CHAPTER 1 INTRODUCTION 1.0 INTRODUCTION A good deal of effort is often required in moving material from one place to other.

The handling is costly and adds nothing to the value of the product. Therefore, there should ideally be no handling at all. Unfortunately this is not possible. A more realistic aim would move material by most appropriate method and equipment at the lowest possible cost .This aim may be met by: * Eliminating or reducing handling. * Improving the efficiency of handling. * Making the correct choice of material handling equipment. Materials handling accounts for a significant portion of the total production cost. Workers and materials have to travel long distances in the course of the manufacturing process; this leads to loss of time and energy and nothing is added to the value of the product. Through effective plant layout analysis and design, much material handling operations can be reduced or eliminated. The choice of material handling methods and equipment is an integral part of the plant layout design. In many factories either the initial layout was not well throughout or, as the enterprise expanded or changed some of its produce or, as the enterprise expanded or changed some of its products or processes, extra machines, equipment or offices were added wherever space could be found. In other cases temporary arrangements may have been made to cope with an emergency situation, such as the sudden increase in demand for certain product; but then these arrangements remain on a permanent basis even if the situation that provoked them subsequently changes. The net result is that materials an workers often have to make long, round about journeys in the course of the manufacturing process; this leads to a loss of time and energy without anything being added to the value of the product. Therefore need for improvement of layout.

In all manufacturing firms or production system, the producer is always confronted with a problem of the handling of the material. The necessary raw material has to be transported to the production site or machinery, and after the completion of the production processes the finished goods have to be transported from the production site or machinery to the ware house for storage, or for disposal and marketing. If the production processes consists of more than one processing steps or a number of equipment and machineries, then the producer has to arrange for additional handling facilities to transport material from one production unit to the other.

In a primitive system of production as in the agricultural production in India or in the shop of a village blacksmith, the raw material and finished goods are carried manually or by bullock cart. In a giant structural fabrication shop, or in a large foundry or forging shop, the raw materials and finished jobs may be moved with heavy duty Electric Overhead Travelling, Crane or Jib Crane.

1.1 MATERIAL MANAGEMENT Materials Management is simply the process by which an organization is supplied with the goods and services that it needs to achieve its objectives of buying, storage and movement of materials. Materials Management is related to planning, procuring, storing and providing the appropriate material of right quality, right quantity at right place in right time so as to coordinate and schedule the production activity in an integrative way for an industrial undertaking. Most industries buy materials, transport them in to the plant, change the materials in to parts, assemble parts in to finished products, sell and transport the product to the customer. All these activities of purchase of materials, flow of materials, manufacture them in to the product, supply and sell the product at the market requires various types of materials to manage and control their storage, flow and supply at various places. It is only possible by efficient materials management. The materials requirements planning, purchasing, inventory planning, storage, inventory control, materials supply, transportation and materials handling are the activities of materials
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management. About 20-25 years ago, there was no cut-throat competition in the market to sell the various consumer items manufactured by different industrial undertakings and the availability of materials to manufacture these items was not scarce. Therefore, materials management was not thought to be so important and its separate identity in the organization was not felt. But today it has become an important management activity to streamline production. Actually before the production begins it is necessary to ensure availability of all the types of materials needed for production and its supply at the various production centers. Planning, purchasing and scheduling are the main functions of materials management. It aims at improved productivity. It is used to reduce the cost, which increases profitability and streamlines the production. Apart from management of material cost and its supply it helps in its proper utilization, transportation, storage, handling and distribution. The market research and forecasting both for sales of companys product and purchasing of various materials required for producing the product are needed at the planning stage. Purchasing, procurement of materials, transportation, storage, inventory control, quality control and inspection of materials and goods supplied at various production centers before production are also managed as routine work. Materials handling, packaging, warehouse planning, accounting, scrap, surplus and obsolete materials disposal, finished goods safety and care are the activities managed by the materials management department. Selection of personnel for marketing, purchasing, inventory control, stores management and materials handling and their training and placement is also to be seen by the materials management department. This indicates that it is very essential to have a materials management department in any organization to support the management in the production activities. It also helps in the marketing, sales promotion and control of all the types of materials for its quantity, quality and cost.

1.2 MATERIALS Materials are one of the major factors of production, it is so much important that it is inevitable in the production process. It is necessary in all stages of production in that without raw materials there would be no production whatsoever. For this reason materials should be handled so carefully to prevent as much as possible any kind of loss. This major factor of profit/loss has led so many production system to go in search of material handling methods. The International Federation of Purchasing and Materials Management accept the definition of materials management given below. According to it, materials management is a total concept having its definite organization to plan and control all types of materials, its supply, and its flow from raw stage to finished stage so as to deliver the product to customer as per his requirements in time. This involves materials planning, purchasing, receiving, storing, inventory control, scheduling, production, physical distribution and marketing. It also controls the materials handling and its traffic. The materials manager has to manage all these functions with proper authority and responsibility in the material management department.

CHAPTER 2 MATERIAL HANDLING

2.0 MATERIAL HANDLING For most of us material handling refers to everything from the movement of products on an assembly line to our luggage at the airport. Material handling is simply the physical movement of material from one location to another. While there is nothing really wrong with this definition, it is too broad and doesn't really tell us much about material handling in the manufacturing industry. To understand material handling, especially as we understand it here at Foremost, you have to look a little more carefully at what we mean by "handling" and "material". Material handling can be defined as an integrated system involving such activities as moving, handling, storing and controlling of materials by means of gravity, manual effort or power activated machinery. Moving materials utilize time and space. Any movement of materials requires that the size, shape, weight and condition of the material, as well as the path and frequency of the move be analyzed. Storing materials provide a buffer between operations. It facilitates the efficient use of people and machines and provides an efficient organization of materials. The considerations for material system design include the size, weight, condition and stack ability of materials; the required throughput; and building constraints such as floor loading, floor condition, column spacing etc. The protection of materials include both packaging and protecting against damage and theft of material as well as the use of safeguards on the information system to include protection against the material being mishandled, misplaced, misappropriated and processed in a wrong sequence. Controlling material includes both physical control as well as status of material control. Physical control is the orientation of sequence and space between material movements. Status control is the real time awareness of the location,

amount, destination, origin, ownership and schedule of material. Maintaining the correct degree of control is a challenge because the right amount of control depends upon the culture of the organization and the people who manage and perform material handling functions. Material handling is an important area of concern in flexible manufacturing systems because more than 80 % of time that material spends on a shop floor is spent either in waiting or in transportation, although both these activities are non-value added activities. Efficient material handling is needed for less congestion, timely delivery and reduced idle time of machines due to non-availability or accumulation of materials at workstations. Safe handling of materials is important in a plant as it reduces wastage, breakage, loss and scrapes At Foremost we tend to restrict our expertise to the handling of material that is delivered by truck or railcar. The handling of material can include everything from the physical movement of a finished product like a car to the alteration of an object's chemical composition. It can refer to everything from the movement, storage, control and protection of material throughout the process of its production, distribution, consumption, and disposal. We are concerned with the handling of the plastic resin from its delivery by truck or railcar, to its storage in storage silos, to its distribution to the processing equipment, i.e., an extruder hopper. Since we are always dealing with bulk quantities of resin, whether it be from a truck or a railcar, our methods of handling were designed specifically for bulk materials. We must first recognize that materials handling is often one of the largest cost components of a product, operation or service. Unnecessary handling of materials costs time and money. We must understand the relationship between workstation design and the jobs workers are expected to perform. People responsible for designing work methods must pay particular attention to details of the task involved to ensure the greatest possible harmony between the work method and the worker. Make purchasing agents an important part of the materials handling program.

Have them pay attention to details, such as size, weight, packaging and convenience for handling. Use sold to/ship to arrangements to eliminate in-plant handling wherever possible. Products being shipped to your company for distribution may be more efficiently transported from your supplier to the customer, saving freight and handling. Reduce overall work-in-process quantities. Failure to do so often results in overcrowding problems extra handling, use of larger containers or parts stacked higher. Housekeeping problems may develop, increasing possibilities of materials handling vehicle accidents and damage to materials and finished goods. To reduce work-in process quantities, it is necessary to tighten controls and shorten forecasting for inventory, scheduling, ordering and shipping. Manufacture products on an as ordered basis, instead of stockpiling for anticipated use. Perform product analysis. Changes in the product sometimes result in reduced materials handling. Consider lightening the product, and allowing a worker or conveyor to handle more pieces at one time. Plan to expand or change. Production usually suffers under crowded conditions. Much of this material is dependent upon managements policies and procedures. But even in the absence of management analysis, you personally can analyze and implement change in the following ways. Establish disposal and storage methods, and ways to improve material flow for scrap, waste materials, containers, tools and equipment. Each workstation must be analyzed.

2.1 ESSENTIALS OF GOOD MATERIALM HANDLING SYSTEM: Efficient and safe movement of materials to the desired place. With a good material handling method materials are being able to be moved from one point to another without any loss. Timely movement of the materials when needed. A good material handling method ensures that materials are moved to its desired place on time. Supply of at the desired rate Storing of materials at the desired rate.
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 Lowest cost solution to the materials handling activities.

2.2 MATERIAL HANDLING METHODS 2.2.1 PRINCIPLE METHOD All material handling should be the result of a deliberate plan where the needs, performance objectives and functional specification of the proposed methods are completely defined at the outset. A plan is a

prescribed course of action that is defined in advance of implementation. In its simplest form a material handing plan defines the material (what) and the moves (when and where); together they define the method (how and who). PRINCIPLE POINTS: The plan should be developed in consultation between the planner(s) and all who will use and benefit from the equipment to be employed. Success in planning large scale material handling projects generally requires a team approach involving suppliers, consultants when appropriate, and end user specialists from management, engineering, computer and information systems, finance and operations. The material handling plan should reflect the strategic objectives of the organization as well as the more immediate needs. The plan should document existing methods and problems, physical and economic constraints, and future requirement sand goals. The plan should promote concurrent engineering of product, process design, process layout, and material handling methods, as opposed to independent and sequential design practices.
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2.2.2 UNIT LOAD PRINCIPLE Unit loads shall be appropriately sized and configured in a way which achieves the material flow and inventory objectives at each stage in the supply chain. A unit load is one that can be stored or moved as a single entity at one time, such as a pallet, container or tote, regardless of the number of individual items that make up the load.

UNIT LOAD POINTS Less effort and work is required to collect and move many individual items as a single load than to move many items one at a time. Load size and composition may change as material and product moves through stages of manufacturing and the resulting distribution channels. Large unit loads are common both pre and post manufacturing in the form of raw materials and finished goods. During manufacturing, smaller unit loads, including as few as one item, yield less inprocess inventory and shorter item throughput times. Smaller unit loads are consistent with manufacturing strategies that embrace operating objectives such as flexibility, continuous flow and just-in-time delivery. Unit loads composed of a mix of different items are consistent with just-in-time and/or customized supply strategies so long as item selectivity is not compromised.

2.2.3 SYSTEM PRINCIPLE

Material movement and storage activities should be fully integrated to form a coordinated, operational system which spans receiving, inspection, storage, production, assembly, packaging,

unitizing, order selection, shipping, transportation and the handling of returns. A system is a collection of interacting and/or interdependent entities that form a unified whole. SYSTEM POINTS Systems integration should encompass the entire supply chain including reverse logistics. It should include suppliers, manufacturers, distributors and customers. Inventory levels should be minimized at all stages of production and distribution while respecting considerations of process variability and customer service. Information flow and physical material flow should be integrated and treated as concurrent activities Methods should be provided for easily identifying materials and products, for determining their location and status within facilities and within the supply chain and for controlling their movement. Customer requirements and regarding quantity, quality, and on-time delivery should be met without exception. consistency and predictability, regarding quantity, quality, and on-time delivery should be met without exception. 2.2.4 LIFECYCLE COST PRINCIPLE
A thorough economic analysis should account for the entire life cycle of all material handling equipment and resulting systems. Life cycle costs include all cash flows that will occur between the time the first dollar is spent to plan or procure a new piece of equipment, or to put in place a new method, until that method and/or equipment is totally replaced.

LIFE CYCLE POINTS Life cycle costs include capital investment, installation, setup and equipment programming, training, system testing and acceptance, operating (labor, utilities, etc.), maintenance and repair, reuse value, and ultimate disposal.

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 A plan for preventive and predictive maintenance should be prepared for the equipment, and the estimated cost of maintenance and spare parts should be included in the economic analysis. A long-range plan for replacement of the equipment when it becomes obsolete should be prepared. Although measurable cost is a primary factor, it is certainly not the only factor in selecting among alternatives. Other factors of a strategic nature to the organization and which form the basis for competition in the market place should be considered and quantified whenever possible.

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CHAPTER 3 MATERIAL HANDLING EQUIPMENTS 3.0 MATERIAL HANDLING EQUIPMENT Material handling equipments are simply equipments that are used to move production materials from place to place. A lot of equipments are used to move production materials but few are being recognised and those ones are seen to be the major material equipments. International Materials Management Society has classified equipment as (1) conveyor, (2) cranes, elevators, and hoists, (3) positioning, weighing, and control equipment, (4) industrial vehicles, (5) motor vehicles, (6) railroad cars, (7) marine carriers, (8) aircraft, and (9) containers and supports. The above equipments are explained below. 3.1 Conveyor A Conveyor is used when a material is moved very frequently between specific points and the path between points is fixed. Conveyors combined with modern identification and recognition systems like bar code technologies have played a significant role in the transportation and sorting of a large variety of products in modern warehouses. Some of the common types of conveyors are: Roller conveyor Skate- wheel conveyor Belt conveyor In- floor towline conveyor Overhead trolley conveyor Cart-on-track conveyor 3.1.1 Roller Conveyor In roller conveyors, the pathway consists of a series of rollers that are perpendicular to the

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direction of travel. Loads must possess a flat bottom to span several rollers which can be either powered or non-powered. Powered rollers rotate to drive the loads forward in roller conveyor. 3.1.2 Skate-Wheel Conveyor Skate-wheel conveyors are similar in operation to roller conveyor but use skate wheels instead of rollers and are generally lighter weight and non-powered. Sometimes, these are built as portable units that can be used for loading and unloading truck trailers in shipping and receiving. 3.1.3 Belt Conveyor A belt conveyor is a continuous loop with forward path to move loads in which the belt is made of reinforced elastomeric support slider or rollers used to support forward loop. There are two common forms: Flat belt (shown) V-shaped for bulk materials 3.1.4 In-Floor Tow-Line Conveyor These are four-wheel carts powered by moving chains or cables in trenches in the floor. Carts use steel pins (or grippers) to project below floor level and engage the chain (or pulley) for towing. This allows carts to be disengaged from towline for loading and unloading purposes 3.1.5 Overhead Trolley Conveyor: A trolley is a wheeled carriage running on an overhead track from which loads can be suspended. Trolleys are connected and moved by a chain or cable that forms a complete loop and are often used to move parts and assemblies between major production areas. 3.1.6 Cart-On-Track Conveyor Carts ride on a track above floor level and are driven by a spinning tube. The forward motion of cart is controlled by a drive wheel whose angle can be changed from zero (idle) to 45 degrees (forward).

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3.2 Cranes and Hoists Cranes are normally used for transferring materials with some considerable size and weight and for intermittent flow of material. In general, loads handled by cranes are more varied with respect to their shape and weight than those handled by a conveyor. Hoists are frequently attached to cranes for vertical translation that is, lifting and lowering of loads. They can be operated manually, electrically, or pneumatically. Cranes usually include hoists so that the crane-and-hoist combination provides Horizontal transport Vertical lifting and lowering This class of material handling equipments can typically lift & move a material up to 100tons. A hoist consists of one or more fixed pulley & one or more rotatable pulley & a hook to attach load with it. The number of pulleys in hoist determines its mechanical advantage which is the ratio of load lifted & deriving force. There are different types of cranes that are used in industrial applications. 3.2.1 Bridge Crane A bridge crane consist of one or two horizontal girder or beam suspended between fixed rail on either end which are connected to the structure of building. The hoist trolley can be moved along the length of bridge & bridge can be moved the length of rail in building. These two capabilities provide motion along X-axis & Y-axis whereas hoist can provide motion in the z-axis. Their application includes heavy machinery fabrication. They have ability to carry load up to 100 tons. 3.2.2 Half-gantry crane Half gantry crane is distinguished from bridge crane by the presence of one or two vertical supporting elements which support horizontal girder. Gantry cranes may be half or double. Half

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gantry has one supporting vertical element whereas double gantry crane has two vertical supporting legs. 3.2.3 Jib Crane Jib cranes consist of a rotating arm with a hoist that runs along its length. The arm usually revolves on an axis which can be a fixed, ground-mounted post, or can be a wall or ceiling mounted pin. Wall-bracket mounted jib cranes are usually the least expensive jib cranes, but they require the most headroom and exert more force on their mounting wall. Cantilever jib cranes place the arm at the top, allowing for maximum lift when used in situations with limited headroom. They also exert less force on the wall on which they're mounted. Tie rod jib cranes make use of a tie rod between the arm and the mounting area. More inexpensive jib cranes feature manually operated chain hoists, while sophisticated cranes use an electric chain hoist. Jib cranes are used when the desired lifting area resides within a (semi)circular arc.

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CHAPTER 4

JOB LOADING, SEQUENCING, QUEING TECHNIQUES 4.1 JOB SCHEDULING Scheduling pertains to establishing both the timing and use of resources within an organization. Under the operations function (both manufacturing and services), scheduling relates to use of equipment and facilities, the scheduling of human activities, and receipt of materials. While issues relating to facility location and plant and equipment acquisition are considered long term and aggregate planning is considered intermediate term, operations scheduling is considered to be a short-term issue. As such, in the decision-making hierarchy, scheduling is usually the final step in the transformation process before the actual output (e.g., finished goods) is produced. Consequently, scheduling decisions are made within the constraints established by these longer-term decisions. Generally, scheduling objectives deals with tradeoffs among conflicting goals for efficient utilization of labor and equipment, lead time, inventory levels, and processing times. Byron Finch notes that effective scheduling has recently increased in importance. This increase is due in part to the popularity of lean manufacturing and just-in-time. The resulting drop in inventory levels and subsequent increased replenishment frequency has greatly increased the probability of the occurrence of stock-outs. In addition, the Internet has increased pressure to schedule effectively. "Business to customer" (B2C) and "business to business" (B2B) relationships have drastically reduced the time needed to compare prices, check product availability, make the purchase, etc. Such instantaneous transactions have increased the expectations of customers, thereby, making effective scheduling a key to customer satisfaction. It is noteworthy that there are over 100 software scheduling packages that can perform schedule

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evaluation, schedule generation, and automated scheduling. However, their results can often be improved through a human scheduler's judgment and experience.

4.2 JOB LOADING

Loading involves assigning jobs to work centers and to various machines in the work centers. If a job can be processed on only one machine, no difficulty is presented. However, if a job can be loaded on multiple work centers or machines, and there are multiple jobs to process, the assignment process becomes more complicated. The scheduler needs some way to assign jobs to the centers in such a way that processing and setups are minimized along with idle time and throughput time.

Two approaches are used for loading work centers: infinite loading and finite loading. With infinite loading jobs are assigned to work centers without regard for capacity of the work center. Priority rules are appropriate for use under the infinite loading approach. Jobs are loaded at work centers according to the chosen priority rule. This is known as vertical loading.

Finite loading projects the actual start and stop times of each job at each work center. Finite loading considers the capacity of each work center and compares the processing time so that process time does not exceed capacity. With finite loading the scheduler loads the job that has the highest priority on all work centers it will require. Then the job with the next highest priority is loaded on all required work centers, and so on. This process is referred to as horizontal loading. The scheduler using finite loading can then project the number of hours each work center will operate. A drawback of horizontal loading is that jobs may be kept waiting at a work center, even though the work center is idle. This happens when a higher priority job is expected to arrive shortly. The work center is kept idle so that it will be ready to process the higher priority job as soon as it arrives. With vertical loading the work center would be fully loaded. Of

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course, this would mean that a higher priority job would then have to wait to be processed since the work center was already busy. The scheduler will have to weigh the relative costs of keeping higher priority jobs waiting, the cost of idle work centers, the number of jobs and work centers, and the potential for disruptions, new jobs and cancellations.

If the firm has limited capacity (e.g., already running three shifts), finite loading would be appropriate since it reflects an upper limit on capacity. If infinite loading is used, capacity may have to be increased through overtime, subcontracting, or expansion or work may have to be shifted to other periods or machines.

4.3 JOB SEQUENCING

Sequencing is concerned with determining the order in which jobs are processed. Not only must the order be determined for processing jobs at work centers but also for work processed at individual work stations. When work centers are heavily loaded and lengthy jobs are involved, the situation can become complicated. The order of processing can be crucial when it comes to the cost of waiting to be processed and the cost of idle time at work centers.

There are a number of priority rules or heuristics that can be used to select the order of jobs waiting for processing. These include:

Random (R). Pick any job in the queue with equal probability. This rule is often used as a benchmark for other rules.

First come/first served (FC/FS). This rule is sometimes deemed to be fair since jobs are processed in the order in which they arrive.

Shortest processing time (SPT). The job with the shortest processing time requirement goes first. This rule tends to reduce work-in-process inventory, average throughput time, and average job lateness.
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Earliest due date (EDD). The job with the earliest due date goes first. This seems to work well if the firm performance is judged by job lateness.

Critical ratio (CR). To use this rule one must calculate a priority index using the formula (due datenow)/(lead time remaining). This rule is widely used in practice.

Least work remaining (LWR). An extension of SPT, this rule dictates that work be scheduled according to the processing time remaining before the job is considered to be complete. The less work remaining in a job, the earlier it is in the production schedule.

Fewest operations remaining (FOR). This rule is another variant of SPT; it sequences jobs based on the number of successive operations remaining until the job is considered complete. The fewer operations that remain, the earlier the job is scheduled.

Slack time (ST). This rule is a variant of EDD; it utilizes a variable known as slack. Slack is computed by subtracting the sum of setup and processing times from the time remaining until the job's due date. Jobs are run in order of the smallest amount of slack.

Slack time per operation (ST/O). This is a variant of ST. The slack time is divided by the number of operations remaining until the job is complete with the smallest values being scheduled first.

Next queue (NQ). NQ is based on machine utilization. The idea is to consider queues (waiting lines) at each of the succeeding work centers at which the jobs will go. One then selects the job for processing that is going to the smallest queue, measured either in hours or jobs.

Least setup (LSU). This rule maximizes utilization. The process calls for scheduling first the job that minimizes changeover time on a given machine.

These rules assume that setup time and setup cost are independent of the processing sequence. However, this is not always the case. Jobs that require similar setups can reduce setup times if sequenced back to back. In addition to this assumption, the priority rules also assume that setup
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time and processing times are deterministic and not variable, there will be no interruptions in processing, the set of jobs is known, no new jobs arrive after processing begins, and no jobs are canceled. While little of this is true in practice, it does make the scheduling problem manageable. 4.4 JOB QUEUING Queues (or waiting lines) help facilities or businesses provide service in an orderly fashion. Forming a queue being a social phenomenon, it is beneficial to the society if it can be managed so that both the unit that waits and the one that serves get the most benefit. For instance, there was a time when in airline terminals passengers formed separate queues in front of check-in counters. But now we see invariably only one line feeding into several counters. This is because of the realization that a single line policy serves better for the passengers as well as the airline management. Such a conclusion has come from analyzing the mode by which a queue is formed and the service is provided. The analysis is based on building a mathematical model representing the process of arrival of passengers who join the queue, the rules by which they are allowed into service, and the time it takes to serve the passengers. Queuing theory embodies the full gamut of such models covering all perceivable systems which incorporate characteristics of a queue. We identify the unit demanding service, whether it is human or otherwise, as customer. The unit providing service is known as the server. This terminology of customers and servers is used in a generic sense regardless of the nature of the physical context. Some examples are given below. (a) In communication systems, voice or data traffic queue up for lines for transmission. A simple example is the telephone exchange. (b) In a manufacturing system with several work stations, units completing work in one station wait for access to the next.
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(c) Vehicles requiring service wait for their turn in a garage. (d) Patients arrive at a doctors clinic for treatment. Numerous examples of this type are of everyday occurrence. While analyzing them we can identify some basic elements of the systems. Input process: If the occurrence of arrivals and the offer of service are strictly according to schedule, a queue can be avoided. But in practice this does not happen. In most cases the arrivals are the product of external factors. Therefore, the best one can do is to describe the input process in terms of random variables which can represent either the number arriving during a time interval or the time interval between successive arrivals. If customers arrive in groups, their size can be a random variable as well. Service mechanism: The uncertainties involved in the service mechanism are the number of servers, the number of customers getting served at any time, and the duration and mode of service. Networks of queues consist of more than one servers arranged in series and/or parallel. Random variables are used to represent service times, and the number of servers, when appropriate. If service is provided for customers in groups, their size can also be a random variable.

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CHAPTER 5 CONCLUSION

In conclusion, we can in we can infer that the main objective of material handling is to reduce the number of handling methods as well as the overall cost of material handling equipment and reducing the distances through which the materials are handled. Other objectives include lower unit material handling costs, reduction in manufacturing cycle time through faster movement of materials and by reducing the distance through which the materials are moved. It also improves working conditions and provides great safety in movement of materials. There is also increased storage capacity through better utilisation of storage areas.

With this it is advisable for every production industries to adopt not just material handling methods but good material handling methods for optimized production.

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TABLES OF CONTENT CHAPTER 1 INTRODUCTION.1 1.0 INTRODUCTION...1 1.1 MATERIAL MANAGEMENT..2 1.2 MATERIALS...4 CHAPTER 2 MATERIAL HANDLING5 2.0 MATERIAL HANDLING .5 2.1 ESSENTIALS OF GOOD MATERIAL HANDLING SYSTEM...7 2.2 MATERIAL HANDLING METHODS8 2.2.1 PRINCIPLES METHOD...8 2.2.2 UNIT LOAD PRINCIPLE..9 2.2.3 SYSTEM PRINCIPLE9 2.2.4 LIFE CYCLE COST PRINCIPLE..10 CHAPTER 3 MATERIAL HANDLING EQUIPMENT12 3.0 MATERIAL HANDLING EQUIPMENT..12 3.1 CONVEYOR.12 3.1.1 ROLLER CONVEYOR,,,,12 3.1.2 SKATE WHEEL CONVEYOR13 3.1.3 BELT CONVEYOR...13 3.1.4 IN FLOOR TOW LINE.13 3.1.5 OVERHEAD TROLLEY CONVEYOR..13 3.1.6 CAST ON TRACK CONVEYOR ...13 3.2.0 CRANES AND HOISTS14 3.2.1 BRIDGE CRANE ......14 3.2.2 HALF GANTRY CRANE.14 3,2,3 JIB CRANE ...15 CHAPTER 4 JOB LOADING, SEQUENCING AND QUEUING TECHNIQUES16 4.1 JOB SCHEDULING 16 4.2 JOB LOADING 17 4.3 JOB SEQUENCING.18 4.3 JOB QUEUING.20 CHAPTER FIVE CONCLUSION..22

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BIBLOGRAPHY 1. www.slideshare.com 2. www.mechanicalsystems.com 3. Prof. A. P. Onwualu, Dr. S. I. Oluka, Dr. S. I. Offiong Principles Of Engineering Project Management. 4. Clarke, A. B. (1957). Maximum likelihood estimates in a simple queue, Ann. Math. Statist., 28, 1036-1040. 5. Coffman, E. G. Jr. and Donning, P. J. (1973). Operating Systems Theory

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