Professional Documents
Culture Documents
Submitted to:
Prof. Zia-ur-Rehman
The growth of the Group down through the decades has played a positive role in
dominating the local industry and providing a secure future for its employees. The
transformations brought about in the local industries by the Monnoo Group have made them
pioneers in the technological and customer oriented business conglomerates.
The Group now owns 12 Textile units, a Sugar Mill, Agricultural Farms and extensive
research units catering to various agricultural products. As innovators in their fields, the Group
has kept pace with the latest state of the art technologies, through which the Group now produces
superior international quality products for clients worldwide. The Monnoo Group has developed
with remarkable speed from a traditional, family owned textile company into a modern high-tech
industrial and agricultural conglomerate. The core business of Monnoo Group is international
product recognition in Textiles (Yarns, Ecru yarn, Fancy/Novelty yarns, Melange Yarns and
sewing threads) and in Agriculture products (Sugar, Tissue Culture, Orchards and Farms).With
outstanding growth and development in yarns and bringing about innovations in fancy yarns,
they have one of the most sophisticated and modern mills in Pakistan.
After Partition, their acquisition of a rubber factory was traded for an old textile mill,
installed with a total of 2400 spindles. By the year 1965 the group had a total number of 5 textile
mills. During the troubled time of partition of the sub-continent, the Monnoo family shifted to
East Pakistan and later on set up five Spinning mill operations, 3 in west Pakistan and 2- in east
Pakistan.
A number of companies associated with the group are serving the country since its
inception and are indeed amongst the pioneers of the spinning industry in Pakistan. Beginning
with one spinning mill to 12 spinning mills consisting of more than 200,000 spindles with over
8000 employees. Most of the companies associated with the group are leaders in the areas of
their activity, and have been ISO Certified.
Quality control
"We the Monnoo Group is committed to assure a system for consistent quality at all
levels of procurement, Production and Marketing Management according to the specification and
requirements of the Buyer" Our quality policy is supported by department wise measurable
quality objectives and it is ensured that customer requirements are determined and met with the
aim of enhancing customer satisfaction. In addition to that, control of documentation has been
established and maintained to provide evidence of conformity to customer requirement and of
the effective operation of the quality management system. Management representative conducts
management review meeting on regular basis for the improvement of the effectiveness of the
quality management system and its processes and ensuring
Mission Statement
We have built our reputation on quality, Flexibility, service, and integrity. Our real
strength is personalized service in an expeditious manner. We continue to invest in the most
modern equipment available so that we can manufacture a high quality product for our
customers. We can design and develop various yarns for customers, and can supply small
quantities as well as large quantities of our product. The mission statement of Monnoo Group is
to be recognized as the premier fancy yarn supplier to the markets we serve by providing quality
yarns while constantly focusing on our customer's expectation and maintaining a competitive
position within the world of textile.
We recognize, utilize and develop the unique talents of each employee, while
manufacturing the highest quality textile products. However, we have highly qualified amid
professional staffs who are experts in their field. Our mission will be accomplished through
excellence in customer service, sales and manufacturing supported by the teamwork of all
associates. We will continue our tradition, established in 1940, of honesty, fairness and integrity
in relationships with our customers, vendors and community.
Our Strengths
We are determined to convert our vision into reality by using innovation to create a
market niche for our products and by investing in facilities, people, systems and new technology,
diversification into value addition and improvements in productivity and service to customers.
Raw Cotton
Raw Cotton is purchased with strict quality control measures. Prior to purchasing,
samples of each lot of cotton are tested in the In-House centralized cotton testing labs to ensure
required quality parameters. The inspection and testing procedure in lab ensures that incoming
raw material is not used o processed until these levels have been inspected or otherwise verified
as conforming to client's requirements
Industry View
Textile is the most important industry of Pakistan. It accounts for approximately 60
percent of manufacturing employment, over 80 percent of total exports and over 20 percent of
value addition production. The textile industry was based upon locally-grown cotton, but now we
are importing regularly from U.S.A., Australia and China to meet the buyer requirements.
Machinery
In the year 2005, Monnoo textile Ltd has commissioned a state of art ring spinning unit
at Muzzaffargarh near Multan. This unit produces the best yarn in Pakistan for both weaving and
knitting. It is equipped with 45,000 spindles, Reiter Blow room with Vision Shield, Truetzchler
Blowroom with Loptex, Schalafhorst 338 with Quantum II Yarn Clearers and Reiter Combers E-
65. Apollo had an initial installed capacity of 12,480 spindles. As the mill continuously updated
its manufacturing facilities, a major expansion / modernization program took place in 1988 with
the commencement of Apollo Mills Unit No.2. The most modern machinery from Japan and
Further, we have also installed the LOPTEX SORTER with SONIQ and also the
VISION SHEILD which is detection and rejection system of Foreign Fiber and Foreign
Material. This is the ideal solution to contamination problem in raw materials.
Also, in our Latest Schalafhorst 338 Autoconers / Splicers, we have installed USTER
QUANTUM 2 yarn clearers, which also detect contamination and cut the contamination
portion of yarn, if any.
Monnoo textile Ltd adheres to the principal of "customer priority, success by quality",
and is expanding its business territory to the customer lifestyle spectrum. The types of challenges
that Apollo choose to embrace are always innovative. At Apollo yarns produced in all two units
satisfy a broader customer base.
Stage 3: Site
Size
Adjoining land
Zoning
Drainage
Soil
Availability of water, sewers, utilities
Development costs
Cellu
Why it happens?
When the tractor is used for running purposes without load for a longer period as low as
30 hrs, it starts consuming oil. The recommended limit of oil consumption is 0.5 lit of oil
after 100 lit of diesel.
Remedy
1) Park the tractor at level ground.
2) Check levels of engine oil & diesel.
3) Make up oil level to the “Max” mark, diesel to full tank.
4) Set engine speed to 1800 rpm with the help of hand throttle up to consumption of 1 full
diesel tank.
5) Park tractor at level ground and stop the engine.
6) Wait for at least 1 hr
7) Checks for possible drop in oil level on dipstick.
8) Make up oil level to “Max” mark with the help of a measure.
9) Check for leaks if any I-e; engine main oil seal, timing seal, sump joints, cam shaft seal
etc.
10) Check possible leaks in the air intake system.
11) Do not remove thermostat valve from the engine.
If the problem persists, go to checking or register to a complaint.
3. Why the Hydraulic system of my tractor jerks while lifting up the implement?
1) Have you changed the hydraulic oil after 30 hrs of operation? If not this problem is
going to become even worse. Change hydraulic oil immediately if not already
changed. Refer to operator’s instruction book.
2) Change hydraulic filter. Take your tractor to authorized w/shop and let our skilled
mechanic do it.
3) Check hydraulic system control valve and adjust if necessary.
4) Do not adjust position control lever beyond “up” mark.
5) Check hydraulic oil level. It should be between “min” & “max” mark.
6) Check for possible hydraulic oil leaks.
7) If the problem persists consult your dealer or register a complaint.
Most of the concepts and techniques explained here can be applied to any plant layout,
including services.
Examples: Line Balancing for Restaurant self-services; Process oriented layout
for Hospitals.
Service Businesses have a more direct customer focus:
Sometimes, the customer is required at the facility for the company to be able to
perform the service.
Frequently, the layout is focused on the customer satisfaction than on the
operation itself.
Some of the objectives include comfort ability during the performance of the
service, as well as making attractive those areas in direct contact with the
customer.
Trailer
Trailer
Feeder Feeder
lines lines Overflo
w
P-Q Analysis
Definition
Diagram activity relationships
P roduct
Flow
Maintenance
Sy nthesis P ractical Limitations Adjustment QC
Space Availability
Mat. Handling
Information gathering
When the objective is the reduction of material handling costs, we can solve the problem
in quantitative terms:
• Traffic intensity matrix: Number of material handling moves
among departments (information provided by historical data, route
sheets and production plans).
• Distance matrix: Distances among areas at the plant and places
where the different working areas could be allocated.
Cost matrix: Cost of material transportation.- It depends on the type of equipment to be used.
Sometimes, quantitative information is not available, or the importance of distance
among areas depends on qualitative factors (i.e.- a hospital X-ray room may be close to
the trauma medicine room).
Plan development
Once the sizes of the different areas have been determined, the next step is to organize
the different areas within the existent facility, or to determine the desired shape for the
facility construction.
There are multiple possible solutions, so the selected one will be the good one that
complies with the max. Number of constraints.
Quantity Product
Layouts
Fixed
Position
Layouts Mixed Layouts Process Layouts
DIRTY QC
EMPTY
BOTTLES
WASHER
WAREHOUSE UNCASER
FILLER/ MANUAL
PASTEURIZER CROWNER SIGHTI NG EBI
COMPLEMENTARYACTIVITIES
BI -DIRCTIONALTABLE
MANUAL
FGI SIGHTING LABELLER
COMPLEMENARYACTIVITIES LABELLER
MANUALPACKING
PALLETIZER
PACKER
PACKER
WAREHOUSE DISTRIBUTOR
CUSTOMERS
Analysis
With the information gathered in the previous 3 matrixes, the objective is to minimize the
transportation costs.
Total Transportation Cost:
Objective: Finding the combination of dij that minimizes TTC.
This formula is complicated for common cases, due to the number
of different possibilities (i.e.- for 10 sections, the alternatives
would be 3,628,000).
Quantitative criteria: Transportation costs.
Use of heuristics: Algorithm of basic transposition
Initial arbitrary layout: base permutation.
Transportation cost calculation for this layout.
Generation of all possible permutations among activities,
interchanging the ones in the initial arbitrary layout 2 to 2:
Transportation cost calculation for each of the generated permutations: If we get one with a
lower cost than the base, this last one becomes the base permutation and the process starts again
until there is no one with a lower cost.
In practice, we have to take into account certain constraints and circumstances that have to be
considered, apart from the quantitative criteria of the transportation costs.
Once this information is taken into account, the next step will be to perform the spatial design of
the different departments.
Closeness priorities
Technique: Systematic Layout Planning (SLP)
Closeness priorities have a letter code:
Detailed layout
Equipment and machinery layout within each area or department, getting a
detailed layout of installations and all elements.
Work cells
Definition:
Group of equipment and workers that perform a sequence of operations
over multiple units of an item or family of items.
Looks for the advantages of product and process layouts:
Product oriented layout: Efficiency
Process oriented layout: Flexibility
Applies the principles of Groups’ Technology to Manufacturing:
Grouping outputs with the same characteristics to families, and assigning
groups of machines and workers for the production of each family.
Applies the principles of Groups’ Technology to Manufacturing:
Sometimes, these outputs will be final products or services; some other
times, they will need to integrate to a final product.
In this case, the work cells would need to be located close to the main
production line, to facilitate the assembly of the component at the moment
and place required.
Real Work Cells: the grouping of workers and equipment is a fact:
At the same time as identifying family of products and grouping of
equipment, it’s essential to perform an internal layout of the cell (by
product, by process or a combination of both…generally by product).
Applies the principles of Groups’ Technology to Manufacturing:
Virtual Work Cells: identifying and dedicating certain equipment to the
production of certain families of outputs, but without grouping them
physically within the cell:
When the receiving department is not involved, it's typically called a two-way check or
two-way purchase order. In this situation, the purchasing department issues the purchase order
receipt not required. When an invoice arrives against the order, the accounts payable department
will then go directly to the requestor of the purchase order to verify that the goods or services
were received. This is typically what is done for goods and services that will bypass the
receiving department. A few examples are software delivered electronically, NRE work (non
reoccurring engineering services), consulting hours, etc...
Historically, the purchasing department issued Purchase Orders for supplies, services,
equipment, and raw materials. Then, in an effort to decrease the administrative costs associated
with the repetitive ordering of basic consumable items, "Blanket" or "Master" Agreements were
put into place. These types of agreements typically have a longer duration and increased scope to
maximize the Quantities of Scale concept. When additional supplies are required, a simple
release would be issued to the supplier to provide the goods or services.
This trend away from the daily procurement function (tactical purchasing) resulted in
several changes in the industry. The first was the reduction of personnel. Purchasing departments
were now smaller. There was no need for the army of clerks processing orders for individual
parts as in the past. Another change was the focus on negotiating contracts and procurement of
In accounting, purchases are the amount of goods a company bought throughout this
year. They are added to inventory. Purchases are offset by Purchase Discounts and Purchase
Returns and Allowances. When it should be added depends on the Free On Board (FOB) policy
of the trade. For the purchaser, this new inventory is added on shipment if the policy was FOB
shipping point, and the seller remove this item from its inventory. On the other hand, the
purchaser added this inventory on receipt if the policy was FOB destination, and the sellers
remove this item from its inventory when it was delivered.
Goods bought for the purpose other than direct selling, such as for Research and
Development, are added to inventory and allocated to Research and Development expense as
they are used. On a side note, equipments bought for Research and Development are not added
to inventory, but are capitalized as assets. Sources of Labor
Source of Labor was a rap band loosely associated with the female rap act Beyond
Reality, both of which performed at the all day Rap Festival (featuring 30 or more of the top
regional rap/hip-hop acts of that time). The event much like Lollapolooza, was strictly Rap and
was called "Phunky Phat 95." It took place at the Evergreen State College during the summer of
1995. Source of Labor's contributions to northwest hip hop were extremely influential in shaping
post-Nastmix hip-hop. Some credit the group's front man, Wordsayer, with personally moving
Few managers realize that a company plan must provide the framework for the company
control system. If missions, goals, strategies, objectives, and plans change, then controls should
change. Unfortunately, they seldom do. Although this error occurs at the top, repercussions are
felt at all levels.
Often, too, the standards of the control systems are derived from previous years budgets
rather than from current objectives of company plans The result is that employees at lower levels
are simply given "numbers to make" based on factors of which they have little knowledge and
over which they have practically no influence.
After objectives are set in the first step of the planning process, appropriate standards
should be developed for them. Standards are units of measurement established to serve as a
reference base and are useful in determining time lines, sequences of activities, scheduling, and
allocation of resources.
For example, if objectives are set and work is planned for 18 people on an assembly line,
standards or reasonable expectations of performance from each person then need to be clearly
established.
T he second significant interaction between planning and control occurs with the final
step of the control process-taking corrective action. This can take several forms, but two of the
most effective are to change the objectives or alter the plan.
Likewise, if the assumptions are accurate and objectives and standards have not been
met, then it is possible that the plan developed was inadequate and needs to be changed.
Planning and organizing are two management functions that have been popular research
areas in recent years. Control, the third well-known management function, has received
surprisingly little attention.
This is perhaps because the task side of control is noticed and the behavioral or human side is
largely overlooked. But as previously noted, managers should carefully consider the behavioral
aspects of the process when designing a control system if employees are to be motivated to
accomplish assigned tasks.
Managers should see that objectives and standards are measurable and that individuals
are held accountable for their accomplishment. The level of difficulty should be challenging but
within the capabilities of the employee. Standards set too low are usually accomplished but not
exceeded, while standards set too high usually do not motivate the employee to expend much
effort to reach the goal.
Too many managers are looking for that one magic number that will tell them how well
the company is doing or how their employees are performing. Standards for the automobile
salespeople might have included number of sales, losses from poor credit risks, and profit on
resales. Standards should also be expressed in terms that relate to the job and are meaningful to
the employees.
For example, the foremen in one plant were assigned standards based on break-even
analysis, although none of them had any knowledge of this analytical technique. From a
behavioral standpoint, it is extremely important that the employee be able to significantly
influence or affect the standard assigned.
In the early 1970's, the performance of a hotel manager in Florida was based on profit
and room occupancy rates. During this period, OPEC caused a fuel crisis and relatively few
tourists could travel to Florida. The hotel manager was penalized for failing to accomplish a
standard over which, in this case, he had no influence.
Finally managers should see that the number of standards assigned, like planning
objectives, are limited and placed in priority order for the employee. If there are too many
controls assigned, the employee will not be able to give enough attention to any of them and will
become frustrated and confused.
As with setting standards, the objectivity of the measurement and the person who
measures and compares the performance are important. Measuring and comparing can be
accomplished by the person performing the task, by the boss, or by a staff person; even an
automated system can measure and compare. From a behavioral standpoint, the last method is
the least popular, followed by measurement by a staff person only.
Also, the employee often distrusts the staff person and sometimes even the boss. At the
same time, the employee is usually not trusted enough by the company to perform the
measurement and comparison alone. The best solution is to have the measurement done by the
person most trusted by the employee and to allow the employee some input.
When employees have relatively low trust in a control system, they sometimes behave in
various ways that are harmful to the organization. They may do what is required by the system.
For example, when bonuses for salespeople in a department store were based on sales volume,
many employees soon lost interest in customers who did not immediately purchase an item, and
they spent little time helping customers, making merchandise attractive, or performing stock
work.
Quite often employees will report data in such a way that performance will look good for
a particular time period. Some control systems will also cause employees to report invalid or
misleading data about what can be done.
For example, it is not uncommon at budget time for managers to ask for larger amounts
than needed if they believe their requests will be reduced. In many organizations budget setting
sessions are largely negotiating games with little effort given to establishing realistic standards.
The advent of computer-based management information systems has also caused invalid data to
be provided. These systems sometimes require historical cost, production, and other data that are
Finally, control systems that employees view as clearly threatening will cause strong
resistance, perhaps the best example of this is automatic data systems. These systems create new
experts with much power, are often not well understood, and, therefore are feared by many
employees.
The third step is most effective when steering controls are selected. With these controls,
forecasters of the results can also be used for early warning that specific actions may be required.
For example, high morale is a popular goal but one that is difficult to measure. Forecasters such
as number of accidents, absenteeism, and employee turnover may be evaluated together and
serve as a surrogate measure for increasing or declining morale.
However, careful evaluation must be used. If the accident rate increases rapidly in the
production area, it would suggest declining morale when a significant increase is caused by
employee carelessness. However, if the cause is related to equipment that suddenly wears out,
then there probably is not a relationship between accident rate and low morale.
It is essential that managers carefully evaluate deviations before taking action. It is also
important that they remember that deviations can be positive as well as negative and that they
reward employees for positive deviations. Unfortunately, this step is often omitted and only the
negative aspects of deviation receive attention.
Who should receive feedback from this evaluation and how often should it be offered?
• The person who is accountable for accomplishing the standard should receive the
information first.
• The employee's boss, or whoever is in a position to reward the employee should receive
the information at about the same time or a little later.
The boss's most important job is coaching subordinates. And a good planning control
system provides an excellent framework for such coaching.
Feedback must be reliable, relatively frequent, and prompt. The feedback has to be
reliable for the employees to be able to change the behavior or plan in order to get on course.
Frequency of information has to do with the interval for which data are received.
If, for instance, costs would not normally get out of control in a short period, then
monthly reports might be adequate. On the other hand, a delay of six months might allow the
situation to get so far out of control that it would be too late to take corrective action.
Employees were confused because there was no plan to change, and consequently,
standards and objectives were not changed. The company had a standards-control system based
on numbers: but objectives, plans, evaluation, and coaching did not exist. It is this sort of system
that causes low morale and unethical and illegal behavior - all in the name of control.
The corrective action can be changing objectives, standards, plans, and the like, but it can
also be penalizing employees when the objectives, standards, and plans are determined to be
appropriate and employees have not met them.
However, there usually are several alternative corrective actions that can be taken and
often more than one will prove effective. The planning control system is not effective until
corrective action is taken and this action begins a new planning-control cycle.
Training
The term training refers to the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to specific useful
competencies. It forms the core of apprenticeships and provides the backbone of content at
institutes of technology (also known as technical colleges or polytechnics). In addition to the
basic training required for a trade, occupation or profession, observers of the labor-market[who?]
recognize today the need to continue training beyond initial qualifications: to maintain, upgrade
and update skills throughout working life. People within many professions and occupations may
refer to this sort of training as professional development.
Some commentators use a similar term for workplace learning to improve performance: training
and development. One can generally categorize such training as on-the-job or off-the-job:
• On-the-job training takes place in a normal working situation, using the actual tools,
equipment, documents or materials that trainees will use when fully trained. On-the-job
training has a general reputation as most effective for vocational work.
• Off-the-job training takes place away from normal work situations — implying that the
employee does not count as a directly productive worker while such training takes place.
Off-the-job training has the advantage that it allows people to get away from work and
Training differs from exercise in that people may dabble in exercise as an occasional activity for
fun. Training has specific goals of improving one's capability, capacity, and performance.
Compare:
• Education
• Learning
Types of training
Physical training
Organizations can use training as a reward, they are investing money in their employees,
this will gain further employee moral. They are also rewarding themselves and obtaining better
and higher skilled employees and this has to be positive for any business
In military use, training means gaining the physical ability to perform and survive in
combat, and learning the many skills needed in a time of war. These include how to use a variety
of weapons, outdoor survival skills, and how to survive capture by the enemy, among others. See
military education and training.
In religious and spiritual use, training may refer to the purification of the mind, heart,
understanding and actions to obtain a variety of spiritual goals such as closeness to God or
freedom from suffering. Note for example the institutionalized spiritual training of Threefold
Training in Buddhism, or discipleship in Christianity.
Artificial-intelligence feedback
Product design
Product design is concerned with the efficient and effective generation and development
of ideas through a process that leads to new products.
Product Designers conceptualize and evaluate ideas, making them tangible through products in a
more systematic approach. Their role is to combine art, science and technology to create tangible
three-dimensional goods. This evolving role has been facilitated by digital tools that allow
Product design is sometimes confused with industrial design, industrial design is concerned with
the aspect of that process that brings that sort of artistic form and usability usually associated
with craft design to that of mass produced goods.
Process
Product designers follow various methodologies that requires a specific skill set to complete
Initial Stage
Mid Stage
• Design Solutions arise from meeting user needs, concept development, form exploration,
ergonomics, prototyping, materials, and technology.
• Production involves fabrication and manufacturing the design.
Final Stage
Opportunity Identification
The managerial sub process begins with opportunity identification through market
definition as a proactive design strategy. Management examines the opportunities, searches for
new opportunities, and from these opportunities selects the market that has the great potential to
achieve managerial tools. As the product is developed based on the design process, this market
definition is continually modified and refined until a final strategy is ready for formal testing.
Consumer Measurement
Early in the design process the emphasis should be on gaining an understanding of the
consumer, thus the consumer response investigation begins with qualitative consumer
measurement. The qualitative measurement puts management in touch with market by providing
insight on what motivates consumers, how consumers see the market, how consumer make their
purchases, and so on.
Models of Consumers
The models, focused around the awareness, perception, preference, segmentation,
availability and choice factors described earlier, help management diagnose the market by
providing a specific representation of each component in the consumer response process.
They identify the design features and products characteristics that make the greatest compact on
consumer response and direct the design process to the product or service strategy that is most
likely to succeed in the marketplace.
Perception identifies the key dimensions that are most relevant to consumer.
Segmentation determines whether the best strategy is to have one product for all
consumers or whether to have a multiplicity of products, each directed at a specific group
consumers.
Evaluation
Management weights this prediction as well as production costs, political constraints, technology
constraints, material availability, firm image, complementary with product line, and other aspects
of new product introduction to arrive at GO/NO GO decision.
Refinement
The product is improved based on the diagnostic information from models of the
consumers
5. The design process blends managerial judgment with qualitative and quantitative techniques.
Scheduling
In real-time environments, such as mobile devices for automatic control in industry (for example
robotics), the scheduler also must ensure that processes can meet deadlines; this is crucial for
keeping the system stable. Scheduled tasks are sent to mobile devices and managed through an
administrative back end.
Mid-term scheduler
The mid-term scheduler temporarily removes processes from main memory and places
them on secondary memory (such as a disk drive) or vice versa. This is commonly referred to as
"swapping out" or "swapping in" (also incorrectly as "paging out" or "paging in"). The mid-term
scheduler may decide to swap out a process which has not been active for some time, or a
process which has a low priority, or a process which is page faulting frequently, or a process
which is taking up a large amount of memory in order to free up main memory for other
processes, swapping the process back in later when more memory is available, or when the
process has been unblocked and is no longer waiting for a resource.
In many systems today (those that support mapping virtual address space to secondary
storage other than the swap file), the mid-term scheduler may actually perform the role of the
long-term scheduler, by treating binaries as "swapped out processes" upon their execution. In this
way, when a segment of the binary is required it can be swapped in on demand, or "lazy loaded".
The short-term scheduler (also known as the CPU scheduler) decides which of the ready,
in-memory processes are to be executed (allocated a CPU) next following a clock interrupt, an
IO interrupt, an operating system call or another form of signal. Thus the short-term scheduler
makes scheduling decisions much more frequently than the long-term or mid-term schedulers - a
scheduling decision will at a minimum have to be made after every time slice, and these are very
short. This scheduler can be preemptive, implying that it is capable of forcibly removing
processes from a CPU when it decides to allocate that CPU to another process, or non-
preemptive (also known as "voluntary" or "co-operative"), in which case the scheduler is unable
to "force" processes off the CPU.
Dispatcher
• Switching context
• Switching to user mode
• Jumping to the proper location in the user program to restart that program
The dispatcher should be as fast as possible, since it is invoked during every process
switch. The time it takes for the dispatcher to stop one process and start another running is
known as the dispatch latency. [Galvin, 157]
Scheduling criteria
Different CPU scheduling algorithms have different properties, and the choice of a
particular algorithm may favor one class of processes over another. In choosing which algorithm
to use in a particular situation, we must consider the properties of the various algorithms. Many
criteria have been suggested for comparing CPU scheduling algorithms. Which characteristics
Scheduling disciplines
Scheduling disciplines are algorithms used for distributing resources among parties which
simultaneously and asynchronously request them. Scheduling disciplines are used in routers (to
handle packet traffic) as well as in operating systems (to share CPU time among both threads and
processes), disk drives (I/O scheduling), printers (print spooler), most embedded systems, etc.
The main purposes of scheduling algorithms are to minimize resource starvation and to ensure
fairness amongst the parties utilizing the resources. Scheduling deals with the problem of
deciding which of the outstanding requests is to be allocated resources. There are many different
scheduling algorithms. In this section, we introduce several of them.
Also known as Shortest Job First (SJF). With this strategy the scheduler arranges
processes with the least estimated processing time remaining to be next in the queue. This
requires advanced knowledge or estimations about the time required for a process to complete.
• If a shorter process arrives during another process' execution, the currently running
process may be interrupted, dividing that process into two separate computing blocks.
This creates excess overhead through additional context switching. The scheduler must
also place each incoming process into a specific place in the queue, creating additional
overhead.
• This algorithm is designed for maximum throughput in most scenarios.
• Waiting time and response time increase as the process' computational requirements
increase. Since turnaround time is based on waiting time plus processing time, longer
processes are significantly affected by this. Overall waiting time is smaller than FIFO,
however since no process has to wait for the termination of the longest process.
The O/S assigns a fixed priority rank to every process, and the scheduler arranges the
processes in the ready queue in order of their priority. Lower priority processes get interrupted
by incoming higher priority processes.
Round-robin scheduling
The scheduler assigns a fixed time unit per process, and cycles through them.
Overview
Scheduling CPU Turnaround Response Deadline Starvation
Throughput
algorithm Utilization time time handling free
Shortest Job
Medium High Medium Medium No No
First
Priority based
Medium Low High High Yes No
scheduling
Round-robin
High Medium Medium High No Yes
scheduling
Multilevel
Queue High High Medium Medium Low Yes
scheduling
In formal language:
or
The argument has one premise, namely a conjunction, and one often uses simplification in longer
arguments to derive one of the conjuncts.
An example in English:
Quality control
Quality control is a process by which entities review the quality of all factors involved
in production. This approach places an emphasis on three aspects:
The quality of the outputs is at risk if any of these three aspects is deficient in any way.
Total Quality Control is the most important inspection control of all in cases where,
despite statistical quality control techniques or quality improvements implemented, sales
decrease.
If the original specification does not reflect the correct quality requirements, quality
cannot be inspected or manufactured into the product.
For instance, the parameters for a pressure vessel should include not only the material
and dimensions, but also operating, environmental, safety, reliability and maintainability
requirements.
In project management, quality control requires the project manager and the project team
to inspect the accomplished work to ensure that it's aligned with the project scope