detail thé

Explain in
sysen.
Production.
Q10. Define OR

of production in detail.
Explain systems concept
(Refer Only 7oypie: Systems Concept
of Producrion)
(ModelPaper-1, 02(6) |Aug-17,0
Answerr

Production all other activities are hi

of an organisation on which
Production constitutes an important or a primary activity and services (finished goo
material into value-added goods
Production is a step by step process forthe conversion ofraw
created". Production manageme
which goods and services are
According Buffa, "production is the process by
to
are carried out smoothly.
oversees that all production activities

Systems Concept of Production

Whereas production system is a system wherein inputs (ie
A system is a combination of interconnected objects.
useful outputs (such as finished goods and/or services).
material, labour, capital and equipments) are transformed into
The following figure (figure-1) depicts the simple production/operations system of an organisation.

Operations Management

Input Output

Transformation
Materials Process
Labour Goods/
Capital Services
Equipment

Feedback

Environment

Figurel1): Production/0perations System

From the above figure (figure-1) it is clear that
inputs such as materials, labour, capital and equipments are transformed
into finished goods/services through transformation
process. Managing this transformation process or system is nothing
but 'operations management'. The
inputs used by industries for conversion or transformation process may differ from one
another. Manufacturing facilities are used for
converting
the product attributes may deviate from the actual
inputs into outputs. During the transformation/conversion
process,
match with the specifications given by the
specification. The quality, quantity, size and
shape of the product may not
to the input stage to ensure corrections.
operations manager. Under such situation, these deviations are communicated
Communicating the deviations to the input stage is nothing but 'feedback".
Feedback is a continuous process in
production/operations system. After receiving the feedback, the system stars
functioning again to manufacture the product/service with suggested correction and meet the
The system works in an environment. This specifications.
environment can be broadly categorized in two
environment and external environment. The top-level
management of the organisation forms the internal categories-interna
the organisation. Whereas, the environment
forming outside the firm is referred as external environment environment o
management is considered as internal feedback and of the organisatio
The instructions and expectations of top-level
legal, social and economic factors is considered as external feedback.
The
changes in politica
needs to consider internal well as external feedback for
as production/operations system of an organisatto
making necessary corrections in product and services.
d SIA PUBLISHERS AND
DISTRIBUTORS PVT. LTD,
 1.13
The following figure (figure-2) depicts a detailed schematic diagram of the production/operations system.

Input Forecasting Location and layout

Output

.Materials Product design and analysis, work study Products/

Production control Services
. Labour

Capital Aggregate planning

Master production schedule (MPS)
Equipment
Materials requirements planning (MRP)

Capacity planning
Scheduling and control (Linebalancing,line of
balance, flow shop scheduling, job shop
scheduling, single machine scheduling)

Maintenance management

.- Inventory Control-- --- Quality Control--

Figure 2: Schematic Diagram of Production/Operations System

The above figure (figure 2) shows the detailed components of production/operations system. The various inputs
(material, labour, capital and equipment) are converted into output (products/services) through a transformation process.
During this transformation process, organisation uses various techniques and procedures such as,
1
Forecasting techniques.
2. Location and layout techniques.
3. Product design and analysis, work study techniques.
4 Production control techniques such as Aggregate planning, Master Production Scheduling (MPS), Materials
control.
equirement Planning (MRP), Capacity planning and Scheduling and
Maintenance management.
6 reedback and control techniques such as quality control and inventory control.

must be
properly checked in order to know whether
he output produced by the production/operations subsystem
itffuced
is produced as per the given specifications or not. This checking process is carried out at the output stage and deviations
(if ar is taken into consideration at the input stage to
are sent to the input stage in the form of feedback. This feedback feedback
and goes on until the final product meets
the eSSary corrections. The process of input, transformation, output
E quality and other design specifications.
 AINU OTRINC NDL0ECI
Q12. List out various types of production system. Discuss in detail flow shop production system.
Answer
Types of Production System
There are four basic types of production system such as,
1. Flow
shop production systemn
2. Job shop production system
3 Batch manufacturing
4. The project.
 Production System continuous physical
Flow Shop which deals with
called "continuous production system'
is also as,
Flow shop production system and has continuous demand.
when the product has fast consumption rate
flow of materials. It
is used
Electricity etc.
Example: Petrol, Chemicals,
Characteristics
system,
the characteristics of flow shop/continuous production
The following are

passes through
the same process.
1. In the continuous production system, the products
done automatically in
continuous production system.
The handling of material is basis of the production requirements.
the layout of the plant is designed on the
In the continuous production system,
and controlling the inputs and outputs.
.
control methods are used for measuring
4 Sophisticated of continuous production system.
and effective control of quality are the pre-requisites
5. Proper maintenance plants
of
Advantages
The advantages of flow shop/continuous
production system are as follows,
control is simple when compared
to job or batch
continuous production system, the production planning and
1. In
production. large quantities.
for standardizing the items in
2. It makes of specialized machines and procedures
use

minimized in continuous production system.

3. The material handling is
less time in continuous production system.
4. The machine resetting involves very
There is balanced flow of work in
the continuous production system.
5.
lowest production cost per unit.
6. Continuous system helps in providing
production
Disadvantages
of flow shop/continuous production systenm,
The following are the disadvantages maintenance and effective quality
The effective working of continuous production
systems depends on effective plant
control.
has to spend significant efforts for the planning
before starting the
2. In continuous production system, the managers
production. these
the amount of investment spent on
As continuous production system makes use of specialized machines,
3.
machines are very high.
Q13. Explain Job Shop Production System.

Answer
the products for fulfilling the customer needs or requirements.
The job shop production system deals with producing
and different sequences of technological order.
In this system, all the orders need different processes

Objective
The main objective ofjob shop production system is to fulfill the requirements of customer's orders.
Characteristics
are as follows,
The different characteristics of job-shop production system
batches.
1. The system helps in producing several different jobs in small
job shop production
single complete unit is produced with the help of group of operators and
2. In the job shop production system, a

orders of the customers.

processes according to the
The product which is manufactured in job shop production system is costly and non-standardized.
3.
Example: Electric power plant, dams construction, machine shop, sheet metal etc.
4. This system assembles equipments and machines at one place for huge objects.
5. In this system, general purpose equipments are used which helps in producing various jobs by using the same
machinery.
6. In the job shop system, the material in process follows different patterns of processing in batches with the help of
shop facilities.
(Warning: Xerox/Photocopying of this book is a criminal act. Anyone found guiltyis LIABLE to face LEGAL proceedinge
Batch Production
According to American Production manufacturing and Inventory Control Society (APCS), batch production/
manufacturing is defined "as a form of manufacturing in which the job passes through the functional departments in lots
or batches and each lot may have a different routing".

includes producing specified number of products from time to time

Batch production/manufacturing
for sales.
and keeping
the goods ready in the inventory
 Strategic Management
Samuel.C. Certo and J. Paul Peter' defined
strategic management "As a continuous, interactive,
process aimed at keeping an organisation as a whole appropriately matched to its environment". cross-functiona
Schellen Berger and Boseman' defined
strategic management "As a continuous
organisation's objectives and resources to the opportunities in the process of effectively relating u
environment".
3. Strategy lImplementation
The most essential part of
strategic management process is strategic
into action is a very difficult task. In this implementation as
step, the strategic leader has to deal with number of turning formulated strateg
commitment, dedication and motivational levels. For individuals who have differen
strong leadership, so the task of implementing the implementing the strategy
effectively, it is very important to hav
strategy must be performed only by strong and effective leaders.
4. Strategy Evaluation
The last step of strategic
management process is strategy evaluation. It deals with assessing the extent to which
stated goals are being achieved or not. the
Strategy evaluation helps in finding out the effectiveness of the strategic choices
made by the organization at the time of
formulation.
strategy
A strategy evaluation is
regarded as one of the most important tool used by the strategic leaders for determining the
effectiveness of the organization's strategy towards the achievement of its
objectives.
Warning: YerovlPhat
 (ModelPaper-lll, 03 |
World Cass
Manufacturing/Production (WCM) Jan-18,
World class
manufacturing/Production refers to the attainment of excellence in manufacturing process.
World-class organizations perform well in all generic
organization is dependent on four significant elements. Such ascompetitive priorities. The operational excellence ofof a
cost, quality, delivery and flexibility.
These measures constitute the
generic set of competitive priorities. One significant difference between the
class manufacturing
organizations and the other organizations is that other wor
achieving balanced expected performance level when the competitive
a organizations continuously faces problem
as "Trade-off obstacles".
For instance, consider an
priorities are concerned. These problems are knom
example where the manufacturing firm is performing excellentlyi
quality parameters but it lacks capability to perform excellently in other three
fiexibility). For this type of manufacturing firms offering high-quality remaining parameters (i.e., cost, delivery ai
products and services to customers become
affair, as the production of high quality
products and services requires proper compliance with the quality controlcost
management rules and regulations. Strict compliance of quality control and a
cost causing delivery management leads to increased lead time a
delays. Under certain circumstances, firms are able to successfully balance the
parameters such as cost and quality but fails to performance rela
bring the balance in the performance of other two parameters i.e., deliver
and fiexibility. Unlike other organizations, world-class
all the four parameters (i.e., cost, quality,
organizations possess the capability to create equilibrium among
delivery and flexibility)
so as to achieve the expected goals of an organization
However, in order to overcome the trade-off
barriers, considerable investment has to be made in systems am
procedures which make the organization to develop the required capability. This kind of investments are made in all
activities of operations management and sufficient time is needed to set the system.
The following figure depicts the previous and today's competitive priorities of a world-class
manufactunug
organizatión.

Competitive priorities Competitive priorities

(Previous) (Previous)
Cost Value
2. Quality 2. Quality
3. Delivery 3. Speed
4. Flexibility 4. Flexibility
Priorities of World-class Manufacturing Organization
Tohle: Previous and Today's Competitive
 UNIT-1 INTRODUCTION TO OPERATIONS MANAGEMENT 1.33
If we see the above figure, the competitive
priorities of world-class organization in the previous days were cost,
auality, delivery and flexibility but these competitive priorities were changed in 1996 and the
changed competitive priorities
are listed down under the heading today's competitive priorities. The cost was changed to value and delivery was changed
to speed. The other two .e., quality and flexibility kept same. Cost can be
compared and controlled by the organization but
value on the other side cannot be controlled and compared as it constitutes the intrinsic value of the
organization. The value
derived from the products and services offered by the world-class manufacturing organization varies from one customer to
other. World-class manufacturing organizations need to be aware of the concept of value because the
distinguishing feature
ofaworld-class manufacturing organization is the production of value-added goods for customers. Unlike delivery
speed,
constitutes a one-time result oriented performance measure. For the successful achievement of desired goals related to
speed, stabilized and synchronized flow pattern is required for the production system.
Thus, the moditications made in the competitive priorities are the resultant of the changed market conditions, which
enables them to achieve the leadership position in a specific sector.
Relevance of World Class Manufacturing for Developing India
The concept of World Class Manufacturing (WCM) play a important role in the growth of developing country like
India. The relevance or role of WCM in the growth of India is summarized in the following points,
1. It promotes professional integrity.
2. It contributes high rate of returns to shareholders.
3. It develops employees innovative spirit.
It is a financial supermarket, as it adopts diversification to maintain growth.
5. It maintain healthy relationships with individual households to satisfy their wants with efficiency and sensitivity
6 The company should maintain its reputation as a leading housing finance firm inorder to spread it globally.
The companies which are contributing world class manufacturing for the development of India are,

Bharat Forge
Bajaj
Tata in the auto sector to Larsen and Joubro

Godrej and Boyce in specialist engineering

Ballepur Industries in paper
Other Pharmaceuticals and Textiles.