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    IEM

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    ME382 FIRST INTERNAL 2022-23

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    IEM

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    25 views14 pages

    Me382 First Internal 2022-23

    Uploaded by

    Gajanan Patange
    IEM

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 14
    p Chagter=7 ; Jaylor S$ contriboten 5 ‘ous V>% | Sr vewatet method tt Sa enti Hie —smanagereene aT mete ANGL & one? ponaiaes ot eevee i Sra ore = —pFarc*iens at fe veel Role ct SAP ao | production “eastern Gob , batch | a (earts) oo as _1—epercetion roe ne OS 2.4 SCIENTIFIC MANAGEMENT aaa The term “scientific management” was first used in U.S.A. in 1910 by Louis Brandies. As a process, it was first visualized in UK in 1832 by Charles Babbage. The utility of scientific methods to problems of management was first introduced by F. W. Taylor in America (1865-1915), who is regarded as the “father of scientific management.” Scientific management may be defined as the art of knowing exactly what is to be done and the best way of doing it using the scientific methods. 2.4.1 Significance of Scientific Management We can understand the significance of this theory much better if we go through Taylor's period clearly. During those days, in many industries, the boss used to give the work, and the worker had to follow blindly. Nobody knew whether the method was correct or if it could even be questioned, There was no scientific mechanism to measure the work content, ‘The worker had no understanding about his job. The Principle was: “This is rule—that’s all.” The worker was not given any training and he had to learn on his own. Therefore, there was no scope for improvement, The boss hardly used to put any effort or attention to improve methods or the skill of the worker. The worker, when allotted a job, had to think or assume (Planning activity) and perform the work (doing activity). Further, there was no standard procedure either in the allotment of work or in doing that work. Many times the worker did not even know what work FT Sy 1 oust ene mo mMucENEN ‘cho do the next dy orig ow mh i hao ‘@ Tosbow ab didnt have any ccc pn econ ofthe wok nth asco wed ds mach ‘weal The wover ma ma saul bee ee afore ie (be werk sonia ay ase Sem \hutreeet es wages nhs mton a rad psy howe stouidte paid nee The hoe ta he rence Sone ‘ania tr mage smut erie eof ty” Ne ‘Ged quesonng why motte her wa ‘roeck Witlow Tiler unr he station nd made ‘te foes chert {eb were ane aa of hab + Thee as ter ni alg ay justin Spb sncemetad oes tocando + exe wat oo dena woek alent io woke. the sslecon of worker rs ik wes pha os eran chao Net neha wor este {4 me dy. (Thee was 0 sper mel peers, ‘Svclopncil hang sh cance) {Tad prema was unplanned and ot ite + Time rege for doing») wasnt jtfed. No toughts snes giea to improve esp he method mr ee fey queoned ay + There were many ast lemons while working which wre eduing he fine ft mse emt ne limited te eficeny could be angina ‘mprovement and forelansting be waste cement nt 1 Tate was norma and jusifcaton on wage poly. The sap dd be twine and fats eon. + Theewasslorofmamet The t Yoo ins ond cw wet (our a pean teas ‘Bowing function mpre sna atom toe | ‘Sc manageal fncioe) spay (242. Taylor's Experiment FW Toronto experinen Betlhen Sel Werks CMa he cpm ond score eer of ceed “Te experiment wat cai tt sty the effec ofthe mate ij nnegppaedoy a woken frpersie pony tayrereniesennperysreried sevens conventional tl edi tc ati, ey cogs tei see la a abt 38 ca ne th te ut 5 of rater wae 8 i ea ol xprcn, cheers Bek i Ay te pat ee of veo herpetic eed mene Pract. Mines upon Fae, ement in aly tomas impr asus ozs of shovel Tere was theoutpt was observed with INSPIRATION Frederick Winslow Taylor (20th March 1856-215t March 1915) Can You imagine a Dally Wage Worker Become, {General Manager? Taylor was horn in 1856 to # wey Quer faniy Germniown, Pind Penny He (mene dss ly byt mete. Emly Ane ‘inlet fr fro yer France sed Corman Atv Fare for Tt nth Un 73, be ented Ph acer Academy n Ester, New Hampi ‘Upon podaton, Tain wa scoped t Harve Lg Schott Horever dopey Seeing eg Tyce ‘att conan aerane Cer Aer the ope [Wh Toto bcame anid! apreice peter ining shop for experience at» pomp-mantacrey ‘ny, Enis rai Wein Pade sep erat Ml Se Work A ie Sen rey ne hm el te ‘ecm ss Sensi of Tshnlogy sag ‘in corespondeace od obinng& epee teu Shelving n 883 On My 3 a8, be mared Loe Spero Pn incense on say tet ht managers ane fn 9, Tas pened cope ensuing prctce Pipi asics cd ead “Sjstemtsies Shp Manages ad Manu Cont a Specialy In 198, Tayler jned Hecbem Sees hoe ‘he Mauve! Whi, a's team of asst deep Seed sel (HSS) For prea f tenn igh spd a Sts be resi aprsnal pola an Pas expo 121900, and wos aware he Elio Cress Med a ‘yearby the Franklin Insitute Pipi. Tayo ae re | ‘oleae Beebe ttn 1901 ae antag eh | ‘mangers In 190, Fede and Lee Tao ape ee bxphans Kempton, Rabe, and Eka "On Ocater 19,198, Taylor wae aad an honey dee of Datr of Science the Ua of Pees Tayler evenly team profes athe Tack Schoo | ‘Basics at Darsnouth Calley Ini witrs of 1915, Tae ‘gt pocumoni and one day afer hs y-in e. fn March 21, he de Me was bard n West Laue! (Cemetery Bala Conan Pens Taylor was also a0 secomplaed tenis payer, won the fit doubles toumament nthe 181 US. Nate Championship. the recusar of he US. Ope, with Car Ct ‘ov0018 oF MMweMenT THOUOAT CASSCAL THERES. 1 ‘spproach to work as an fective ad fail cooperation and ‘cordnation between the management andthe works. Scleatite anys ofeach clement of work: FW. Taylor ‘hid the imporance ofthe siete analyss ofthe work, ‘which means tht effort are oe at find ou improvemssnth ait ouput Averaging shout pounds et laa, (wither wvking with ea High or) ound tobe optimal. The worker who coud achieve this rere pose an increas in wages by 60% ad those cou wo each huge were rte ind in aning or wth amar shovels anc reviewed th eel ofthe suces at Belem Ste afer tee years He found te flowing vernelning +The workers came higher wages, abut 64 moe, ona serge Terenas saving in bang oss pe ton by SOM, 1 The workers beam highly productive 1 stanpower of 40 oul ay oat he entire wok tha was ate one 400-60 work PRINCIPLES OF SCIENTIFIC icwedonthe sciatic, asagaistarlfthuns, «whats to be done by a particular worker, * fw the workers todo and + what equipnent is necessary 1 doit ca essex ATA “Thisinomaton to be povided othe worker wasto rede tbe wastage of tine teri tan improve te quay of wk "Acorlng 10 Taylor wok is sehnicaly measured with ‘mio level analysis bt ot ata whole, He sugested spliting ‘emt of wk orjobino small actives clledelemens.” ‘Ten mes these elements by repetitive experimentation and onclode what time is regued to complete the entire ob. OF eure comsidralthe human element sch skill espouses, before ang to standard tine Cayo tid tht opinions nd guesswork ad to be replaced by facts. Te fice old determines froma sd fhe jobs ‘wth sampling of skilled workers, aoing cach operation by timing i with 9p watch. Al unecessary movements could then e imine i dro establish the Rest metod of ing ‘he job Tas, standards could be eve fr ima obs. THs aml apoach called "work stay" practiced toy all. ‘overth woe) Standardization of methods, procedures, equipment and two Stndardation ep in edion in te, bor, and et ‘of production, The sucess of scientific management largely depends upon the stndarzation of syste, tos, equipment techno of prdcton. A = esse Sceatieselction, placement, and traning of workers: This icp nies tht select the bet suited workers perm, 11.4 FUNCTIONS OF PRODUCTION PLANNING AND CONTROL as ‘The various functions of production planning and control (Fig. 11.1) ccan be classified into three main categories or phases as follows: Pre-planning phase: Forecasting: Estimating the future of the manufacturing task Setting objectives: Fixing goals and objectives based on the forecast Budgeting: Allocating resources, such as funds/materials Active planning phase: Planning: Formulating the forecast Routing: Order writing of the plan ‘Scheduling: Assigning time to the route using human resource planning (HRP), capacity resource planning (CRP), and material resource planning (MRP) Loading: Assigning men/machines/materials to the schedules Dispatching: Initiating the job Post-planning ph: Controlling: Regulating the production process as per the plan Corrective action: Rectifying the process if it is going out of track or is erratic Expediting or chase planning: Speeding up or accelerating the job and completing the “urgent” jobs Follow-up: Alerting regularly with reference to the schedule Backtracking and backlog planning: Completion of pending or Ieft-out jobs Aggregate planning: Adjusting and modifying (subcontracting, hire’fire, capacity planning, etc.) the production resources through strategic decisions. Feedback: Information system to replan or make adjustments in plans ‘These three phases form the main functions of PPC. The second- ary functions mentioned under each phase are essential contributors to the efficient performance of production, planning, and control. In addition, there are other functions, such as quality control and cost control, supported by these three phases which are considered tobe direct functions of production pla ype} “NRE NQUSTRIAL ENGINEERING AND MANAGEMENT cys PLANNING 85 {6 Combination tooing subjected to down tin {2 Maintaining dimensions from several fase nes. 42.4. OPERATION SHEET (PROCESS SHEET) Af deciding he sequen of epeatons, itis necessary lo prepare am operation sheet or proces shee. ’An operation sheet shows everything about the operation, 4. the operation description (along with thei steches if possible) ther sequence ype of machinery, tools and equipment used, setup and operation times, ating speeds, Feeds, depth of cut ee ‘An operation het wil vary for different os (1) Information conceraing the component, its name and drawing, {@) Information concerning the blank (sizeof stock. @) Deseription of operations ina proper sequence and locating points of exch operations. (2 pe of machine tool auxitiary tools and other manufacturing equipment used for cach operation (5) Data on jigs, fixtures and tools (thie code numbers), (6) Inspection devices and limit gauges used, (7) Cutting data (speed, feed, depth of ct), (8) Blement of standard time such a setting time, (9) Job rating ofthe worker for each operation, Selection of the machine too, the panies but i usually contains the following details: handling time and machining time, Sequence of operation and inspection stages are manly determined ty te process planners who are expert in their field like casting, forming, press work, machine shop ct ‘The colourmns on tooling equipments ae filled in consultation with the tool engineer The remaining colournns on cutting data and standard time foreach component operation ae filled in coasulation with the industrial engineer, ‘The completed copies of process planning sheet should be send to production control department and ‘stimators for finding the cost of prod - saa ah Tose nd te Shaun (2) Se up ond camp stock {0 Stee PLANNING on s215.A SIMPLIFIED OPERATION SHEET FORTURNING A PIN IS GIVEN BELOW OPERATION SHEET Tam dia 12 mm to length 68 mm Tarn da Tomo length 47 mi] (Crater 2mm a 45 AA ror An of Prive fopenaion) Managemen: a6 (00) Pay ino ties a tera me 16S, ROUTH SHEETS “Te aes th toate et ates copay WY eM ‘he following tformation ‘usally ew part anes neat wha he (0 Mewitiation data suet as pat a, Jot shat asl op A ows suchas typ, sive a gai pees AEN (i) Materia specioai i) Baste opovations and tie yequene ot fr each operation ct, an FMT, AE Gv) Macnine i. nstrumnents and gages (9) Tooling seh as cutting 6 operation. fore (01) Speeds, feeds, dep of out, numer oc (oi) Skit ofbour (is) _Partsketeh, Use of pat shoteh on the route sheet is pene 0 its upper lsveght comer. The other detits pr Fight eft comme, Aopen het onan eh ser dan mtr yecenon te ped eS! a ue st dove be ting dn Sandon ane da example on proven pti: cat apie ve cro ro alr conany 1 mimic $00 ne. ‘an item called staybolt (Ref. figure below), The manufacturing procexs is ax under : " zase. (Operations) Managemen: 38 A Tea Book of Produetion Part Name: Stay bolt ROUTE SHEET part No, + 40.30:20.2001 Material: En 8, 63 O Weight (i) iam 7 Hardness: 160-200 BHN il) Finis! a Op. | Opemtion Description | Machine | Tooling . x Scop (nin)] Sing 10 | Saw off 486 mm long] Power _ 15 300 pos tom 8 2 tras 20. | Face and Centre Facing and _ Co 240 ‘cng Nectine 30 | copy me site ee es w0 12 tae 40 | copy me 2d sie coming | — — | om tae 30 | Ginstopevting | waweren | — x0 2s Gandig Me « Radial Drilling | — 30 i ; Me 7% wMW Thread | oo ay Roling Machine 80, | Inspect Bene _ . _* ‘Revision Z Dae —Frapaeaty | Caste | KALPAK ENGINEERS (Signature and Date) | (Sigutre and Date) BHOSARI, PUNE - 19 oar Mig, 16.1 A typical example of a Route Sheet Monatucturing Systems a selected should be such tha it cam pve tbe desired ouput required quality amd 6 onbettective 22, FACTORS INFLUENCING CHOICE OF MANUFACTURING SYSTEM ystem fot any prodvct. The choice of the system depends on variows citcumstances discussed later, but whatever he the system selected, it must meet Wo 1) ast be abe wo cet the specifications ofthe Final product, and (i) Minust be cost effective The product specifications can be met by choosing the right technology but that iS nat ways an easy task. Since sircter specifications add to the cast of the product, there is ulwuys « tnde off between the desired specifications and the cost 10 achieve such specificmions. For example, sophisticated injection moulding machines and high quality plastics cam produce excellent dolls cheaply provided they are prduced in volume. However, iT their demand is limited, they may not be able to compete with “home made” de produced in small quantities and sold at» fraction ofthe price of the moulded version. Various actors which determine the choice the manufactoring process areas follows (a) Effect of volume/variety (One of the major consideration inthe process selection isthe volumeNariety of the producl(). As explained later, high product variety (i. many products in one oF few ‘numbers) require highly skilled tour, general purpose muchines, detailed and sophisticaed production planning and control systems, Jobing Tach Continuous Prouction St One Degree of repetitiveness Many ig. 2.1 : Relationship between degree of repetitiveness and transformation process (On the other hand low product variety (ie. one or few products produced in large volunes) enables the se of low skilled labour, highly automated mass production ocesses using speci purpose machines and simple production planning and contol ya A Teat Book of Production (Operations) Managemen, {abi thei wen oe ate tasoaton pros horizontal axis sows the deg of repeitivenss represented in ferns of batch ‘oe end showing the products produced in hatches of ne and other end repre Products produced in ery lange tah sizes, The ing {Re Sete anis represents ihe tnsfonation proces the top representing the project {rm where cach projet is followed by another (ao to projects Beng alike) and the 7 ous Peutomt representing the process form where the single product with highly con "material Now (e.g. as in incr, sugar mil) is produced Sade rca in cach tar suggests the manufacturing system desirable forthe indicated {oume: Unshaded arc inthe lower potion ofthe column impli thai inadvisable ‘Rui te continuous foray when the th is aly smal, Simi, when the bate is ‘wally large, iis wot at all advisable to use the projet fon Tarai TION, dein iavlsing pees section mist be taken while Formulating the corporate stategy of the finn ©) Capacity of the plant The projected sales volume i a Few should go in for interment cing factor in determining whether the 1 comtinaous process. Fixed costs ave high for crite process while variable costs are more for

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