Batch order processing is available for
specialized industries such as food, pharmaceutical, or chemical.

Lean Manufacturing: Lean manufacturing has emerged as an alternative to mass

production techniques. It reflects a totally new approach to operation management and
greatly contributes to the addressing of issues in a consumer driven market. In 1990, James
Womack wrote a book called The Machine that Changed the World. This book was a
straight forward account of the history of automobile manufacturing combined with the
study of Japanese, American and European automobile assembly plants. He called the
system that he described Lean Manufacturing It is an incredibly successful System that
integrates the routine work of producing and delivering products, services and information
with problem identification and process improvement. It is an extension of supply chain
concept based on a systematic elimination of unproductive activities identified as wastes.

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The concept involved in minimizing wastes; all manufacturing processes are either value-
added or non value- added. The valor stream includes all activities required to bring a
product from vendors raw material into the hands of customers. Value added processes
mold, transforms or otherwise change raw material into finished products. Non value
added activities are often necessary, consume time and resources but add little or no value
to the product. Such activities include transporting, material, storing material, conducting
inspection etc.

To provide what the customer is asking for, you need to improve production efficiency. In
the past, increasing production efficiency required employees to work harder or longer and
machines to run faster. Such methods work in the short run but cause problems. Accident
rates increase workers and equipment are overworked and overtaxed equipment and
workers revolt.

The Lean concept refers to a collection of tools used to promote long-term profitability and
growth by more with less.
The essential element of Lean Manufacturing is aimed at the elimination of waste at every
area of production including customer relations, product design, and supplier network and
factory management. Its goal is to incorporate less human effort , less inventory, less time
to develop products and less space , to become highly responsive to customer demand,
while producing top quality products in most efficient and economical manner possible.
Total Productive Maintenance (TPM) is a Lean concept based on three simple ideas;

Preventive maintenance schedules must be developed and adhered to,

Extensive maintenance history exists in a database and equipment failures may be
predicted within reasonable time frames
Simpler maintenance tasks be delegated to those who know the equipment the best..

Establishing a preventive maintenance schedule and Predictive Maintenance Systems are

basic requirements of Lean Manufacturing. In addition, the operators should be responsible
and have ownership for all maintenance of the equipment they operate. As operators know
their machines the best they would be the first to detect variations in operations; unusual
sounds, vibrations smell etc. The specific tools of Lean Manufacturing such as

Pull System,
Kanban Cards,
Kaizen

Are artifacts of a general? Comprehensive approach to managing collaborative work

systems that allows frequent fine grained problem identification and improvement in
overall organizational structure, coordinated mechanisms and task performance.

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9.10 REVIEW QUESTIONS
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1. Discuss what is aggregate planning? Explain is process.
2. Is the aggregate planning different for service organization? Explain
3. What is purpose of master scheduling and how it is important for operation planning?
4. What are operating schedules and where are the uses?
5. What is optimized production technology and synchronous manufacturing?
6. Discuss the importance of JIT and indicate its application.
7. Write notes on the basis of a) Supply Chain Management. b) Enterprise Resource
Planning c) Lean Manufacturing

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