Manufacturing Processes

TABLE OF CONTENT
MANUFACTURING PROCESSES
Meaning of Manufacturing Processes 3
I. Types of Manufacturing Processes
Analytical Manufacturing 3
Synthetic Manufacturing 4
Assembly Manufacturing 4
What is the difference between an Assembly line and a Manufacture 4
Assembly line Method 5
Variation in assembly line Methodologies 5
Self Check 7
II. Production Management
Meaning of Production 9
In Service Organization 9
Characteristics of the Production System 9
Responsibilities of the Production Managers 11
Organizational Structure for Production 12
Product Research and Development 12
Sources of Ideas 13
Value Analysis Job Plan 13
Five Phases in Value Engineering 14
Patent 15
How to file a Patent Application 16
Self Check 17
III. Product and Process Planning
Product Flow 19
The Production Control Function 19
Customers Orders 20
Routing 20
Scheduling 21
Forms of Chart Construction 22
Dispatching 23
Follow-Up 24
Trends in Product Flow Control 25
Product Flow Chart 27
Self Check 28
IV. Method Study
Economical Production Criteria 30
Machine/Operations or Process Selection 30
Shape Change 31
Change of Physical Properties 32
Classification by Size 33
Classification by Product 33
Motion Study 34
Process Chart 35
Basic Building blocks for all Motion Pattern 35
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Flow Process chart symbols 36
Time Study 37
Work Simplication 37
Self Check 39
V. Quality Control
Meaning of Quality Control 41
What is Quality? 41
Three levels of Organization 41
Good Laboratory Practice (GLP) 44
Five Principal Approaches to Defining Quality 44
Product Quality 45
Total Quality Management-Meaning and Important Concepts 45
Planning Phase 46
Doing Phase 46
Checking Phase 46
Acting Phase 46
Self Check 47
VI. Maintenance
The Growth fo Interest in Maintenance 49
Why Maintain? 50
What Can we gain from maintaining our facilities 50
Who are involved 50
What, Where, When? 51
How to Maintain? 51
Area for Maintenance 52
Maintenance Methods and System 52
Quality Management System 52
The 5S Housekeeping System 53
Security Policies and Procedure 55
Types of Maintenance 56
Total Productive Maintenance 58
Self Check 60
Anti-Pollution for Manufacturing 63
Other Terms and Definitions use in Manufacturing Processes 63
REFERENCES 65
2
Manufacturing Processes
Manufacturing is a human activity that pervades all phases of our life. The
products of manufacturing are all around us: Everything we wear, we live in, we
travel on, even most of what we eat, has gone through some manufacturing process.
The word manufacturing is derived from the latin (manus = hand, factus = made) and
defined by dictionaries as “the making of goods, and articles by hand or, especially
by machinery,often on a large scale and with division of labor.”
Historical Developments
The history of manufacturing is marked by gradual developments, but the

cumulative effects have been of such substantial social consequences that they can
rightly be regarded as revolutionary.
Early Developments
Manufacturing has been practiced for several thousand years, beginning with
the production of stone, ceramic, and metallic articles. The Romans already had
factories for the mass production of glassware, and many activities, including mining,
metallurgy, and the textile industry have long employed the principles of division of
labor.
Manufacturing Processes
Manufacturing processes are the steps through which raw materials are transformed
into a final product. The manufacturing process begins with the creation of the
materials from which the design is made. These materials are then modified through
manufacturing processes to become the required part. Manufacturing processes can
include treating (such as heat treating or coating), machining, or reshaping the
material. The manufacturing process also includes tests and checks for quality
assurance during or after the manufacturing, and planning the production process
prior to manufacturing.
I. TYPES OF MANUFACTURING PROCESSES
ANALYTICAL MANUFACTURING
Analytical process: A process in operations management in which raw materials

are broken into different component parts.
In an analytical manufacturing industry, a basic raw material is broken into several

useful materials. For example, in an oil refinery, crude oil is refined and several
petroleum products are obtained.
Example: A barrel of crude oil refined by Marathon Oil Corporation- a Texas based
oil and chemical refiner- can be broken down into gasoline, oil, and lubricants as well
as many other petroleum by products.
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SYNTHETIC MANUFACTURING
Synthesis, the combination of two or more parts, whether by design or by natural

processes. Furthermore, it may imply being prepared or made artificially, in contrast
to naturally.
ASSEMBLY MANUFACTURING
An assembly line is a manufacturing process (most of the time called a progressive

assembly) in which parts (usually interchangeable parts) are added to a product in a
sequential manner to create a finished product much faster than with handcrafting-
type methods.
Due to the handmade & custom nature of this process, each musket was unique. If a
single part of the musket broke, it could not be easily replaced, but instead required
a custom repair. Because parts manufactured , assembly line parts were
interchangeable, common parts could be used to replace broken ones.
Assembly lines are designed for the sequential organization of workers, tools or
machines, and parts. The motion of workers is minimized to the extent possible.
The principles of assembly are these:
(1) Place the tools and the men in the sequence of the operation so
that each component part shall travel the least possible distance while
in the process of finishing.
(2) Use work slides or some other form of carrier so that when a
workman completes his operation, he drops the part always in the
same place—which place must always be the most convenient place to
his hand—and if possible have gravity carry the part to the next
workman for his operation.
(3) Use sliding assembling lines by which the parts to be assembled
are delivered at convenient distances.
What is the difference between an assembly line and a manufacture?
In an assembly line, the product moves, so at one station, a worker adds the same
part to every item. This is assembly line manufacturing (as pioneered by Henry
Ford). This scheme affords a company the option of manufacturing many similar
items efficiently.
An example of pure manufacture is the construction of an airplane, where different

sections of the airplane are brought to a single spot and added to the ship. A worker
may weld or fit in all the variable parts in several sections. This scheme affords a
company the option of manufacturing a single item efficiently, especially one with
multiple thousands of parts.
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Assembly Line Methods
An assembly line is a manufacturing process in which interchangeable parts are

added to a product in a sequential manner to create an end product. In most cases,
a manufacturing assembly line is a semi-automated system through which a product
moves. At each station along the line some part of the production process takes
place. The workers and machinery used to produce the item are stationary along the
line and the product moves through the cycle, from start to finish.
Assembly line methods were originally introduced to increase factory productivity

and efficiency. Advances in assembly line methods are made regularly as new and
more efficient ways of achieving the goal of increased throughput (the number of
products produced in a given period of time) are found. While assembly line methods
apply primarily to manufacturing processes, business experts have also been known
to apply these principles to other areas of business, from product development to
management.
VARIATIONS IN ASSEMBLY LINE METHODOLOGIES
The passage of years has brought numerous variations in assembly line

methodologies. These new wrinkles can be traced back not only to general
improvements in technology and planning, but to factors that are unique to each
company or industry. Capital limitations, for example, can have a big impact on a
small business's blueprint for introducing or improving assembly line production
methods, while changes in international competition, operating regulations, and
availability of materials can all influence the assembly line picture of entire industries.
Following are brief descriptions of assembly line methods that are currently enjoying
some degree of popularity in the manufacturing world.
• Modular Assembly—This is an advanced assembly line method that is

designed to improve throughput by increasing the efficiency of parallel sub-
assembly lines feeding into the final assembly line. As applied to automobile
manufacturing, modular assembly would involve assembling separate
modules—chassis, interior, body—on their own assembly lines, then joining
them together on a final assembly line.
• Cell Manufacturing—This production method has evolved out of increased
ability of machines to perform multiple tasks. Cell operators can handle three
or four tasks, and robots are used for such operations as materials handling
and welding. Cells of machines can be run by one operator or a multi-person
work cell. In these machine cells it is possible to link older machines with
newer ones, thus reducing the amount of investment required for new
machinery.
• Team Production—Team-oriented production is another development in
assembly line methods. Where workers used to work at one- or two-person
work stations and perform repetitive tasks, now teams of workers can follow a
job down the assembly line through its final quality checks. The team
production approach has been hailed by supporters as one that creates
greater worker involvement in the manufacturing process and knowledge of
the system.
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• U-shaped assembly "line"—A line may not be the most efficient shape in
which to organize an assembly line. On a U-shaped line, or curve, workers
are collected on the inside of the curve and communication is easier than
along the length of a straight line. Assemblers can see each process; what is
coming and how fast; and one person can perform multiple operations. Also,
workstations along the "line" are able to produce multiple product designs
simultaneously, making the facility as a whole more flexible. Changeovers are
easier in a U-shaped line as well and, with better communication between
workers, cross-training is also simplified. The benefits of the U-shaped line
have served to increase their use widely.
As new assembly line methods are introduced into manufacturing processes,

business managers look at the techniques for possible application to other areas of
business. One such application is called Joint Application Development, or JAD. It is
a process originally developed for designing a computer-based system. It brings
together those working in business areas and those working in the information
technology area into a single workshop. The advantages of JAD include a dramatic
shortening of the time it takes to complete a project.
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SELF CHECK
Multiple Choice: Choose the best answer by writing only the corresponding letters on
the blanks provided.
C
______1. This process in which parts are added to a product in a sequential manner
to create a finished product much faster than with handicrafting-type method.
A) Analytical manufacturing B) Synthetic manufacturing
C C) Assembly manufacturing D) Production
______2. Is a manufacturing process designed for the sequential organization of
workers, tools or machines, and parts.
C) Assembly manufacturing D) Production
C
______3. This process parts were interchangeable, common parts could be used to
replace broken ones.
B
______4. It is the combination of two or more parts whether by design or by natural
processes.
B
______5. This process may imply being prepared or made artificially, in contrast to
naturally.
A
______6. A process in operations management in which raw materials are broken
into different component parts.
A
______7. In manufacturing industry, a basic raw material is broken into several
useful materials.
A C) Assembly manufacturing D) Production
______8. This is an advanced assembly line method that is designed to improve
throughout by increasing the efficiency of parallel sub-assembly line feeding into final
assembly line.
A) Modular assembly B) Cell manufacturing
C) Team production D) U-shape assembly line
A
______9. This would involve assembling separate modules-chassis, interior, body-
on their own assembly line, then joining them together on a final assembly line.
B
_____10. A production method evolved out of increased ability of machines to
perform multiple tasks.
B
_____11. This operation can handle three or four tasks, and robots are used for such
operations as materials handling and welding.
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C
_____12. This production where workers used to work at one-or two person work
status and perform repetitive tasks.
C C) Team production D) U-shape assembly line
_____13. This production approach has hailed by supporters as one that creates
greater workers involvement in the manufacturing process and knowledge of the
system.
D
_____14. Workers are collected on the inside of the curve and communication is
easier than along the length of a straight line.
D
_____15. This process workstations along the line are able to produce multiple
product designs simultaneously, making the facility as a whole more flexible.
A C) Team production D) U-shape assembly line
_____16. Are the steps through which raw materials are transformed into a final
product.
A) Manufacturing process B) Analytical process
C) Modular process D) Cell process
B
_____17.Is a human activity that pervades all phases of our life.
A A) Assembly B) Manufacturing C) Invention D) Production
_____18. These begins with the creation of the materials from which the design is
made.
A) Manufacturing process B) Analytical process
A C) Modular process D) Cell process
_____19. The word manufacturing is derived from the latin (manus )means
A) hand, B) made C) machine D) Assemble
B
_____20. The word manufacturing is derived from the latin (factus ) means
A) hand, B) made C) machine D) Assemble
*****G O O D L U C K *****
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II- PRODUCTION MANAGEMENT
Production - ---Concern itself with creation of all goods and services.

-----May also include the repair and servicing existing goods.
-----is typically associated with the industrial manufacturer of physical
goods.
-----A variety of services which are related activities (Production activities
consist of bringing together a restricted set of resources like materials,
labor, equipment and structures and operating them in some fashion
such that the desired product or services results, the use of the term
operations management.
In manufacturing organization.
Production -- is the fabrication of a physical objects through the use of man,
materials and equipment.
In service organization.
Production -- is the discharge of a function which has some utility, likes

repairing TV set, or providing a chart with management services.
Production Management ---deals with the planning control and decisions

making necessary for carrying out the production process.
Production Process --- carrying out activities in factories, hospitals and

institutional buildings.
Production system
A system provides an efficient and effective framework of activities necessary
to obtain an objectives.
The elements of production system consist of man, materials, machines,
processes and information network designed.
Two sub-system within the production system.

1. Physical system -- which sets in the transformation of inputs to produce
outputs.
2. Information system -- which coordinates and controls the action of the
physical system.
Characteristics of the production system
1. Material transformation process

2. A degree of repetitiveness
3. An information system super imposed on the physical system
4. A material flow process
The transformation process consisting inputs, operations, and outputs. The specific
factors are depend on the type of the business activity.
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1. Manufacturing, Marketing or Service type
Man Machines
Tools and other inputs
Raw Materials Finished Product
Input Output
Figure: Material Transformation process
2. Repetition – results in economic and efficient production.
3. Information network – ensures smooth flow of input through various stages of

operation resulting in the final product.
Includes:
1. Organization structures
2. Directives
3. Reports
4. Mechanical and electronic servo-systems
Material flow process is dependent on the nature of the product or service rendered
by the firm.
Classification of Material Flow Process
1) Flow Shop or Continuous Flow - A bottling company is a classic example of this

type of material flow process. The input operation, output and the rate of flow are
fairly uniform.
A Legend
Storage
B
C Operation 1 Facilities
Output
Operation
Figure: Flow Shop Model
2) Job Shop or Intermittent Flow - - This is found in a printing or publishing house. Its
main feature is a multiple input requiring different degrees and combinations of
processes resulting in multiple products output at irregular intervals and variables
quantities, depending on the customers and orders.
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A Legend
1
B Storage
2 Facilities
C
3
Operation
output
Figure: Job Shop Model
3) Project Type -- This third format is seen in building construction, ship building and
plant construction. One project is quite different from another in terms of input,
operations and output.
Project P Output is the

project itself
Input
Figure: Project Model
RESPONSIBILITIES OF THE PRODUCTION MANAGERS
Production Managers -- are concerned with the design and implementation of

processes and system for getting work done.
--are responsible for transforming input resources into desired
outputs of some specified quality of at a minimum cost.
-- are responsible for producing the end product or providing
the services to clients in the right quantity , of the right
quality, at the right time, economically.
-- they are involve themselves in production planning,
production control, and quality control.
-- In economic responsibility, the manager is concerned with
such things or methods analysis, plant engineering and
material handling, inventory control, work measurement,
human relations and wage incentives.
Production Planning -- is a very important function of the manager.
-- involves forecasting the demand for the company’s product
and converting the forecast in terms of the need for various
factors of production.
Production Control -- This is the aspects of the production manager’s work.
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-- provides for future decisions undertaken for efficiency and
orderliness.
-- it facilitates work and creates orderliness about the conduct of
operations, which will boost morale of the workers.
Labor is one of the important resources that the production managers employ. It
is one of the cost associated with the production activity. The labor content may
differ from one product to another, and quite often one finds that it is a substantial
part of the production cost. To control labor cost one must know how much he can
expect from a worker.
ORGANIZATIONAL STRUCTURE FOR PRODUCTION

In the firm, activities are grouped and departments or functional areas are
formed into an organization structure or framework. At a small company grows, a line
of command is established, running from the president down to the operatives
workers.
With in the area of production management the planning groups can be
divided into product planning, process planning, and plant planning. The control
groups include quality control, production control and cost control.
Today, the line and staff type of organization predominates. It allows unity of
command and the fixing of responsibility. Overloading of individual supervisions is
avoided through the use of staff specialists, staff department are primarily advisory
group. But they may coordinate diverse operators and sometimes they may have
authority over line operations. This transfer of authority to quality control, process
planning or personnel department may be the results of over action in the part of the
manager, or it may be that his lack of interventions has given tacit approval to such
practices. If the staff group is really doing its job their seldom should its advice be
expected by the manager to whom it reports.
PRODUCT RESEARCH AND DEVELOPMENT
Most business starts because someone has an idea for a product or services
that can be sold. He then seeks sources to finance his enterprises and the
equipment and location needed to order to operate. In a going concern, products are
developed to meet customer needs, and only if there appears
to be a market. Of course in a great deal of research no product is involved. Many
times the researcher cannot envisage that product, nor need be, but firms doing
research must eventually turn profit or go out of business and they may have a
typical procedure in product development.
TYPES OF RESEARCH
Research -- as work devoted to learning the laws and idiosyncrasies of nature.

Development --is concerned with putting the basic knowledge to work.
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Classification of Research
1. Pure Research -- is undertaken without regard to how the knowledge gained will
be used.
2. Applied Research --endeavors to find basic answers to more or less specific
problems.
3. Fundamental Research -- In between and somewhat the combination of the two
research.
Research is difficult to manage scientifically since it is most difficult to state

objectives explicitly. Because of this the work necessary to achieve those objectives
cannot be planned or controlled very precisely.
Ability of the Research and Development Managers

1. to speak the language of the researcher
2. to select among projects or approaches
3. to motivate his subordinates
4. to do those things with an eye towards the firm’s income
statement.
SOURCES OF IDEAS
No one has a monopoly on new ideas, including new products. Often ideas come
from outside the company or from sources within the firm not directly responsible for
new product ideas. Good ideas may come from employees, customers, or the public.
The customer’s suggestion is usually prompted by his desire for a special product
that he alone may be interested in buying. Unsolicited ideas from the public may
cause a firm no end of grief. Patent problems may arise when the suggestions are
already being considered by a firm or by its competitors or may already have been
considered by a firm’s research people and have been rejected. Some of these
problems may also arise internally from employee suggestion systems
VALUE ANALYSIS JOB PLAN
Value Analysis -- A technique that been developed in both the functional and
economic aspects of product design.
This is a way to approach a problem by focusing on what a part does
rather than on what it is.
Rather than asking “How can we make this part more cheaply?”
value analysis asks more fundamental questions like
What does it do?
What does it cost?
What else does the same thing?
What is the cost of the alternatives?
Which is the least cost to the total organization?
The system’s philosophy brings to light the higher order goals of the firm.
Value Analysis can be used in the original design of the product or in reviewing
existing products.
With today’s emphasis on reduced cost, value engineering concepts are
being applied in hundreds of plants. Efforts to reduce cost are nothing new to
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manufacturing engineering, of course, but these effort are all too frequently
haphazard and uncoordinated. In contrast, value engineering is an organized,
systematic approach to identify and eliminate unnecessary costs.
FIVE PHASES IN VALUE ENGINEERING
1. Information phases
As the first step-in the application of value engineering, the information phase
is all-important. The success of later phases depends on getting all the available
facts concerning the item being studied.
What is it? What is the function or special purpose (produces heat, conduct current,
provide light.etc.)? When is it used? What environmental conditions will it be
subjected to? What is the frequency of use? What cost estimates are available?
Some pertinent questions are: What is the cost target? What has been tried
before? Has failure been a problem? How will the part be made? How many will
be made? On what equipment? And with what process? What are the lead
time and scheduling requirements?
The value engineer gets these information from the best sources he can find.
He sees design engineers, purchasing engineers, manufacturing engineers, and
engineers responsible for quality control and product reliability.
2. Creative Phase
During the creative phase, new and different methods of design, processing,
and assembly are explored. Here the tendency to adhere to an old design or
techniques because it works must be overcome. The objective is to find a new
approach that not only works, but reduces costs. During the creative phase, it is
important not to rule out any new idea. The objective is to create as many new ideas
as possible. A checklist is helpful in generating new approaches. The following
checklist gives some good starting points:
1. Can the design be simplified for manufacturing without impairing function or

reliability?
2. Would s substitute, lower-cost material be suitable?
3. Could the part be produced by precision casting, forging, extrusion or similar
forms to reduce machining costs?
4. Are there any finish requirements that could be eliminated or changed? For
example, are polishing, plating, and painting really necessary from a functional
standpoint?
5. Would a relaxation of any tolerances, radii, and other factors result in lower
manufacturing costs?
6. Could lower-cost components be obtained from vendors?
7. Are there any test, qualifications, or other requirements that appear to be
unnecessary or that could be relaxed?
8. Can a standard off-the-shelf item be adapted to serve the purpose?
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3. Evaluation Phase
Ideas are refined in the evaluation phase. A peso value is placed on each idea
and all ideas are compared on the basis of benefits. Finally, one or more ideas are
selected as most suitable, depending on their effects on product and costs.
4. Program Planning
With a certain approach selected, the next step is to develop the more
promising ideas. At this point, a considerable amount of information about the item
being studied is available. Value engineers know the cost and benefits of various
approaches to design and manufacture of the item, and they are prepared to back up
their recommendations with facts, not with more assumptions or honestly mistaken
beliefs.
5. Reporting Phase
When value engineers have fully developed their recommendations, they are
ready to report the results to management, to design and manufacturing engineers,
and to others directly concerned. Here it is best to submit facts in concise form,
defining the problem and presenting the purposed solution. It is important to give
recognition to the individual or departments who have contributed to the study.
Future studies will be enthusiastically supported when it is known that the efforts of
those outside the value engineering departments are recognized
The success of the value engineering program depends on people-on human

reactions to new ideas. The ability of the value engineer to sell his ideas to others-
and to sell the whole concept of value engineering-must be a least equal to his
purely technical competence. Good judgment, team effort, and effective human
relations are the keys to value engineering success.
PATENTS
Once a product has been designed, it is well to obtain a patent for it. The
first step is to record the conception of the invention, preferably by writing a
description of the device and its operation, illustrated by sketches, and by disclosing
the inventions to others. The description and the sketches should be signed, dated,
and witnessed, with the date of witnessing. The next desirable step is to complete
the invention diligently. Completing the invention, in the technical patent sense, is
effected by reducing the invention to practice-that is, by embodying the invention in a
full- size device and operating it successfully under conditions similar to those to
which it would normally be subjected. The filing of a patent application, including
patentable subject matter is also considered a constructive reduction to practice.
When a patent is issued, the inventor is granted exclusive rights for seventeen years,
beginning with the date of issue. A Philippine patent gives the inventors exclusive
right for the manufacture, use, and sale of his device only in the Philippines. If
exclusive rights in other countries are desired, if is necessary to file patent
applications in those countries.
A valid patent can be obtained only if the patent application is filed within one
year from the date on which the invention went on sale, was put into public use, or
was described in a patent or printed publication. In addition, a valid patent can be
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obtained only by the ‘first” inventor. When two or more individual independently
conceive and complete the same invention, it is necessary to determine who was
“first.” Generally, the first to complete the invention is presented to be the first
inventor. However, diligence between conception of the invention and its reduction to
practice or completion may have some effect.
At present, the patentee neglecting to properly mark his patented articles is
prevented from recovering damages caused to him by infringement of his patent,
unless the infringer continues his invasion of the patentee’s rights after being duly
notified of his infringement. Lack of patent marking does not, however, render a
patent invalid for all future time
HOW TO FILE A PATENT APPLICATION
I. Determine the kind of patent you want to be protected

II. Requirements
A. Filing fee
B. Specification and claims. The specification is a detailed description of
whatever machine process, or product the application desires to be protected. This
must be typewritten.
1. Consult Revised Rules of Practice in Patent Code which contains samples
of the specifications and claims of inventions, utility models, and designs.
2. Samples of patented invention, utility model or design are shown to the
applicant upon request.
C. Three (3) copies of combined Oath, Power of attorney, and petition
available at ‽___ each. These form have to be notarized and sealed with a
documentary stamp attached to the original.
D. Two (2) drawings of the subject article on cartolina (if necessary).
Drawing should be done in india ink only. Size of the paper is 13 x 8 inches with
inner border measuring 10 x 6 inches. The drawing shall bear the signature of the
inventor, model maker or designer.
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SELF CHECK
I. Multiple Choice: Choose the best answer by writing only the corresponding letters
on the blanks provided.
D
_____1. Is the fabrication of a physical objects through the used of man, materials,
and equipment.
D
_____2. Is the discharge of a function which has some utility, likes repairing TV set,
or providing a chart
with management services.
D C) Assembly manufacturing D) Production
_____3. It deals with the planning control and decisions making necessary for
carrying out the production process.
A) Production manager B) Production planning
C) Production control D) Production management
B
_____4. It involves forecasting the demand for the company’s product of converting
the forecast in terms of the need for various factors of production.
A
_____5. Is concerned with such things or methods analysis, plant engineering and
material handling, inventory control, work measurement, human relations and wage
incentives.
A
_____6. Are responsible for producing the end product or providing the services to
clients in the right quantity, of the right quality, at the right time, economically.
C
_____7. It facilitates work and creates orderliness about the conduct of operations,
which will boost morale of the workers.
A C) Production control D) Production management
_____8. Are responsible for transforming input resources into desired outputs of
some specified quality of at a minimum cost.
C
_____9. Provides an efficient and effective framework of activities necessary to
obtain an objective.
A) Information system B) Physical system
C) Production system D) Production
D
_____10. Is a typically associated with the industrial manufacturer of physical goods.
B
_____11. This is in which sets in the transformation of inputs to produce outputs.
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D
_____12. Are concern itself with creation of all goods and services, includes the
repair and services.
A
_____13. This is in which coordinates and controls the action of the physical system.
C
_____14. A technique that been developed in the functional and economical aspects
of product design.
B A) Research B) Development C) Value analysis D) Patent
_____15. This is concerned with putting the basic knowledge to work.
A) Research B) Development C) Value analysis D) Patent
A
_____16. This is as work devoted to learning the laws and idiosyncrasies of nature.
C
_____17. This is can be used in the original design of the product or in reviewing
existing products.
D
_____18. This is effected by reducing the invention to practice that is, by embodying
the invention in a full size device and operating under condition that is normally
subjected.
D
_____19. This is having the descriptions and the sketches should be signed, dated,
and witnessed, with the date witnessing.
A
____20.Is one of the important resources that the production managers employ.
A) Labor B) Machine C) Money D) Research
Test II - ENUMERATION TYPE; Enumerate the following.
1 - 5 Five phases in Value Engineering

1. INFORMATION 2. CREATIVE 3. EVALUATION 4. PROGRAM 5. REPORTING PHASE
6 - 8 Classification of Research
1. PURE 2. APPLIED 3. FUNDAMENTAL RESEARCH
9 - 11 Classification of Material Flow Process

1. FLUSHED OR CONTINOUS FLOW
2. JOB SHOP OR INTERMITTENT FLOW
3. PROJECT TYPE
12 - 15 Characteristics of the production system
1. MATERIAL TRANSFORMATION PROCESS
2. A DEGREE OR REPETITIVENESS
3. AN INFORMATION SYSTEM SUPER IMPOSED ON THE PHYSICAL SYSTEM
4. A MATERIAL FLOW PROCESS
*****G O O D L U C K *****
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III. PRODUCT AND PROCESS PLANNING
PRODUCT FLOW
➢ The Production Control Function

➢ Customer Orders
➢ Routing
1. Routing Procedure
2. Considerations Affecting Routing Procedures
➢ Scheduling
1. Sequence of Scheduling Procedure
2. Scheduling Adapted to Different Types of Manufacture
3. Schedule Control Charts
➢ Dispatching
1. Decentralized and Centralized Dispatching
2. Dispatching Procedure
➢ Follow-up
1. Types of Follow-up
2. Preventing Production Delays
➢ Trends in Product Flow Control
1. Computerized Production Controls
2. Analysis Techniques for Production Control
PRODUCT FLOW – The movement of products within the shop during each stage of
the part’s manufacturing process.
INPUTS PROCESSES OUTPUTS
➢ THE PRODUCTION CONTROL FUNCTION
Production control regulates the orderly flow of materials in the manufacturing

process from the raw state to the finished product. It aims to produce the right
product, in the right quantity, of the right quality, at the right time, and by the best
and least costly methods. Good production-control procedure means less work in
process, decreased stock inventories, and more rapid turnover, which in turn
results in less capital tied up in idle material and greater earnings on money thus
invested. Production control involves both planning and control: the advance
planning necessary to achieve an orderly flow of materials, and the execution of
that plan to ensure that the desired control is maintained.
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➢ CUSTOMER ORDERS
The first step in processing a customer purchase order in most companies is

to register it on an incoming order log. The purpose of this log is to furnish an up-
to-the-minute record of incoming business and, where the customer order must
be reviewed by people in several departments.
A sales-order clerk usually edits the order for completeness and codes it for
1. Product category
2. Sales territory
3. Salesperson
4. Class of trade
5. Discount category ( if a list-and-discount pricing system is employed ); and
6. customer’s credit rating.
The information in (1) through (4) is used in the preparation of sales statistics,
analysis of buying habits, statements showing profitability of product and
territories and sales-commission data. The financial data in (5) and (6) are
required to price the order and grant the proper credit terms to the customer.
Second step the sales order, sometimes called the shipping order, is
prepared. While procedures vary with conditions encountered, information is
provided as follows:
1. to the shipping department for shipping authorization and instruction;

2. to the invoice section of the accounting department for billing purposes;
3. to the customer, accompanying the goods as a packing list;
4. to the inventory-control section for posting the stock records;
5. to the salesperson for notification purposes; and
6. to the customer as an acknowledgment.
Where manufacturing awaits a specific customer order, two alternatives are

possible:
1. Finished or semi finished parts manufactured to stock can be assembled or
completed to customer order; or
2. The complete manufacture can be made to specific order.
➢ ROUTING
Routing determines what work will be done on a product or part as well as

where and how it will be done. It establishes the operations, their path and
sequence, and the proper class of machines and personnel required for these
operations.
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A. Routing Procedure
1. An analysis of the article to determine what to make and what to purchase.

2. An analysis of the article to determine what materials are needed.
3. A determination of the manufacturing operations and their sequence.
4. A determination of lot sizes.
5. A determination of scrap factors.
6. An analysis of the cost of the articles.
B. Considerations Affecting Routing Procedures
1. Routing is affected primarily by the type of manufactured employed and

hence the manner in which the plant is laid out.
2. Routing is affected by the individual characteristics of the physical

equipment.
3. Routing is affected by the availability of physical plant equipment
4. Attention must be given to the human factors involved.
➢ SCHEDULING
Scheduling is the phase of production control which rates the work in the
order of its priority and then provides for its release to the plant at the proper time
and in the correct sequence.
A. Sequence of Scheduling Procedure
1. Master Schedule – is simply a weekly or monthly breakdown of the

production requirements for each product for a definite period of time( as a
quarter, 6months, or a year ). The master schedule not only provides a
convenient means of keeping a running total of the production requirements but also
enables that production manager to plan in advance for any shifting emphasis from
one product to another or for a possible overall increase or decrease in production
requirements.
2. Manufacturing Schedule – is used in production- line or semi-

production manufacture where a single product or a relatively few products
are manufactured continuously or are repeated at regular intervals.
3. Manufacturing Order – is generally used for job-lot manufacture or

where a variety of products, if repeated at all, are made at infrequent or
irregular intervals.
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B Scheduling Adapted to Different Types of Manufacture
1. Schedule of Serialized manufacture – is primarily a matter of translating the

sales or program requirements into a schedule of the amount of material that can be
manufactured on the production line in any given period.
2. Schedule of Semi serialized manufacture – is usually does not permit
some storage and reshuffling of the orders along its production line,
particularly if a range of products or parts with varying process times is
fabricated on a single production line.
3. Scheduling of Job-order manufacture – particularly where a range of
parts is required for one assembly project, becomes infinitely more difficult,
for the fabrication of each part and the assembly of each group of parts must
be scheduled with due regard for the availability of equipment, personnel and
materials.
4. Short Interval Scheduling (SIS) – is a recent innovation aimed at
controlling labor costs. It involves assigning batches of work to employees
with a time standard for completion. All work at a work center is scheduled by
a single individual.
C. Schedule Control Charts
Charts are widely used in industry for control purposes. sales,

production, and financial figures are often more effectively studied when
charted. Particularly in the field of production, scheduling charts often
constitute the foundation upon which all scheduling activities are based.
Control charts offer a quick, compact, and visual means of recording information,
both that which sets forth a plan and that which records what has been done to
accomplish that plan.Control charts used as a tool of production control include the
project-layout chart and the load chart.
1. The project-layout chart schedules in advance the work ahead of either

personnel or equipment, or both, and determines the relative importance of the work
and hence the sequence in which it should be performed.
2. The load chart indicates by number of hours, days, or jobs the work load
ahead of a particular machine, battery of machines, departments, or plant.
Forms of Chart Construction:
1. GRANTT CHART – derives its name from the man who developed its
format and industrial application, a pioneer in the field of scientific
management. Henry I. Grantt. It is an operating chart in that it furnishes
information for action.
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2. MECHANICAL CHART – include visible-index files, various wall charts,
and scheduling boards that are available from manufacturers of
production-control equipment.
➢ DISPATCHING
Dispatching – the initial action element of production control, consists

essentially of the issuance of orders in terms of their priority as determined by
scheduling. It includes the assignment of work to operators at their machines of
workplaces.
Some of the activities frequently delegated to the dispatcher:

1. The assignment of work to the machines or workplaces.
2. The authority to prepare, assemble, and issue to their point of use the
necessary materials, tools, fixtures, and gages.
3. The issuance of the orders and production forms necessary to the
performance of work and to the reporting of production, payroll, and cost data.
4. The responsibility for controlling the progress of material at each operation; for
making the necessary adjustments to schedules and work assignments as
conditions change or as unpredictable emergencies occur.
5. The authority to move work from one operation to the next.
6. The liason function linking the plans of the routing and scheduling office with
the performance of the manufacturing divisions.
A. Decentralized and centralized Dispatching
Decentralized dispatching – consists of issuing manufacturing schedules or work

orders in blankets fashion to the foreman or “dispatch cherk” within each department
who must then determine the relative sequence in which those orders will be started
within that department. It is likewise the duty of the foreman or clerk to dispatch the
orders and material to each machine and operator.
Centralized dispatching – involves the dispatching of orders from the central-

dispatching division directly to the machine or work station. The capacity and
characteristics of each machine as well as the backlog of work ahead of it are known
and recorded in the central-dispatching station, and all dispatching is controlled from
that point.
B. Dispatching Procedure
A three-pocket unit is provided for each machine or work station in the department.
Orders, job tickets, or pre-written labor cards for each operation scheduled can be
filed on such a board against the machine on which they will be run, as follows:
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1. In the back pocket, jobs for which material and equipment are not yet available,
arranged either in the sequence in which they are to be run or in the sequence of
order numbers.
2. In the front pocket, jobs for which materials is available, arranged in the sequence
in which they are to be performed.
3. Under the spring clip, the job currently on the machine or in operation.
➢ FOLLOW-UP
Follow-up, or expediting, is that branch of the production-control procedure

which regulates the progress of materials and parts through the production
process.
A. Types of Follow-up
1. Materials. The follow-up of purchased materials is, as will be

noted in the section on procurement, primarily the responsibility of the
purchasing department.
2. Work in Process. The follow-up of work in process in a layout by product

consists primarily of checking the materials required for that process and
recording the production accomplished for comparison with preplanned
schedules.
3. Assembly and Erection. Responsibility for assembly and erection of

products in assembly manufacture is almost invariably vested in one follow-up
clerk using the “fathering” technique.
B. Preventing Production delays
Common causes of delays for which the follow-up clerk or

expediter can help administer the remedy include:
1. Error in Planning – equipment is scheduled with work beyond
its capacity to produce, setups are excessive as the result of scheduling
uneconomically small lots, or work force demands have been
underestimated.
2. Lack of Materials, Tools, or Equipment – a basic one of
improper planning, or it may derive from delivery failure which could
have been prevented by closer follow-up by the purchasing department
or the production expediter.
3. Equipment Breakdown- Preventive maintenance and duplication
of vital pieces of equipment help minimize delays from breakdowns.
The expediter can assist in seeing that prompt transfer is arranged to
the alternate, or “stand-by”, equipment as breakdown do occur.
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4. Excessive Rejections – Materials scrapped at any point in the
process in excess of the scrap factor allowed subsequently cause a
shortage in the finished item.
5. Out-of-balance In-process Inventories- where the bank of
materials build up to a point of excess between some operations with
a resultant starvation of material between other operations, slight
spurts or lags in production can cause operators to run out of work.
➢ TRENDS IN PRODUCT FLOW CONTROL
Customers are demanding faster, more certain deliveries of manufactured

items. Management is demanding better, more positive control of production, with
attendant lower costs. How is industry responding to these demands?
1. Industry has found that best manufacturing performance can be realized

by integrating control of all manufacturing endeavors, from the unloading of raw
materials to the shipping of the complete product.
2. Industry is making ever-increasing use of mechanical equipment in

production-control system as the medium for complete, accurate, and speedy
two-way information on which the control process depends. It also is the way to
reduced clerical costs of this control.
A. Computerized Production Controls
In Production control the widespread use is Data-Processing-

Equipment – electric tape-punching and –reading typewiters, tabulating-card
machines, and electronic computers. Using such equipment would start with
sales-order entry, at which point the customer’s order is transferred to punched
cards. The computer can be programmed to signal overloaded schedules in any
week and to set aside the cards for the jobs affected so that they may be
rescheduled.
Two main causes of failure in computerized production control:
1. Wrong information is provided

2. Correct information is ignored.
B. Analysis Techniques for Production Control
1. The application of quantitative methods--- critical path scheduling,

simulation, queuing, linear programming, etc.
2. Take the form of decision rules such as priorities for dispatching.
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3. “Line of balance” is several established graphical techniques combined with
data-processing procedures to aid control of assembly operations.
4. Records are kept of the quantity of items passing each numbered event.
These quantities are compared to the amount needed at given dates to meet the
schedule of delivery for completed units.
5.The inventory and cost comparisons can be made by computer programs

without conversion to charts. The aim of both the graphical and the computer
versions is to control the manufacturing process by close attention to costs and the
progress of current output in relation to known future demands.
Product Flow
Many traditional manufacturing companies lay out their shop floor in what is called a
"Functional Layout." This type of layout has become common practice since the
introduction of mass production. All machines with a similar function are grouped
together in one area and the product is moved from one operation to the next.
Items move from one process to the next in batches. This type of manufacturing
layout has many disadvantages:
1. Poor quality because a batch of parts can be defective and not be discovered
until it's moved to the next operation.
2. Large quantities of defective parts can end up being reworked. This increases
lead time and production costs because of the extra workload and tying up
valuable resources.
3. Machines can stand idle for long periods of time waiting for the next job to
arrive.
4. Unbalanced workload at certain workstations creates bottlenecks.
5. Lack of cross training because operators are not usually encouraged to work
outside of their own functional skills i.e. a welder does not operate a press
brake. This limits the flexibly of any manufacturing or service company
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6. Poor quality because a batch of parts can be defective and not be discovered
until it's moved to the next operation.
7. Large quantities of defective parts can end up being reworked. This increases
lead time and production costs because of the extra workload and tying up
valuable resources.
8. Machines can stand idle for long periods of time waiting for the next job to
arrive.
9. Unbalanced workload at certain workstations creates bottlenecks.
10. Lack of cross training because operators are not usually encouraged to work
outside of their own functional skills i.e. a welder does not operate a press
brake. This limits the flexibly of any manufacturing or service company
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SELF CHECK
Test I - Multiple Choice: Choose the best answer by writing only the corresponding
letters on the blanks provided.
A
_____1. This will determines what work will be done on a product or part as well as
where and how it will be done.
A) Routing B) Dispatching C) Scheduling D) Follow-up
C
_____2. Is the phase of production control which rates the work in the order of its
priority and then provides for its releases to the plant at the proper time and in the
correct sequence.
B
_____3. The initial action element of production control, consists essentially of the
issuance of orders in terms of their priority as to be determined.
B
_____4. The activity of this includes the assignment of work to operators at their
machines in the workplace.
D
_____5. Is that branch of production control procedures which regulates the
progress of materials and parts through the production process.
B
_____6. Is simply a weekly or monthly breakdown of the production requirements for
each product for a definite period of times (as a quarter, 6 months, or a year).
A) Chart B) Master Schedule C) Manufacturing Schedule
D) Manufacturing Order
C
_____7. Is used in production -line or semi-production manufacture where a single
product o a relatively few products are manufactured continuously or are repeated at
regular interval.
D
_____8. Is generally used for job-lot manufacture or where a variety products, if
repeated at all.
A
_____9. Are widely used in industry for control purposes, sales, production, and
financial figures are often more effectively studied.
C
____10. Materials scrapped at any point in the process in excess of the scrap factor
allowed subsequently cause a shortage in the finished item.
A) Error in Planning B) Equipment Breakdown C) Excessive Rejection
D) Lack of Materials, Tools or equipments.
A
____11. Equipment is scheduled with work beyond its capacity to produce, setups
are excessive as the result of scheduling uneconomically small lots, or work force
demands have been underestimated.
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D
____12. A basic one of improper planning, or it may derive from delivery failure
which could have been prevented by closer follow-up by the purchasing department
or the production expeditor.
B
____13. Preventive maintenance and duplication of vital pieces of equipment help
minimize delays from machine troubles.
B
____14. The expediters can assist in seeing that prompt transfer is arranged to the
alternate, or “stand By” equipment as troubles it occurs.
A
_____15. The movement of products within the shop during each stage of the part’s
manufacturing process.
A) Product Flow B) Process Flow C) Material Flow D) Information Flow
Test II - ENUMERATION TYPE; Enumerate the following.
1-2 Two main causes of failure in computerized production control:

1. WRONG INFORMATION IS PROVIDED 2. CORRECT INFORMATION IS IGNORED
3-5 Types of Follow-up

1. MATERIALS 2.WORK IN PROGRESS 3. ASSEMBLY & ERECTION
6-7 Forms of Chart Construction

1.GRANTT CHART 2. MECHANICAL CHART
8 - 10 Sequence of Scheduling Procedure
1.MASTER SCHEDULE 2. MANUFACTURING SCHEDULE 3. MANUFACTURING ORDER
****G O O D L U C K *****
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IV- METHODS STUDY
Economical Production criteria
The cost of a product is based on expenditures for raw materials, machines,

labor, sales, warehousing, and overhead. Machine and labor costs are inexorably
related and make up, along with raw materials expenditures, the bulks of production
cost . When a material is chosen, the process, including the machine, may be
automatically specified; or if a machine is available, the raw material that can be
used may be limited. One could say that the purpose of economical production is to
produce a product at a profit.
Three fundamental criteria that determine economic production;
1. A functional but simple design that has appropriate aesthetic quality.

2. A material choice that represents the best compromise between physical
properties, appearance, cost and workability, or machinability.
3. the selection of the manufacturing processes that will yield a product which
is produced with no more accuracy or no better surface finish than necessary and at
the lowest possible unit cost.
Machine/Operations or Process Selection
Manufacturing requires tools and machines that can produce economically as

well as accurately. Economy depends to a large extent on the proper selection of the
machine or process that will give a satisfactory finished product. The selection of the
best machine or process for a given product requires a knowledge of all possible
production methods. Too much emphasis cannot be given to the fact that most parts
can be produced by several methods, but usually there is one way that is most
economical. Metal working may be classified according to various types of
processes, many of which, with some modifications, can be applied to most
nonmetallic materials.
Classification of Manufacturing Processes
A. Processes used to change the shape of material

1. Extraction from ore
2. Casting
3. Hot and Cold working
4. Powder metallurgy forming
5. Plastic Molding
B. Processes used for machining parts to a fixed dimension

1. Traditional machining chip removal
2. Nontraditional machining
C. Processes for obtaining a surface finish

1. Metal removal
2. Polishing
3. Coatings
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D. Processes used for joining parts in materials
E. Processes used to change the physical properties
SHAPE CHANGE
Most metal products originate as an ingot casting from one of the many ore-
reducing or ore-refining processes. Molten metal is poured into metal or graphite
molds to form ingots of convenient size and shape for further processing.
Processes used primarily to change the shape of metal includes the following:
1. Casting
2. Forging
3. Extruding
4. Rolling
5. Drawing
6. Squeezing
7. Crushing
8. Swaging
9. Piercing
10. Bending
11. Shearing
12. Spinning
13. stretch forming
14. Roll forming
15. Torch cutting
16. Explosive forming
17. Electrohydraulic forming
18. Magnetic forming
19. Electroforming
20. Powder metal forming
21. Plastics molding
MACHINING
In manufacturing any product there are usually a number of machining
operations, which may be as follows:
A. Traditional chip removal processes

1. Turning
2. Planing
3. Shaping
4. Drilling
5. Boring
6. Reaming
7. Sawing
8. Broaching
9. Milling
10. Grinding
11. Hobbing
12. Routing
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B. Nontraditional Machining Processes
1. Ultrasonic
2. Electrical discharge
3. Electro-arc
4. Optical lasers
5. Electrochemical
6. Chem-milling
7. Abrasive jet cutting
8. Electron beam machining
9. Plasma-arc machining
SURFACE FINISH
Surface finishing operations are used to insure a smooth surface, great

accuracy, aesthetic appearance, or a protective coating. Processes used are:
1. Polishing
2. Abrasive belt grinding
3. Barrel tumbling
4. Electroplating
5. Honing
6. Lapping
7. Super finishing
8. Metal spraying
9. inorganic coating
10. Parkerizing
11. Anodizing
12. Sheradizing
JOINING
Products requiring the assembly of two or more parts are usually joined by
one of the following processes;
1. welding
2. Soldering
3. Brazing
4. Sintering
5. Pressing
6. Riveting
7. Screw fastening
8. Adhesive joining
CHANGE OF PHYSICAL PROPERTIES
There are a number of processes in which the physical properties of the

material are changed by the applications of an elevated temperature or from rapid or
repeated stressing of the material. Processes in which properties are change
includes:
1. Heat treatment
2. Hot working
3. Cold working
4. Shot peening
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BASIC INDUSTRIES
CLASSIFICATION BY SIZE
There are a number of ways that industries can be classified, and no
single one can be considered best. Broadly speaking, they can be classified as:
1. Mass production
2. Moderate production
3. Job lot production
Mass production - if produced continuously at high volume for a considerable

period of time.
Example of mass production items;

1. Matches
2. Bottle caps
3. Pencils
4. Automobiles
5. Nuts
6. Bolts
7. Washers
8. Light globes
9. Wire
Moderate production - are produced in relatively large quantities and perhaps

continuously, but the output may be more variable than for mass produced parts and
often more dependent upon sales orders.
Example; Printing of books, aircraft compasses, radio transmitters
Job lot production - are more flexible, and their production is usually limited to lots
closely attuned to sales orders or expected sales.
Examples; Airplanes, Antique automobile replacement parts, oil field valves,

special electrical meters, artificial hands and feet.
CLASSIFICATION BY PRODUCT
Another classification of industries could be by product are:

1. Food and food processing
2. Electrical and electronics
3. Automotive and transportation
4. Hardware, plumbing, heating, and cooling equipment
5. Construction
6. Furniture and woodwork
7. Stone, shell, clay, and glass products
8. Primary metals etc.
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MOTION STUDY
The second aspect of process planning operation analysis is concerned with

the details of the operations being performed by the employee at his work station.
Such a detailed study is frequently termed motion study. This activity is concerned
with how men do their work, what their methods are, and what their motions are. The
objective of motion study is to improve methods in order to make the job easier and
the workers more productive. A number of “principles of motion economy” have been
developed to assist the methods designer in developing good motion patterns. The
most frequently applied of these are the following.
1. The two hands should begin as well as complete their motions at the same
time.
2. The two hands should not be idle at the same time except during rest
period.
3. Motions of the arms should be made in opposite and symmetrical directions
and should be simultaneous.
4. Materials and tools should be located to permit the best sequence of
motion.
5. Hand and lower arm movements are preferred to upper arm and shoulder
movements for light work.
6. Rhythm is essential to smooth, automatic performance.
7. Tools, materials, and controls should be located close to and directly in
front of the operator.
8. Gravity feed bins and containers should be used to deliver materials close
to the point of use.
9. Drop deliveries should be used wherever possible.
10. The hand should be relieved of all works that can be done more
advantageously by a jig, fixture, or a foot operated device.
11. Smooth, continuous motions of the hand are preferable to straight-line or
zigzag motions involving sudden and sharp changes in direction.
In addition to these motion study principles, a methods analyst uses process

charts and micro-motion studies. Process charts help in planning the improved
procedure. By mans of these charts and diagrams it is possible to highlight the
potential areas of improvement. Although there are various types of charts, they all
use standard symbols to depict the various activities.
A checklist such as the following will facilitate more thorough analysis:

1. Is each step (or operation) actually necessary?
2. Can certain steps he combined to form a single step?
3. Should any operation be subdivided and the various parts added to another
operation?
4. Is the sequence of steps the best possible?
5. Can any operation be done more economically in another department?
6. If an operation is changed, what effect will it have on other operations in the
procedure?
7. Can any filing operations be eliminated or changed in sequence?
8. Can any work detail be eliminated, shortened, or expedited?
9. Is the operation duplicated at any point in the procedure?
10. what interruptions or delays can be reduced?
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11. Are information, facts, and data supplied in suitable condition for use?
12. Can the originator perform additional work or supply more information that
would make subsequent operations easier?
13.Can information or forms be sorted into order simultaneously with this
operation for use in the next operation?
14. Is the operation a bottleneck in the procedure? If so, can work be
scheduled differently?
15.Can any part of the work be performed during waiting time or idle time?
16. Can the vendor or customer be consulted to help make joint operations
easier and more economical?
17. Where materials must be checked for accuracy, can calculated risks be
taken and spot checks substituted for checks of individual units?
18. Have the employees who carry out the procedure been consulted for their
views on changes which might be indicated?
PROCESS CHART
Process Chart – by showing the details, classifying the details, and identifying the
operations and their required sequencing.
Principal types of Process Chart

1.Assembly flow chart
2. Flow process chart
3. Right-and-left hand chart
4. Man and Machine charts
5. Simultaneous Motion (simo) charts
Assembly chart – identifies the operations, their sequencing, and production

operations and moves, and also the indirect operations and delays.
The last three charts are all concerned with a single operator, rather than
product, and show, respectively, the interaction of his hands, his relationship to
his work stations, and a detailed time analysis of his motions.
Cameras may also be used in motion study to record and analyze motion
patterns.
Motion study – eliminates unnecessary movements and tends to shorten the

work cycle, with the result that each job is done more frequently each day.
Basic building blocks for all motion patterns

1. Search – locating an object visually or by grouping for it.
2. Select - choosing one part from among several
3. Grasp – Closing the fingers around a part
4. Reach - motion of the empty hand
5. Move – motion of the hand while carrying something
6. Hold – manual support or control of an object
7. Release – relinquishing manual control
8. Position – locating an object in specific position
9. Preposition – orienting object correctly
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10. Inspect – comparing object with standard
11. Assemble – bringing together mating parts
12. Disassemble – disuniting mating parts
13. Use – manual implement production procedure
14. Unavoidable delay – interruption beyond operator’s control
15. Avoidable delay – idle time for which operator is responsible
16. Plan – mentally determining next action
17. Rest to overcome fatigue – a periodic delay due to operating fatigue
FLOW PROCESS CHART SYSMBOLS
Wrapping parts Drill hole Typing letter
An operation represents the main steps in the process. Something is

created, changed, or added to. Usually transportation, inspections,
delays, and storages are more or less auxiliary elements. Operations
involve activities such as forming, shaping, assembling, and
disassembling.
Move material Persons moving Move material

By truck between locations by carrier (Messenger)
Transportation is the movement of the material or man being studied

from one position or location to another. When materials are stored
beside or within two or three of the bench or machine on which the
operation is to be performed, the movements used in obtaining the
material preceding the operation and putting it down after operation are
considered part of operation.
Examine for Review for Check for

Quality and Quantity Accuracy Information
Inspection occurs when an item or items are checked, verified,

reviewed, or examined for quality or quantity and not changed.
Material waiting Person waiting Waiting for

In “in” basket in line Signature
A delay occurs when conditions do not permit or require immediate

performance of the next planned action
Suspense copy Material in Filed for permanent

in file warehouse record
Storage occurs when something remains after process, awaiting

further action at a later date, permanent storage or disposal.
Inspection and operation are done simultaneously
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TIME STUDY
Hand in hand with motion study goes time study, preferably in that order.
Time study is to establish an average cycle time that could be attained by a normal
operator performing at a normal level of effort. Time standards are necessary in
order to:
1. Establish direct labor costs
2. To be able to schedule work
3. To know machine capacity
4. To balance the work along on assembly line
5. To estimate the cost and timing of future work
Stopwatch – is the basic methods of time standards
The steps in establishing time standard:

1. Check the method and workplace – in order to ensure that the proper
method is being
followed. This is why motion study should precede time study.
2. Select a competent and cooperative operator – an operator will have to be
trained in advance and the learning curve effect may bias the standard.
3. Break down the method – used in the job into his logical elements and
record these elements in the sequence in which they are to be performed.
4. Actual observation and timing with stopwatch – It is necessary to record
the elapsed time required to perform each element in the operation and to
observe a sufficient number of cycles in order to collect a representative
sample of the population of all cycles.
5. Calculate the average elemental times- This step at times causes
difficulties because an operator during one cycle may have taken an
exceptionally long time to do an element. Care must be exercise in
deciding which of the observations may be excluded from the calculation
as unrepresentative.
6. Rate the performance of the operator- Since the observed operator may
have been better or worse than normal; adjust the average elemental
times accordingly.
7. Allowance must be added to normal times – for personal needs,
unavoidable delays, and fatigue- all factors not encountered to any
significant extent during the short observation period but which would be
found in day after activities.
WORK SIMPLIFICATION
WORK – action involving effort or exertion of effort (bodily or mentally)
directed to an end.
- Labour done in making something, operations of a force in
producing movement or other physical change.
- To produce effects; to bring about by action; to accomplish
- Product of labour; result of action
- Measurable quantitatively and qualitatively (both the action and the
product)
- Emplyment as means of gaining livelihood
EXCELLENCE – surpassing limits; surpassing merit
- Do more than is warranted; to accomplish greater than
37
- To do better than others; surpassing others in good quality
- Of great virtue, value, worth, merit
ETHICS- Standards of right and wrong

- System of conduct or behavior
- Rules of conduct
- Moral principles
FORMULATION OF EXCELLENCE ( FIGURE TO BE SHOWN)
MOTTO OF EXCELLENCE
GOOD, BEETER, BEST

Never let them Rest
Till the GOOD is Better
And the Better, BEST !
THE FILIPINO WORKER AND WORK EXCELLENCE

Concepts of Work
1. Old Christian Concept
2. Neo-Christian Concept
◼ Co-creation
◼ Co-creator
Theory X, Y, Z workers
1. Hanap-Pera
2. Hanap-Buhay
WORK ETHICS – Excellence performance in producing results based on

moral principles
- A system of conduct or behavior based on standards of right and

wrong involving exertion of effort directed to an end
ELEMENTS OF WORK EXCELLENCE (SPEQS)

SPEED
PROPER PROCEDURE
ECONOMY OF TIME AND MATERIALS
QUALITY AND QUANTITY
SAFETY
SCHEDULING CHART /TIME
Scheduling involves specifying the time at which each activity

will take place. Detailed scheduling is very elaborate and requires an excellent
communications system in order to permit instant knowledge of what is to be
done and what has already been done. Accurate time standards are also
necessary.
38
SELF CHECK
Test I - Multiple Choice: Choose the best answer by writing only the corresponding
letters on the blanks provided.
B
_____1. It is by showing the details, classifying the details, and identifying the
operations and their required sequencing.
A A) Assembly Chart B) Process Chart C) Motion study D) Time Study
_____2. Identifies the operations, their sequencing, and production operations and
moves and also the indirect operations and delays.
A) Assembly Chart B) Process Chart C) Motion study D) Time Study
D
_____3. Is to establish an average cycle time that could be attained by a normal
operators performing at a normal level of effort.
C
_____4. Eliminates unnecessary movements and tends to shorten the work cycle,
with the results that each job is done more frequently each day.
D
_____5.Are more flexible, and their production is usually limited to lots closely
attuned to sales orders or expected sales.
A) Job shop B) Mass production C) Moderate Production D) Job lot
production
C
_____6. Are produced in relatively large quantities and perhaps continuously, but the
output may be more variable than for mass produced parts and often more
dependent upon sales orders.
production
B
_____7. It produced continuously at high volume for a considerable period of time.
production
C
_____8. This classification of size that has an example of aircraft compasses and
radio transmitters.
production
B
_____9. A system or conduct or behavior based on standard s of right and wrong
involving exertion of effort directed to an end.
A) Excellence B) Work Ethics C) Work D) Scheduling
C
_____10. Measurable quantitatively and qualitatively (both the action and the
product).
C
_____11. To produce effects, to bring about action, to accomplish.
A
_____12. To do better than others, surpassing others in good quality.
A
_____13. Do more than is warranted; to accomplish greater than.
D
_____14. Involves specifying the time at which each activity will take place.
39
D
_____15. Is very elaborate and requires an excellent communications system in
order to permit instant knowledge of what is to be done and what is to done and what
has already been done.
C
_____16. Action involving effort or exertion of effort (bodily or mentally) directed to
an end.
C
_____17. Labour done in making something, operations of a force in producing
movement or other physical change.
A A) Excellence B) Work Ethics C) Work D) Scheduling
_____18. Surpassing limits, surpassing merits and of great virtues, value, worth,
merits.
C
_____19. Product of labour; results of actions and also a prayer.
A
_____20. Storage occurs when something remains after process, awaiting further
action at a later date, permanent storage or disposal.
A) Materials in warehouse B) Waiting for signature
C) Move material by truck D) wrapping parts
B
_____21. A delay occurs when conditions do not permit or require immediate
performance of the next planned action.
A) Materials in warehouse B) Waiting for signature
C) Move material by truck D) wrapping parts
B
_____22. Inspection occurs when an item or items are checked, verified, reviewed,
or examined for quality or quantity and not changed.
A)Waiting for signature B) Review for accuracy
B C) Materials in warehouse D) Wrapping holes
_____23. Mentally determining next action.
A) Search B) Plan C) Move D) Reach
B
_____24. Motion of empty hand
A) Select B) Reach C) Inspect D) Hold
D
______25. Manual support or control of an object.
A) Grasp B) Assembly C) Select D) Hold
A
______26. Motion of the hand while carrying something.
A) Move B) Use C) Release D) Reach
C
______27. Closing the finger around a part.
A) Hold B) Move C) Grasp D) Reach
B
______28. Choosing one part from among severals.
A) Search B) Select C) Inspect D) Grasp
B
______29. Locating an object visually or by grouping for it.
A) Inspect B) Search C) Hold D) Release
D
______30. Relinguishing manual control.
A) Move B) Use C) Disassembly D) Release
****G O O D L U C K *****
40
V. QUALITY CONTROL
The primary purpose of QUALITY CONTROL is to seek out potential product

defects before they can cause damage and to prevent their occurrence in the
manufacturing process.
- Is a degree of excellent or worth is to produce superior good not large

quantities.
- It involves the testing, measurement and comparison of the manufactured or

purchased parts with the standard to determine whether the parts should be
accepted, rejected or reworked.
What is Quality?
The term "quality" has a relative meaning. This is expressed by the ISO definition:
"The totality of features and characteristics of a product or service that bear on its
ability to satisfy stated or implied needs". In simpler words, one can say that a
product has good quality when it "complies with the requirements specified by the
client". When projected on analytical work, quality can be defined as "delivery of
reliable information within an agreed span of time under agreed conditions, at agreed
costs, and with necessary aftercare". The "agreed conditions" should include a
specification as to the precision and accuracy of the data which is directly related to
"fitness of use" and which may differ for different applications.
Quality is customer satisfaction/delight.
Quality is efficient and profitability
Quality is a collective attitude of mind
Quality is excellent in output
Quality means fitness for use
Quality means value for money
Quality means on time delivery
Quality means conformance to satisfaction
Quality means pride of ownership
Quality means credibility
Quality means continued and expanded market.
In principle, three levels of organization of these activities can be distinguished.

From the top down these levels are:
41
1. Quality Management (QM)
2. Quality Assurance (QA)
3. Quality Control (QC)
Quality Management
Quality Management is the assembly and management of all activities aimed at the
production of quality by organizations of various kinds. In the present case this
implies the introduction and proper running of a "Quality System" in laboratories. A
statement of objectives and policy to produce quality should be made for the
organization or department concerned (by the institute's directorate). This statement
also identifies the internal organization and responsibilities for the effective operation
of the Quality System.
Quality Management can be considered a somewhat wider interpretation of the

concept of "Good Laboratory Practice" (GLP). Therefore, inevitably the basics of the
present Guidelines largely coincide with those of GLP.
Quality Assurance
Proper Quality Management implies consequent implementation of the next level:

Quality Assurance. The ISO definition reads: "the assembly of all planned and
systematic actions necessary to provide adequate confidence that a product,
process, or service will satisfy given quality requirements." The result of these
actions aimed at the production of quality, should ideally be checked by someone
independent of the work: the Quality Assurance Officer. If no QA officer is available,
then usually the Head of Laboratory performs this job as part of his quality
management task. In case of special projects, customers may require special quality
assurance measures or a Quality Plan.
Quality Control
A major part of the quality assurance is the Quality Control defined by ISO as "the
operational techniques and activities that are used to satisfy quality requirements. "
An important part of the quality control is the Quality Assessment: the system of
activities to verify if the quality control activities are effective, in other words: an
evaluation of the products themselves.
Quality control is primarily aimed at the prevention of errors. Yet, despite all efforts, it
remains inevitable that errors are be made. Therefore, the control system should
have checks to detect them. When errors or mistakes are suspected or discovered it
is essential that the "Five Ws" are trailed:
- what error was made?

- where was it made?
- when was it made?
- who made it?
- why was it made?
42
The techniques and activities involved in Quality Control can be divided into four
levels of operation:
1. First-line control: Instrument performance check.

2. Second-line control: Check of calibration or standardization.
3. Third-line control: Batch control (control sample, identity check).
4. Fourth-line control: Overall check (external checks: reference samples, inter-
laboratory exchange programmes).
Because the first two control levels both apply to the correct functioning of the
instruments they are often taken together and then only three levels are
distinguished. This designation is used throughout the present Guidelines:
1. First-line control: Instrument check / calibration.

2. Second-line control: Batch control
3. Third-line control: External check
Quality control can be divided into two classifications:
1. Destructive Testing. The part is destroyed during the test period.It is a costly time
consuming and unreliable testing technique. It is an indirect process whereby the
specimen is selected at random from a given number of pieces, and statistically at
least, indicate the characteristics of the undestroyed, and untested, remaining
pieces.
2. Non-Destructive Testing. This testing procedure does not damage the material to
such an extent that it cannot be used for the purpose for which it was originally
intended. This are well adapted to electronic and space vehicles where the
performance of each of the thousands of parts is critical. Each piece can be tested
and compared for its conformity to specifications. The method used ; measuring,
weighing,and visual observation.
Measuring. The shape of some product is so complex that conventional
measuring tools cannot be used to give accurate measurement. Tools that measure
electronically and check thousands of individual references points on the object
against specification have been devised, other situations, tremendous numbers of
the product must be check for accuracy and it must be done rapidly.
Radiographic (X-ray) Inspection. Inspection by radiographic means has
become a routine step in the acceptance of critical parts and materials. The
techniques involves the use of X-ray and gamma radiation projected through the
object being inspected onto a film.
Ultrasonic Testing. Ultrasonic testing techniques utilize sound waves above
the audible range to detect cracks and flaws in the product or measure its thickness.
With the technique, sound waves in the million of cycles per second frequency are
transmitted through the material and flaws, which reflect the sound beam are
detected on an oscilloscope. The high frequency sound needed for ultrasonic testing
is produce by a piezoelectric transducer (crystal) which is electrically pulsed, and
then vibrates at its own natural frequency.
Fluorescent Penetration Inspection. The theory of fluorescent penetration
inspection is based on capillary action. The penetrant solution is applied to a part
surface by dipping, spraying or brushing.When inspected under black light, the
defects glow with fluorescent brilliance.
43
Spotcheck (Trademark: Magnaflux Corp.). Spotcheck is another of the
penetrant type inspection devices. It is easy to use, accurate, economical and does
not require a black light to bring out flaws.The specification is coated with a red liquid
dye that soaks into the surface crack or flaw. The liquid is washed off the surface
and the part dried and dusted or sprayed with the developer. Flaws and crack show
up red against the white background of the developer.
MagnaFlux (Trademark: Magmaflux Corp.). Magmaflux is a method of non-
destructive testing used on magnetic materials. It is sometimes called magnetic
particle inspection. The technique is rapid, but shows only serious defects, not
scratches or minor visual defects. A magnetic field is introduced into the part and fine
particles of magnetic iron are blown (dry method) or flowed in liquid suspension (wet
method) over the part. Because the flaw will disturb or distort the magnetic field it will
have different magnetic properties than the surrounding material and many of the
iron particles will be attracted to the area and form a definite indication of the flaw, its
exact location, shape and extent.
Good Laboratory Practice (GLP)
Quality Management in the present context can be considered a modem version of

the hitherto much used concept "Good Laboratory Practice" (GLP) with a somewhat
wider interpretation. The OECD Document defines GLP as follows: "Good
Laboratory Practice (GLP) is concerned with the organizational process and the
conditions under which laboratory studies are planned, performed, monitored,
recorded, and reported."
Thus, GLP prescribes a laboratory to work according to a system of procedures and

protocols. This implies the organization of the activities and the conditions under
which these take place are controlled, reported and filed. GLP is a policy for all
aspects of the laboratory which influence the quality of the analytical work.
Harvard professor David Garvin, in his book Managing Quality, summarized five
principal approaches to defining quality: transcendent, product based, user
based, manufacturing based, and value based.
1. Transcendental View of Quality: Those who hold transcendental view would say, “I
can’t define it, but I know when I see it.”
Advertisers are fond of promoting products in these terms. “Where shoping is a

pleasure” (supermarket), “We love to fly and it shows” (airline), and “It means
beautiful eyes” (cosmetics) are example.
2. Product-Based View: Product based definitions are different. Quality is viewed as

quantifiable and measurable characteristics or attributes. For example durability or
reliability can be measured (e.g. mean time between failure, fit and finish), and the
engineer can design to that benchmark. Quality is determined objectively. Although
this approach has many benefits, it has limitations as well. Where quality is based on
individual taste or preference, the benchmark for measurement may be misleading.
3. User-Based View: User based definitions are based on the idea that quality is an
individual matter, and products that best satisfy their preferences (i.e. perceived
44
quality) are those with the highest quality. This is a rational approach but leads to
two problems. First, consumer preferences vary widely, and it is difficult to aggregate
these preferences into products with wide appeal. This leads to the choice between
a niche strategy or a market aggregation approach which tries to identify those
product attributes that meet the needs of the largest number of consumers.
4. Manufacturing-Based View: Manufacturing-based definitions are concerned

primarily with engineering and manufacturing practices and use the universal
definition of “conformance to requirements.” Requirements, or specifications, are
established design, and any deviation implies a reduction in quality. The concept
applies to services as well as products. Excellence in quality is not necessarily in the
eye of the beholder but rather in the standards set by the organization.
5. Value-Based View: Value-based quality is defined in terms of costs and prices as

well as a number of other attributes. Thus, the consumer’s purchase decision is
based on quality (however it is defined) at the acceptable price.
Product quality
The collection of features and characteristics of a product that contribute to its ability
to meet given requirements. Early work in controlling product quality was on creating
standards for producing acceptable products.
There are three views for describing the overall quality of a product.
First is the view of the manufacturer, who is primarily concerned with the design,
engineering, and manufacturing processes involved in fabricating the product.
Quality is measured by the degree of conformance to predetermined specifications
and standards,
Second is the view of the consumer or user. To consumers, a high-quality product is

one that well satisfies their preferences and expectations. This consideration can
include a number of characteristics, some of which contribute little or nothing to the
functionality of the product but are significant in providing customer satisfaction.
A third view relating to quality is to consider the product itself as a system and to
incorporate those characteristics that pertain directly to the operation and
functionality of the product.
Total Quality Management - Meaning and Important Concepts
To understand the meaning of “Total quality management”, let us first know what
does Quality mean?
Quality refers to a parameter which decides the superiority or inferiority of a product

or service. Quality can be defined as an attribute which differentiates a product or
service from its competitors. Quality plays an essential role in every business.
Business marketers need to emphasize on quality of their brands over quantity to
survive the cut throat competition.
45
Total Quality Management
Total Quality management is defined as a continuous effort by the management as

well as employees of a particular organization to ensure long term customer loyalty
and customer satisfaction. Remember, one happy and satisfied customer brings ten
new customers along with him whereas one disappointed individual will spread bad
word of mouth and spoil several of your existing as well as potential customers.
Total quality management ensures that every single employee is working towards
the improvement of work culture, processes, services, systems and so on to ensure
long term success.
Total Quality management can be divided into four categories:
▪ Plan
▪ Do
▪ Check
▪ Act
Planning Phase
Planning is the most crucial phase of total quality management. In this phase
employees have to come up with their problems and queries which need to be
addressed. They need to come up with the various challenges they face in their day
to day operations and also analyze the problem’s root cause. Employees are
required to do necessary research and collect relevant data which would help them
find solutions to all the problems.
Doing Phase
In the doing phase, employees develop a solution for the problems defined in
planning phase. Strategies are devised and implemented to overcome the
challenges faced by employees. The effectiveness of solutions and strategies is also
measured in this stage.
Checking Phase
Checking phase is the stage where people actually do a comparison analysis of

before and after data to confirm the effectiveness of the processes and measure the
results.
Acting Phase
In this phase employees document their results and prepare themselves to address
other problems.
46
SELF CHECK
Test I - Multiple Choice: Choose the best answer by writing only the corresponding letters on
the blanks provided.
A
_____1. Is defined in terms of costs and prices as well as a number of other attributes.
A) Value-based View B) Transcendental view
C) User based View D) Manufacturing-based View
C
._____2. Are based on the idea that quality is an individual matter, and products that best
satisfy their preferences (i.e. perceived quality) are those with the highest quality.
C) User based View D) Manufacturing-based View
B
_____3.This view would say, “I can’t define it, but I know when I see it.”
D C) User based View D) Product based View
_____4.Are concerned primarily with engineering and manufacturing practices and use the
universal definition of “conformance to requirements.
D C) User based View D) Manufacturing-based View
_____5.Are different. Quality is viewed as quantifiable and measurable characteristics or
attributes.
D C) User based View D) Product based View
_____6. Is based on individual taste or preference, the benchmark for measurement may be
misleading.
A C) User based View D) Product based View
_____7. Is a degree of excellent or worth is to produce superior good not large quantities.
A) Quality Control B) Quality C) Product quality
D) Good Laboratory Practice
A
_____8. Is primarily aimed at the prevention of errors.
B
_____9. It refers to a parameter which decides the superiority or inferiority of a product or
service.
C
_____10. It is measured by the degree of conformance to predetermined specifications and
standards.
C D) Good Laboratory Practice
_____11. The collection of features and characteristics of a product that contribute to its
ability to meet given requirements.
A
_____12. It involves the testing, measurement and comparison of the manufactured or
purchased parts with the standard to determine whether the parts should be accepted,
rejected or reworked.
B
______13 The totality of features and characteristics of a product or service that bear on its
ability to satisfy stated or implied needs"
47
B
_____14.This can be defined as "delivery of reliable information within an agreed span of
time under agreed conditions, at agreed costs, and with necessary aftercare"
D
_____15.Is the most crucial phase of total quality management. In this phase employees
have to come up with their problems and queries which need to be addressed.
A) Acting phase B) Checking phase C) Doing phase D) Planning base
A
_____16 In this phase employees document their results and prepare themselves to address
other problems.
B
_____17.Is the stage where people actually do a comparison analysis of before and after
data to confirm the effectiveness of the processes and measure the results.
C
_____18. Strategies are devised and implemented to overcome the challenges faced by
employees.
D
_____19. They need to come up with the various challenges they face in their day to day
operations and also analyze the problem’s root cause.
A) Acti ng phase B) Checking phase C) Doing phase D) Planning base
A
_____20.This ensures that every single employee is working towards the improvement of
work culture, processes, services, systems and so on to ensure long term success.
A) Total quality management B) Good Laboratory Practice
C) Quality Control D) Product quality
A
_____21. Is defined as a continuous effort by the management as well as employees of a
particular organization to ensure long term customer loyalty and customer satisfaction.
B
_____22. It is concerned with the organizational process and the conditions under which
laboratory studies are planned, performed, monitored, recorded, and reported."
D
_____23. Quality control is important because:
A) It is inexpensive B) It is quickly and easily accomplished
C) It quarantees that the parts being manufactured maintain predetermined
B standards and specifications. D) None of the above
_____24. Ultrsonic inspection makes use of:
A) Accurately made measuring fixtures B) A high frequency sound beam
A C) X-ray D) Flaws and defects in the material.
_____25. Magnaflux The technique is rapid, but shows only serious defects, not scratches or
minor visual defects.
A) Magnaflux B) X-ray C) Ultrasonic testing D) Spot check
*****G O O D L U C K*****
48
VI. MAINTENANCE
Maintenance - is an excellent means of improving the performance and condition of

equipment and facilities. An effective maintenance program identified problems long
before any equipment or facility breaks down or deteriorate. A good maintenance
system prevents the early discovery of problems. Thus providing plenty of lead time
for effective maintenance planning. The trainer has to value the importance of
maintaining the training facilities, equipment and tools he is using or under the care if
values the presence and availability of these resources for effective training and
learning processes.
The Growth of Interest in Maintenance
The factors contributing the rapidly growing interest in maintenance are:
1. Technical Development
This trend leads to a more mechanized and automated equipment, resulting in

great productive potential which must be kept working. This means that training
facilities are becoming more complicated and required more advanced
maintenance.
2. Increasing expenses raw materials
Finite raw materials, in combination with a growing population and increasing

assumption, inevitably result in higher raw materials prices. Unavoidably, the
costs of all by products must rise. It is therefore often more profitable to maintain
existing equipment than purchase new ones.
3. Greater complication
A complicated facility of piece of equipment includes many components, any or

all of which can constitute possible sources of trouble. Although the operational
reliability of each individual component may be very high, it is necessary to
multiply reliability factor of all components that are dependent on each other in a
system in order to arrive at the total system reliability.
4. Increased fixed costs
Capital cost constitute a considerable part of the total costs of training and must
be covered by the added value created. If training stops as a result of inadequate
maintenance, capital costs (depreciation) must still be paid, so that the standstill
results in a net loss. Still, the salaries and overhead expenses must be paid while
training is stopped.
5. Reduce delayed activities and eradicate uncompleted work
49
any work processes depend on an uninterrupted flow of activities to produce
desired result. If an activity is delayed, the entire work stops. If all the facilities and
equipment are reliable working well, work delay can be reduced.
6. Environment concern
The growing quality of electronic wastes (monitors, laptops, cellular phones,

other electronic gadgets and its substances), the increasing use of chemicals such
as cleaning agents, paints, fuel and its derivatives, the by-products created from its
use, and its disposal, pose danger to the environment waste management brings
the relevance of conserving the natural resources and the products ( machines,
tools) thru proper maintenance to lengthen its useful life..
Why Maintain?
General objective:
- To keep the optimum condition of physical facilities at acceptable levels and

minimum cost to satisfy the expected of programs, services and activities at
acceptable and minimum costs.
Specific Objectives:
- To extend the useful life of physical facilities

- To assure the operational readiness of installed equipment and maximum
possible return on investments
- To properly discard hazardous wastes
- To ensure the safety of personnel using the facilities, physical properties and
the environment
What can we gain from maintaining our facilities
- Ensured SAFE environment

- Improved MORALE of human resources
- Reduced operational COST
- Increased PRODUCTION
- Prolonged LIFE of facilities
- Prompt DELIVERY of services/product
- WASTE/garbage reduction
Who are involved?
- Who will manage the facilities?
- Who will monitor and evaluate the operations?
- Who will prepare the maintenance schedule?
- Who will implement the program?
- Who will keep the records?
- Who will conduct inspection?
50
- Who will certify and accept the work?
- Who will prepare the report?
What, Where, When?
- What routine actions must be done to keep the device on working order?
- Where is the maintenance activity to be carried out?
- When do you perform the maintenance activities?
How to maintain?
The question on how do we implement the maintenance program will center on

the 5Ms are as follows:
- Manpower
- Money (financial Resources)
- Methods and system
- Machines (facilities)
- Materials and supplies
A maintenance program is a comprehensive list of maintenance and its

incidents. This would include all maintenance activities to be undertaken, manpower
needed, maintenance methods to be used, all the materials and supplies needed
and cost involved in the maintenance.
A maintenance schedule is a list allocating specific maintenance of an area,

including equipment and tools to a specific period. The maintenance schedule is just
a part of the maintenance program. A maintenance checklist is a list of maintenance
tasks (preventive or predictive) typically derived through some form of analysis,
generated automatically as work orders at a predetermined frequency.
To perform the maintenance of specific equipment a maintenance schedule is

drawn... Again the best source of the list of the maintenance activities of equipment
is its manufacturers manual. In the absence of it, the plan can be derived from the
known maintenance methods of the equipment and in accordance with the
organization’s policy and procedures.
Along the equipment maintenance schedule is the equipment maintenance

inspection checklist. The checklist will confirm if the maintenance activities have
been performed in order to prolong the life of this particular equipment or workshop.
The Inspection items are stated in a question form as these serve as the criteria on
standards of maintenance.
Area for Maintenance
Maintenance function is an important economic factory factor in any

establishment. Proper maintenance ensures the firm continuous operation and
51
eliminates unnecessary interruption normally caused by major break down in
equipment and facilities. Basically shown, it shown the frequency of actions to be
undertaken to the following areas:
A. Building (Housekeeping)
B. Plumbing System
C. Lighting System
D. Electrical wiring System
E. Refrigeration and Air-Conditioning System
F. Electrical power Generators
G. Elevators
H. Office Machine and Equipment
I. Information/Telephone System
J. Vehicles
K. Ecology
Maintenance Methods and System
There are methods, system and techniques being applied in the

maintenance of training facilities and equipment with as the Reliability Centered
Maintennace (RCM), Predictive Maintenance (PdM), Preventive Maintenance
(PM), and Total Production Maintenance.
The most popular are the Quality Management System and thr 5S of
Housekeeping. Of late, the installation of software or computer based system is
helpful.
Quality Management System
Quality Management is a method for ensuring that all activities

necessary to design, develop and implement a product or services
are effective with respect to the system and its performance.
Quality Management can be considered to have 3 main components-
Quality control ,
Quality assurance and
Quality improvement.
Quality Management focuses not only on products/services but also means
to achieve it.
Quality Management therefore uses quality assurance and control of
processes as well as products to achieves more consistent quality.
The following diagram is the Showchart cycle (PDCA) for quality
improvements (Made popular by Dr. Deming) www. quality management
system.com
The Quality Management Cycle
PLAN PLAN
52
DO IMPLEMENT
CHECK ASSESS/CORRECT
ACT SUSTAIN
PLAN - in this organization must be able to prepare a good maintenance

program which will define the standards for Best Management practices. The
maintenance program must clearly answer the question on WHY, WHO, WHAT,
WHEN, WHERE and HOW.
DO - Here, the organization through the clearly identified maintenance

program, must be able to practice the Methods and System defined in order to
meet the standards (measurable performance levels of maintenance execution)
established.
CHECK - To determine if the maintenance program is implemented

according to what is planned, an assessment must be done. The result of
assessment will then be recorded and recorded to the proper authorities for the
immediate action. Regular inspection are conducted to assure that the
maintenance
activities are done on the date and time it was planned and that the
performance levels adhered to the defined standard.
ACT - Inspection will allow the organization to determine if the standards of

maintenance are met. This will also allow the identification on of further
improvement in the process and
procedures.
Hence, the results of the inspection must be properly documented and

reported to the proper authorities for immediate action or correction needed.
The 5S Housekeeping System
5S is the name of a workplace organization
methodology that uses a list of five Japaness words which are seiri, seiton,
seiso, seiketso and shitsuke. Transliterated or translated into English, they all
start with the letter “S”. It is synonymous with standardized clean up. The list
described how items are stored and how the new order is maintained. The
decision-making
process usually comes from a dialoque about standardization which builds a

clear under-standing among employees of how work should be done. It also
instills ownership of the process in each employee, www training management
info,5s htm.
53
SEIRI (Sort)
- TIDENESS, ORGANIZATION
- Taking out and disposing of unnecessary items.
- Unneeded items are thrown away or disposal
- Refers to the practice of sorting and through all
the tools, materials, etc, in the work area and
keeping only essential items.
everything else stored or discarded. This leads to fewer hazards and less
clutter to interfere with productive work.
Note: Things that clutter the workpiece that are not needed should be taken
out. They usually occupy space and restrict physical movement.
SEITON (Systematize)
- ORDERLINESS. Tools, equipment and materials must be systematically

arranged for the easiest and most efficient access.
- Arrangement/organization of necessary items in good order
- Assign a place for everything. The most often used item should be nearest
and ergonomically situated, meaning-there should be little effort required in
accessing, using and returning the equipment tools and parts, even documents.
There must be a place for everything, and everything must be in place.
SEISO (Sweep)
- CLEANLINESS: Cleaning even if things are NOT DIRTY. A regular cleaning

schedule prevents things from getting too dirty that it would be difficult making it
clean and span. - Indicates the need to keep the work place
clean as well as neat. Cleaning in japanese companies is a daily activity. At the end
of each shift, the work area is cleaned up and every-thing restored to its place.
SEIKETSU (Standardize)
- STANDARDS: Maintaining the workplace in high standard housekeeping
Allows for control and consistancy. Basic housekeeping standard apply everywhere
in the facility.
Everyone knows exactly what his or her responsibilities are Housekeeping duties are
part of regular work routines.
Prepare Housekeeping Standard Checklist. Checklist should be very detailed and

stringent. Remember that thoroughness is a requirement of EXCELLENCE.
-Prepare Housekeeping Standard Checklist. Checklist should be very detailed and

stringent.
54
Remember that thoroughness is a requirement of EXCELLENCE.
- EVALUATE workstation according to the Housekeeping Standard Checklist.

- IMPLEMENT a periodic clean-up schedule and an award and sanction scheme.
Tips in preparing a Housekeeping Standard Checklists
- Keep it simple-one page checklist
- Follow a logical sequence
- Use bullet enumerated points, if relevant
and necessary consider the 5WH.
Avoid making assumptions from each item in your checklist, other items will naturally
originate from it.
NOTE: Some samples of housekeeping and equipment standard checklist were

presented in previous topics.
SHITSUKE (Self-discipline)
- SUSTAINING DISCIPLINE: Doing things spontaneously without having to be told.
- “Teach by doing”
- It is good discipline to have the workplace cleaner than when it is found.
Refers to maintaining standards and keeping the facility in safe and efficient order
lay after day, year after year.
Safety as defined may be the freedom from danger injury or damage, as well as
security, are integral parts of the housekeeping system.
Safety Precaution
These are general safety precaution concerning people and facilities although
these may vary depending on the trade which they are in.
Security Policies and Procedures
The word security in the general usage is synonymous with “safety” but as
technical term “security” means that something not only is secure but that it has been
secured. Part of a good housekeeping program is the stress on security in the work
area and of the tools and equipment.
Here are some security policies and procedures that we may apply in the workplace:
Physical Property
Keep your premises physically secure. Always ensure you know who in the
building. Prevent visitors casually wandering into your premises.
55
If appropriate, fit an alarm, look valuable asset (e.g. laptops, mobiles and the
servers) in a secure room. Try to keep items out of direct public view.
Education
Let everyone know what is operated of them. Make sure they know the value of the
information they handle and are aware of any
procedures you have developed to combat traits. Make sure people know what their
responsibilities are.
Access Control
If you run a multi-user computer system, use the appropriate access control
software to keep unauthorized persons away from
information held on your computer systems. Make sure everyone who needs access
has their own ID and password and ensure they can only access what they need in
order to do their job.
Clear Desks
Establish a practice of clearing desks at the end of each day. This need not be a
complex process simply ensure that staff have lockable drawer or
Destruction
If you have sensitive information which you wouldn't want to fall into the
wrong hands, destroy any copies you don't need, if you have a lot of paper copies,
modern shudders provide an inexpensive and effective solution. Some organization
use specialists destruction companies; this is
Types of Maintenance
Maintenance - is work that is done regularly to keep equipment, building and

grounds in good condition and working order. We need to learn the different kinds of
maintenance in order to identify the activities and proper procedures in the
management of facilities as well as the, money and materials involved
Types of Maintenance
The principal objectives of maintenance can be clearly defined as follows:
1. The extend the useful life of assets (i.e. every part of the site, building and
contents).
2. To assure the optimum availability of installed equipment for protection (or
service) and obtain the maximum possible return of investment.
3. To ensure operational readiness of all equipment required for emergency use.
56
4. To ensure the safety of personnel using facilities
Generally, there are two (2) types of maintenance system
a. Planned
b. Unplanned
Planned Maintenance - Work activities are performed as scheduled/expected.

Work is based on pre conceived/planned activities. Example: Changing of oil of car
engine, this is controlled by two factors a) Milage, b) time or whichever comes first.
A.1. Preventive Maintenance - Maintenance performed to PREVENT or FIND
failures BEFORE they develop into a breakdown.
- Time-based Maintenance - based on calendar days or running hours or usage.

(Inspection, cleaning, lubrication, programmed replacement and repairs) Example:
change oil every month or every 5,000 km.
Conditioned-based Maintenance - visual monitoring and condition monitoring

technique (temperature, hydraulic fluid wear, surface condition, crack, leaks,
vibration, corrosion, erosion, electric insulation, etc).
A.2 Predictive Maintenance - Maintenance performed at a predetermined periods

when the maintenance activity is most cost effective and
A.2.1 Corrective Maintenance - Maintenance tasks initiated as a result of the

observed or measured condition of an asset or system, before or after functional
failure, to correct the problem. It is performed to REPAIR, RESTORE, REPLACE, or
CORRECT a failure. This activity may consist Corrective maintenance maybe
planned or unplanned.
A.2.2 Controlled Maintenance (or Proactive Maintenance) - maintenance

performed to stabilize the reliability of machines or equipment or to condition
improvement/enhancement of equipment. Example: Engine overhauling.
A.2.3 Breakdown Maintenance (or Reactive Maintenance)- it is maintenance

performed as a reaction to failure or fails while in operation. Example: Repair of
vehicle when the vehicle broke down while on travel.
B. Unplanned Maintenance- Maintenance performed unexpectedly
B.1 Emergency- maintenance performed to put the item or hand IMMEDIATELY

to avoid nervous consequences. i.e. loss of production disrupted schedule, extensive
damage of assets, idle workers or for safety reasons.
57
TOTAL PRODUCTIVE MAINTENANCE
The Total Productive Maintenance (TPM) system is systematic analysis,

planning, control and application of work and materials in economic amounts by
competent personnel to ensure orderly and continuously functioning of all productive
resources.
Total productive maintenance main objective is to keep and improve the

production facilities stable and efficient at the lowest service cost with the active
participation of all members in the organization specifically, its purposes are:
⚫ To increase productivity through maximum utilization and improvement of all

available equipment.
⚫ To develop maintenance system to reduce life cycle cost of machinery and

equipment through the involvement of everybody in the organization.
⚫ To develop perator’s capability to be competent in maintenance activities through

education, training and motivation.
⚫ To enhance capability for advanced and sophisticated technology that would

reinforce competitive power.
Conditions for Maintenance Control
Basic Policy of Maintenance Control
⚫ Efficient operation of equipment
⚫ Enhancement of maintenance technology
⚫ Develop equipment to achieve stable operation
⚫ Assignment of job responsibilities for each work level
⚫ Technical training to upgrade the quality of workers, etc.
Basic Elements for actual Maintenance Control
⚫ Organization
⚫ Standard Maintenance and inspection procedure
⚫ Work order system
⚫ Work scheduling procedure
⚫ Material Control
⚫ Maintenance record system
58
⚫ Maintenance performance measuring system
⚫ Power to implement all of the above
TPM balances maintenance cost and efficiency so that all equipment and
facilities can operate at full capacity with the least possible cost. It aims to improve
an organization through the attitude and skill of all personnel from the top
management down to the operations level in various maintenance undertakings.
Improved equipment effectiveness not only drives home the 5S of maintenace

but also eradicates the six big losses in equipment. TPM produces system
effectiveness or overall equipment effectiveness through combination of availability,
efficiency, and the proportions of quality products processed. To maximize the
effectiveness of this man machine system,the six “big losses” listed that interfere
with its effective operation must be eliminated:
1. Equipment failure - downtime losses could by unexpected breakdowns
2. Set-up and adjustment - downtime losses from set-up times and adjustment
such as exchanging dies in press and injection machine
3. Idling and minor stoppages - losses resulting from idling and minor
stoppages caused by the operation of sensors and blockages of work on chutes
4. Reduced speed - losses caused by the discrepancy between the design

speed and actual speed of equipment
5. Defects in process - losses caused by defects and reworking of defects
6. Reduced yield - losses that occur between start-up and steady production
59
SELF CHECK
Directions: Choose the best answer for each number by indicating in your
answer sheet the letter of your choice;
1. What is the most important reason why we maintain our facilities?
A. Assure readiness of installed equipment

B. Extend the useful or service of facilities
C. Improve morale of human resources
D. Properly discard hazardous waste
2. It is comprehensive list of maintenance and its incidence
A. Housekeeping Maintenance
B. Maintenance Checklist
C. Maintenance Program
D. Maintenance schedule
3. The best reference for the proper use and maintenance of an equipment is the
________
A. Inspection Checklist
B. Maintenance Program
C. Maintenance schedule
D. Manufacturers Manual
4. The 5Ms in the maintenance program are_______
A. Manpower, management, machines, methods and money

B. Manpower, Management, materials, machines and money
C. Manpower, materials, methods, machines and money
D. Manpower, materials, methods, maintenance and money
5. The PDCA Cycle was popurized by
A) Deming B) Eliot C) Herzberg D) Ishikawa
6. To keep improving the quality of an organ-ization, the DO stage of PDCA means

_______
A) Assessing the reports B) Deciding on changes to improve the process

C) Designing the process D) Measuring performance
60
7. To keep improving the processes of an organization, the Act stage of PDCA
means_______
A) Assessing the reports B) Deciding on changes to improve the process

C) Designing the process D) Measuring performance
8. In 5S, arranging or organizing necessary items in good order is _______
A) Seiri/Sorting B) Seiton/Systematizing
C) Seiso/Sweep D) Seiketsu/Stand
9. The taking out and disposing of unnecessary items in 5S is ________
C) Seison/Sweep D) Seiketsu/Standardizing
10. Maintaining the workplace in high standard house-keeping is________
11. Keeping the wrokplace clean as well as neat
12. The best tip in preparing a checklist is ________
A) Keep it long B) Keep it short

C) Keep it simple D) Keep it complex
13. The Total Productive Maintaining main objective is to _____.
A) Keep and improve production facilities stable and efficient at the lowest life
cycle cost with the active participation of most members in the company.
B) Keep the improve productin facilities stable and efficient at the normal life cycle
cost with the active participation of most members in the company.
C. Maintain efficiency and stability of facilities at the lowest life cycle cost with the
active participation of all key officials in the organization or company.
D. Maintain efficiency and stability of facilities at the lowest life cycle cost with the
active participation of all members in the company.
14. According to TPM, to maximize the effectiveness of this man machine system,
there are_______”big losses” that facilitates effective operation.
A) 4 B) 5 C) 6 D) 7
61
15. The totality of features and characteristics of a product or service that bear on its
ability to satisfy stated or implied needs".
A) Quality B) Safety C) Maintenance D) Security
II. Fill in the blanks
Directions: Identify the term or terms described by the sentence. Write your answer
on your answer sheet.
1. Work that is done regularly to keep equipment, building and grounds in good
MAINTENANCE
condition is called ___________
PREDETERMINED
2. Predictive maintenance performed at a ________ period when the maintenance
activity is most cost effective and before the equipment fails.
3. Corrective maintenance is a maintenance performed to correct or repair a failure.

Maintenance performed to stabilize the reliability of machines or equipment is CONTROLLED
_______ maintenance.
4. An example of breakdown maintenance is the repair of equipment when it bogged

down during operator. Breakdown maintenance is also called REACTIVE
_____ maintenance.
5. The type of preventive maintenance which is based on calendar days or running

TIME-BASED MAINTENANCE
hours or usage is ____________.
6. A type of maintenance which involves monitoring of temperature, hydrualic fluid

wear surface condition, crack, leaks, vibration, corrosion,erossion, etc. is called
CONDITION BASED MAINTENANCE
________.
PREVENTIVE
7. _________ maintenance is performed to PREVENT or FIND failures BEFORE
they develop into a breakdown.
BREAKDOWN maintenance.
8. Reactive maintenance is also called ______________
9. The purpose of __________ is to provide procedure in operating an instrument

that is unrelaible or not in normal
operation condition and should either be operated with extra care or left alone.
10. Replacing parts to restore piece of equipment to full operating condition is called
CORRECTIVE MAINTENANCE
______________.
*****G O O D L U C K*****
62
Anti-Pollution for Manufacturing Processes
All machineries/equipment used in manufacturing processes whose operation

results in dust, gaseous and/or odor emissions should be provided with appopriate
air pollution contrl facilities.
Manufacturing processes resulting in the discharge of waste water should be
provided with appropriate waste water treatment facilities.
Other Terms and Definitions use in Manufacturing Processes
Bending - The metal is stressed in both tension and compression at values

below the ultimate strength of the materials without appreciable change in its
thickness.
Blanking - The operation of cutting out flat area to some desired shape and is
usually the first step in a series of operation.
Buffing - A final operation to improve thebpolish of a metal and to bring out the
maximum luster.
Chemical Engraving - Used to produce such parts as name plates and others
which customarily are produced on a pantograph engraving machine.
Chemical Milling - A controlled etching process in which metal is removed to

produce complex patterns, light weight parts, taper thickness sheet and integrally
stiffened structures.
Cold Heading - A method of forcing metal to flow cold into enlarged sections
by endwise squeezing.
Compressibility - The ratio of the volume of initial powder to the volume of

compressed piece.
Ductility - A property that enables a material to be bent, drawn a stretched,

formed or permanently distorted without rapture.
Electro-Chemical Grinding - A method for removing hard materials by

electrolytic attack.
Electro-Discharge Machining - A means of shaping hard metal and forming

deep and complex shaped holes in soft metals and electro conductive materials.
Electroforming - An electro-plating process whereby a part is formed by

depositing metal on a mold or matrix.
Electrolytic Deposition - A common means for processing iron, silver, tantalum

and several other metals.
Embedding - The enclosing of parts in a pransparent plastic for preservation

and display.
63
Fineness - the particle size determined by passing the particles or powder
through a standard sieve or by microscopic measurement.
Flowability - That characteristic of a powder which permit it to flow readily and

conforms to the mold cavity. It can be described as the rate of flow through a fixed
orifice.
Hardening - The process of heating a piece of steel to a temperature within or

above its critical range and then cooling it rapidly. Refers to the response of a metal
to quenching and may be measured by the jominy end quench test.
Hobbing - A method of making molds for the plastic and die casting industries.
Infiltration - The process of filling the pores of a sintered product with molten
metal in order to decrease perosity or to improve physical properties.
Interferometry - The bscience of measuring with light waves, measuring to the

millenth part of an inch (approx. 25 mm). The small instrument is known as optical
flats.
Intraforming - a process in which metal is squeezed at a pressure of about

300 tons (4000 MPs) or less into a die or mandrel to produce an internal
configuration.
Ironing - A name given to an operation for sizing and thinning the walls of
drawn cups.
Metal Spinning - The operation of shaping thin metal by pressing it against a

form while rotating.
Piercing - The method of cold working by compression.
Powder Metallurgy - The art of producing commercial products from metallic

powders by pressure.
Spinning - The operation of shaping thin metal by pressing it against a form

while it is rotating.
Swaging - A force in impact which causes the metal to flow in some

predetermined shape according to the design of the dies.
Toughening - A form of tempering used to enhance the toughness of a

hardened steel where high hardness is not particularly needed in service.
Ultrasonic Impact Grinding - A means of cutting shapes of all kinds in hard

materials of all kinds by the rapid motion of abrasive particles.
64
REFERENCES:
PSME CODE 2010
Steve F. Know; Arthur R. Gill; Peter Smid Technology and Machine tool, Seventh
Edition, McGraw Hill Company Inc., 1221 New York. Copyright 2011
Henry Bunghardt D., Aaron Axelrod; Machine Tool operation Part I & II McGraw
Hill Book Co;1999
Amstead, B.H., P.F. Oswald and M.L. Begeman., Manufacturing Processes. 7th
Ed. John Wiley and Sons New York
Kalpakjian, Serope Manufacturing Engineering and Technology 3rd Edition

Addisson- Wesley Publishing Company
CBLM TESDA
https://en.wkipedia/wiki/metalworking
http://en,wikipedia.org/wiki/industry
https://en.wkipedia.org/wiki/machine-shop
https://johnfsworkshop.org/
WikiPedia Free encyclopedia, Corrective and preventive maintenance
65

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Manufacturing Processes

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TABLE OF CONTENT

The history of manufacturing is marked by gradual developments, but the

Analytical process: A process in operations management in which raw materials

In an analytical manufacturing industry, a basic raw material is broken into several

Synthesis, the combination of two or more parts, whether by design or by natural

An assembly line is a manufacturing process (most of the time called a progressive

The principles of assembly are these:

What is the difference between an assembly line and a manufacture?

An example of pure manufacture is the construction of an airplane, where different

An assembly line is a manufacturing process in which interchangeable parts are

Assembly line methods were originally introduced to increase factory productivity

VARIATIONS IN ASSEMBLY LINE METHODOLOGIES

The passage of years has brought numerous variations in assembly line

• Modular Assembly—This is an advanced assembly line method that is

As new assembly line methods are introduced into manufacturing processes,

Production - ---Concern itself with creation of all goods and services.

Production -- is the discharge of a function which has some utility, likes

Production Management ---deals with the planning control and decisions

Production Process --- carrying out activities in factories, hospitals and

Two sub-system within the production system.

Characteristics of the production system

1. Material transformation process

Raw Materials Finished Product

Figure: Material Transformation process

2. Repetition – results in economic and efficient production.

3. Information network – ensures smooth flow of input through various stages of

Classification of Material Flow Process

1) Flow Shop or Continuous Flow - A bottling company is a classic example of this

Figure: Flow Shop Model

Figure: Job Shop Model

Project P Output is the

Figure: Project Model

RESPONSIBILITIES OF THE PRODUCTION MANAGERS

Production Managers -- are concerned with the design and implementation of

Production Control -- This is the aspects of the production manager’s work.

ORGANIZATIONAL STRUCTURE FOR PRODUCTION

PRODUCT RESEARCH AND DEVELOPMENT

Research -- as work devoted to learning the laws and idiosyncrasies of nature.

Research is difficult to manage scientifically since it is most difficult to state

Ability of the Research and Development Managers

VALUE ANALYSIS JOB PLAN

FIVE PHASES IN VALUE ENGINEERING

1. Can the design be simplified for manufacturing without impairing function or

The success of the value engineering program depends on people-on human

HOW TO FILE A PATENT APPLICATION

I. Determine the kind of patent you want to be protected

Test II - ENUMERATION TYPE; Enumerate the following.

1 - 5 Five phases in Value Engineering

9 - 11 Classification of Material Flow Process

➢ The Production Control Function

INPUTS PROCESSES OUTPUTS

➢ THE PRODUCTION CONTROL FUNCTION

Production control regulates the orderly flow of materials in the manufacturing

The first step in processing a customer purchase order in most companies is

1. to the shipping department for shipping authorization and instruction;

Where manufacturing awaits a specific customer order, two alternatives are

Routing determines what work will be done on a product or part as well as

1. An analysis of the article to determine what to make and what to purchase.

B. Considerations Affecting Routing Procedures

1. Routing is affected primarily by the type of manufactured employed and

2. Routing is affected by the individual characteristics of the physical

3. Routing is affected by the availability of physical plant equipment

4. Attention must be given to the human factors involved.

A. Sequence of Scheduling Procedure