i

A STUDY ON PRODUCTION SCHEDULING AND PLANNING

AT
CLASSIC INDUSTRIES AND EXPORTS LTD.

By
ARAVINDH KRISHNA .R
Reg.No:142221631013
Of
SRM VALLIAMMAI ENGINEERING COLLEGE
(An Autonomous Institution)

A MINI PROJECT REPORT

Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
IN
OPERATIONS MANAGEMENT

ANNA UNIVERSITY
CHENNAI 600 025
November 2023

BONAFIDE CERTIFICATE

ii

This is to certify that this project report title A STUDY ON PRODUCTION

SCHEDULING AT CLASSIC INDUSTRIES AND EXPORTS LIMITED is the bonafide
work of Mr. ARAVINDH KRISHNA .R (142221631013) who carried out the research under
my supervision. Certified further, that to the best of my knowledge the work reported herein
does not form part of any other project report or thesis on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.

Mrs. B. KIRUTHIGA Dr. K. SENTAMILSELVAN

B.B.A, M.B.A. M.B.A, Ph.D.
Assistant Professor, Head of the Department,
Department of Management studies Department of Management Studies
SRM Valliammai Engineering College SRM Valliammai Engineering College,
Kattankulathur. Kattankulathur.

Submitted for Viva voce Examination held on

Internal Examiner External Examiner

DECLARATION

iii
I, ARAVINDH KRISHNA.R (142221631013), student of the Department of

Management Studies, SRM Valliammai Engineering College, Kattankulathur, declare

that the mini project work entitled, “A STUDY ON PRODUCTION SCHEDULING

AT CLASSIC INDUSTRIES AND EXPORTS LIMITED.” is in partial fulfilment of

Master’s Degree of Business Administration. This is my original work and not

submitted for the award of any degree, diploma, fellowship or other similar title or

prizes.

Place: CHENNAI Signature of the Candidate

Date: ARAVINDH KRISHNA .R

ABSTRACT
iv
Production scheduling is a critical aspect of operations management that involves creating,
managing, and optimizing schedules to ensure efficient resource utilization while meeting
customer demands.

This abstract explores the principles and techniques of production scheduling practiced in
CIEL focusing on its significance in enhancing operational efficiency. Scheduling problems
can have a large amount of data, demand forecasts, and resource availability. Production
scheduling involves the planning and coordination of various resources and activities within a
manufacturing or production environment to optimize the efficiency of the production
process. This study on production scheduling of CIEL interpret with the help of percentage
analysis along with the help of receiving responses from the employees of the organization.

This study intends to compare the present Production scheduling practices at Classic
industries and exports with industry best practices which will eventually identify the non-
performing areas and limitations of scheduling of production through the research
methodology. Therefore, the main objective of this study is to identify the scope of
improvements in CIEL production scheduling process. In general, this study is expected to
help the policy makers of CIEL to improving the existing performance of warehouse
management. The questionnaire used to get the responses will be attached in the last pages of
the report.

ACKNOWLEDGEMENT
v
 I express my sincere thanks to our Director, Dr. B.

CHIDHAMBARARAJAN, M.E, Ph.D., and our Principal Dr. M. MURUGAN,

M.E., Ph.D., who has given me the approval to do this project and for providing all

facilities in the college premises which were conducive to the research.

Next, I like to record my heartfelt thanks to our Head of the Department,

Dr. K. SENTAMILSELVAN, M.B.A, Ph.D., for giving encouragement and support for
doing my project.

I am grateful to my guide, Mrs. B. KIRUTHIGA, B.B.A., M.B.A, Assistant

Professor, whose timely guidance and illuminating suggestions helped me in completing
my project on time. I also express my gratitude to the entire staff of department of
management studies for their cooperation and guidance towards the completion of the
project.

It is an absolute profound sense of gratitude to express my heartfelt thanks to

my guide, Mr. DINESH , HR & PLANT HEAD at CLASSIC INDUSTRIES AND

EXPORT Limited. for their scholarly guidance & kind cooperation throughout the

project. Their keen interest and encouraging words at every step were a source of

inspiration that enabled me to broaden my sphere of domain knowledge. I would also

like to thank all the employees of CLASSIC INDUSTRIES AND EXPORTS

LIMITED for their immense support and cooperations.

vi
TABLE OF CONTENTS
CHAPTER TITLE PAGE NO.

vii
I INTRODUCTION

1.1 Introduction

1.2 Objective of the study

1.3 Need for the study

1.4 Scope of the study

1.5 Limitations of the study

1.6 Industry Profile

1.7 Company Profile

II REVIEW OF LITERATURE

III RESEARCH METHODOLOGY

3.1 Research

3.2 Research Design

3.3 Research Methodology

3.4 Data Collection

IV DATA ANALYSIS AND INTERPRETATION

Data Analysis and Interpretation

V FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 Findings

5.2 Suggestions

5.3 Conclusion

Bibliography

Appendix

LIST OF TABLES
viii
TABLE NO CONTENTS PAGE NO

4.1 Table showing the age of the Respondents

4.2 Table showing the Production scheduling concerned

4.3 Table showing the common goal of productions

scheduling

4.4 Table showing the software is commonly used for

production scheduling

4.5 Table showing the prioritize production orders

conflicting due dates

4.6 Table showing the machine breaks down in the middle

of the production run

4.7 Table showing the communicate changes in the

production schedule to various teams

4.8 Table showing the benefit of keeping all stakeholders

informed about the production schedule

4.9 Table showing the commonly used to evaluate

production scheduling

4.10 Table showing the average run time of the machine for
each 6 months

4.11 Table showing Chi square for Years of experience and

Perform Production scheduling

4.12 Table showing Correlation between Gender and

Production Scheduling.

ix
 LIST OF CHARTS

TABLE NO CONTENTS PAGE NO

4.1 Chart showing the age of the Respondents

4.2 Chart showing the Production scheduling concerned

4.3 Chart showing the common goal of productions scheduling

4.4 Chart showing the software is commonly used for

production scheduling

4.5 Chart showing the prioritize production orders conflicting

due dates

4.6 Chart showing the machine breaks down in the middle of

the production run

4.7 Chart showing the communicate changes in the production

schedule to various teams

4.8 Chart showing the benefit of keeping all stakeholders

informed about the production schedule

4.9 Chart showing the commonly used to evaluate production

scheduling

4.10 Chart showing the average run time of the machine for each
6 months

x
 CHAPTER – I INTRODUCTION

1.1 Introduction to the study

Production scheduling is a fundamental concept within the realm of operations management,
serving as the strategic backbone that orchestrates the efficient execution of manufacturing
processes. At its core, production scheduling revolves around the art and science of allocating
resources, managing time, and coordinating tasks to ensure that products are manufactured in
a timely and cost-effective manner while meeting customer demands.In a world where
businesses are driven by the twin goals of maximizing productivity and minimizing costs,
production scheduling emerges as a critical tool for achieving these objectives.By
systematically planning and sequencing tasks, production scheduling optimizes the use of
resources, including labor, machines, materials, and time. This optimization not only reduces
waste and excess inventory but also enhances overall operational efficiency.

Production scheduling involves a delicate balancing act. On one hand, it seeks to meet
customer demands by ensuring products are available when needed. On the other hand, it
aims to avoid overburdening resources, which can lead to inefficiencies and delays.
Achieving this balance requires a deep understanding of production processes, resource
capabilities, and market dynamics.Modern production scheduling is more than just a linear
process. It embraces the dynamic nature of manufacturing environments, accounting for
uncertainties, disruptions, and changing priorities.This adaptability is crucial in meeting the
demands of a fast-paced business landscape. As we delve further into the world of production
scheduling, we'll explore various scheduling techniques, tools, and strategies that
organizations employ to optimize their operations.

Production scheduling can be highly complex, especially in large-scale manufacturing

environments. Schedulers must consider numerous factors, including production capacity,
resource availability, production constraints, and quality control requirements.Production
environments often face variability in demand, resource availability, and other factors.
Schedulers need to develop adaptive schedules that can respond to changes and uncertainties
while maintaining efficiency.Various scheduling strategies and algorithms are used,
depending on the industry and specific requirements. Common strategies include First-Come-
First-Served (FCFS), Just-In-Time (JIT), Priority Scheduling, and more advanced techniques
like Genetic Algorithms and Linear Programming.Production scheduling is not without
challenges. Balancing competing objectives, handling unforeseen disruptions, and ensuring
that schedules remain adaptable are some of the ongoing challenges in this field. This study is
based on the production scheduling process at Classic Industries (CIEL).

xi
1.2 OBJECTIVES OF THE STUDY
The objective of the study is to have a practical bright of the working of the organization. Its
decisions, its brief historical background and its future prospects. The following can be said to be the
major objectives of the study.

 To identify ways to lower operational costs by optimizing production schedules,

reducing overtime expenses, and efficiently allocating resources.

 To investigate techniques for balancing workloads across machines.

 To study the incorporation of real-time data and adaptive scheduling methods that can
respond to unexpected events, such as equipment breakdowns or changes in customer
orders.

1.3 SCOPE OF THE STUDY

Production scheduling is a complex and critical field with numerous aspects that researchers
can explore. Here are some key areas within the scope of a study on production scheduling.,
xii
  Investigating and developing scheduling models, such as job shop scheduling, flow shop
scheduling, and mixed-model assembly scheduling.

 Exploring the application of artificial intelligence and machine learning in production

scheduling, including reinforcement learning, neural networks, and genetic algorithms.

 Exploring methods to handle uncertainties and disruptions in scheduling.

 Focusing on the efficient allocation of resources, including machines, materials, and labor, in
the scheduling process.

 Researching methods for resource leveling and optimization.

1.4 NEED FOR THE STUDY:

Production planning and scheduling help optimize the use of resources, including labor, machines,
materials, and time. By coordinating and planning production activities, companies can reduce waste
and minimize idle time, leading to cost savings. Companies need to meet customer demand by
delivering products on time.

Effective planning and scheduling ensure that production processes are aligned with customer orders
and market demand, preventing stock outs or overproduction.
Proper planning and scheduling can improve overall productivity by streamlining processes,
reducing downtime, and enhancing the flow of materials and information. This, in turn, increases the
output and profitability of a business. Careful planning and scheduling can also contribute to
maintaining and enhancing product quality. It allows for better monitoring and control of production
processes, reducing the likelihood of errors and defects. In today's fast-paced business environment,
companies need to be flexible and adapt to changes in customer demand and market conditions.

Effective planning and scheduling can help businesses quickly adjust production to meet changing
requirements. Production planning and scheduling systems provide decision support tools that help
managers make informed choices about resource allocation, order prioritization, and production
sequencing.

xiii and mitigate potential risks in their production

Planning and scheduling enable companies to identify
processes, such as supply chain disruptions or equipment breakdowns.
Ten Principles of Production Scheduling:

 Customer Demand and Order Prioritization

 Resource Allocation

 Sequencing and Scheduling

 Lead Time Management

 Work-In-Progress (WIP) Control

 Capacity Planning

 Minimizing Changeovers

 Just-In-Time (JIT) Principles

 Production Synchronization

 Scheduling Software and Tools

1.5 LIMITATIONS OF THE STUDY

A study on production scheduling, while valuable and insightful, does have certain
limitations that researchers and practitioners should be aware of.

 Production scheduling studies often involve assumptions and simplifications that

might not fully capture the complexity of real-world manufacturing environments.

 Unpredictable events or changes can impact the accuracy of scheduling based solely
on historical trends.

 Manufacturing processes are subject to dynamic changes, including unexpected

disruptions, machine breakdowns, supply chain delays, and changes in demand.

 The study might not account for the variability in resource availability, maintenance
schedules, and other operational constraints that can affect the execution of schedules.

 Human factors, such as skill levels, fatigue, and motivation, can influence the
efficiency of production processes.

xiv
 1.6 COMPANY PROFILE:

Classic Industries and Exports Limited predominantly focuses on products supporting the
tyre industry. The company started its first plant at Ranjangaon, near Pune in 1996 with the
production of inner tubes for all tyres. Subsequently we have expanded our base to Chennai
and Kochi. we presently have three manufacturing facilities in Pune, Chennai and Kochi
respectively, with a total of around 2700 employees.

Our product range consists of high quality moulds, Tyre building equipments, inner tubes and
bladders. Additionally we also have a facility to mix different types of rubber compounds,
including REACH compliant compounds, as per customers’ requirements.

Classic industries & exports Vision and Core values:

To be a leading player supporting tyre Industry and a preferred choice for products and
services, providing customer delight and continuously growing and enhancing stakeholder
value.

CUSTOMER FIRST
We believe that our customers and those whom they serve are central to everything we do.

BUSINESS ETHICS

CARE FOR SOCIETY

We actively participate in our local communities to address health, safety, environment and
community needs.

xv
COMMUNICATE OPENLY
We are open and transparent in our communication across geographies and levels.
ONE FAMILY
We celebrate our oneness through building trusting relations, respect for diversity and passion
towards common goals.

Our Responsibility:
 People: Focusing on the development of our people is an ongoing
priority, to equip our workforce with the skills and knowledge required
to deliver and be ready for future growth.
 Ethics and compliance: CIEL requires compliance by its subsidiaries
and employee with the laws and standards of conduct of the countries in
which it does business.
 Environment, Health and Safety: CIEL recognizes that to be successful
in our chosen markets, health, safety and environmental priorities in the
workplace, in our procurement and to our visitors and contractors,
continue to be of the highest importance. This extends to everyone
carrying out work on our behalf.
 Quality: We are committed to providing the highest quality products
and services that meets our needs whilst maintaining and continuously
improving the efficiency and the effectiveness of the Quality
management system.

OUR CAPABILITY:

Capability To Make Rubber Compound As Per Customer Requirement With Banbury

Mixers.

F-270 Banbury Mixers-3 No’s(With Two Mill Set Up).Mills Of Size 26″ Dia X 84″ Rollers.
Variable Speed Operation With Options Of Setting For Temperature/Time/Energy Based
Operation Through PLC’s Offering Flexibility Of Running At Required Speed For Any
Compound
Capable Of Storing 300 Recipes For Easy Change Over. At Present Mixing
I) Master Batch-120 Compounds xvi

Ii)Final Batch 40 Compounds Mastication

Automatic Carbon Charging Through Jumbo Bags
Automatic Oil Changing
One Banbury Equipped With Dual Carbon Charging
Capable Of Making REACH Complaint Compound

OUR PRODUCTS

o Tubes

o Bladders

o Moulds

o Rubber Compound

o Tyre Building Machine

xvii
PASSENGER CAR TUBE (PCR)

TYRE MOULDS

OMEGA

xvii
i
TYRE BUILDING MACHINE

xix
MILESTONES OF CIEL:
2019

Company name changed to Classic Industries and Exports Ltd

2011

Classic Auto Tubes Ltd Chennai Facility was started in 2011 with a technical know how from AZ-
Germany

2010

Amalgamation of ALPS Rubber works in to Classic Auto Tubes Ltd

2007

In 2007 the name changed from Apollo Tyres Ltd to Classic Auto Tubes Ltd

2004

Incorporation of ALPS Rubber works as a mixing unit at Irapuram, Kerala

1996

In 1996 Tube Manufacturing unit started at Ranjangaon , Pune , India to meet tube requirements for
all plants of Apollo Tyres Ltd.
xx
 CHAPTER – II REVIEW OF LITERATURE

 Production Scheduling Problem with Assembly Flow Shop Systems- (Silva Santana
and Fuchigami ) (2023) :

In this work, the authors propose four different mixed-integer linear programming (MILP)
models to address this problem. MILP is a mathematical optimization technique commonly
used for scheduling and decision-making in various industries. These models aim to optimize
the scheduling of tasks in a two-stage production environment: the first stage involves the
manufacturing of parts, while the second stage is dedicated to the final assembly of the
product.The primary performance measure considered in the study is the makespan, which is
the total time required to complete all the tasks.

 "Development of an application for production scheduling and requirement planning" –

Tan, D. W. H. in 2023.

Appears to address the development of a cloud-based application that aims to improve Manufacturing
Planning and Control (MPC) for companies, particularly small and medium-sized enterprises.The
article recognizes that effective management and improved production efficiency are crucial for
companies. However, it acknowledges that implementing an efficient MPC system can be challenging
due to the complexity of the manufacturing environment and the various data sources involved.The
study emphasizes the critical role of Manufacturing Planning and Control in coordinating a company's
supply chain and facilitating informed decision-making throughout the chain.

 "A framework for production planning in additive manufacturing" – De Antón, J., Villafáñez,
F., Poza, D., & López-Paredes in 2023.

The primary objective of this study is to identify and formalize the production planning challenges
unique to additive manufacturing. AM introduces issues like proper part orientation and the placement
of heterogeneous parts in a single build cycle, which are not adequately addressed by traditional
production planning approaches. The paper aims to categorize and address these AM-specific
challenges. The study seeks to establish a formal framework for addressing the identified AM
production planning challenges. The frameworkxxiis designed at the operational level, focusing on
production order processing in AM. It aims to provide a structured way to deal with these challenges
in a systematic manner. The study successfully develops a framework for formalizing the production
planning problem in additive manufacturing, particularly at the subproblem level.

 "The evolution of production scheduling from Industry 3.0 through Industry 4.0" by Jiang, Z.,
Yuan, S., Ma, J., & Wang, Q. (2022)

The article highlights that production scheduling has evolved significantly over the years due to rapid
advancements in technology and the global economy. The development of science and technology,
market demand, and changes in the organizational model of production systems have all influenced
the methods of production scheduling.The study conducts a literature review to analyze the evolution
of production scheduling from various perspectives. These perspectives include centralization and
decentralization of scheduling, distributed scheduling, and the emergence of cloud manufacturing
scheduling. This analysis helps in understanding how scheduling methods have evolved in response to
changing industrial landscapes.The article also discusses future challenges and trends in the
development of production scheduling. It takes into account the globalization of manufacturing,
which implies that manufacturing processes are becoming more interconnected and spread across
different geographical locations.

 "Capacity planning and production scheduling integration: improving operational efficiency

via detailed modeling" by Yao, X., Almatooq, N., Askin, R. G., & Gruber, G. (2022)

The main objective of the study is to determine a crop production schedule for a cooperative that
considers a social objective of achieving similar revenues for all smallholder farmer members. This
means ensuring that all farmers receive roughly the same amount of revenue from their greenhouse
operations.The problem addressed in the paper is complex, involving multiple crops, multiple
smallholder farmers, and multiple time periods. The current planning process for this cooperative is
performed manually and results in inconsistent and haphazard revenue distribution among the
farmers.The paper proposes the use of a priority-based max-min heuristic (PMMH) to solve this
complex planning problem. The PMMH is designed to minimize the standard deviation of revenue per
greenhouse, which aligns with the social objective of equitable revenue distribution.

 Lohmer and Lasch in 2021 provides a systematic literature review of multi-factory production
planning and scheduling problems.
xxii
The traditional approach to production planning and scheduling typically focuses on a single factory,
allocating demand and sequencing operations within that factory. However, in a multi-factory or
distributed setting, an additional task is introduced: assigning orders to the most suitable factories.
This leads to a more complex problem that requires addressing various variations and challenges.
The authors conducted a review of 128 articles related to multi-factory production planning and
scheduling problems. They classified the literature into different categories based on shop
configuration, network structure, objectives, and solution methods.

 "Production scheduling in the context of Industry 4.0: review and trends" – Parente, M.,
Figueira, G., Amorim, P., & Marques, A. (2020)

The initial stage of the review aims to analyze how Industry 4.0 is affecting the field of production
scheduling. This involves understanding the opportunities and challenges that I4.0 brings to
scheduling processes. The review likely highlights the potential benefits of advanced technologies,
data integration, automation, and increased connectivity in the manufacturing environment. It also
identifies the challenges, such as adapting to the rapidly changing technological landscape and
addressing the specific requirements of I4.0. The first stage of the review results in the identification
of critical scheduling areas (CSA) that require further development and exploration within the
Industry 4.0 framework. These areas are likely those where the impact of I4.0 is most pronounced and
where traditional scheduling practices may need to be rethought. Examples of CSAs could include
holistic scheduling, decentralized decision-making, and human-robot collaboration.The study may
identify gaps between current scheduling practices and the technological requirements of Industry 4.0,
such as in the case of decentralized decision-making. Recognizing these gaps is crucial for guiding
research and development efforts.

 "The model of maintenance planning and production scheduling for maximizing robustness"
by I. Paprocka, published in 2019

The first objective of the paper is to introduce an innovative method for maintenance planning and
production scheduling.This module collects and maintains data related to failure-free times for
equipment and machines within the production system.It uses the historical data from the database to
predict failure-free times for the equipment, which is crucial for scheduling.This module is
responsible for generating schedules for the shop floor based on the predictions of equipment
availability. It is designed to be stable and robust, taking into account both planned and unpredicted
failures.This module assesses the accuracy of predictions and maintenance performance. It also
provides information about the degradation of
xxiiperformance measures and the stability of the
i apply the proposed methodology to a job shop
production schedule. The second objective is to
scheduling problem. Job shops typically involve a variety of machines and tasks, and maintaining a
smooth production flow can be challenging.

CHAPTER – III RESEARCH METHODOLOGY

Like all discipline research also has got its procedure to be adopted in completing are wards study.
Research is a systematic method of exploring, analyzing and conceptualizing human life in order to
rate correct and verify the test of old facts. Research is a systematic approach towards purposeful
investigation. This needs formulating hypothesis, collecting data on relevant variables analyzing and
interpreting the results and reaching conclusion either in the form of solution or generalization. It is
academic activity and systematized effort to gain new knowledge. This chapter is engaged in research
methodology which consists of certain scientific steps for successful execution and objectivity.
Research method of any study would help in planning, executing bringing relevance’s and in
receiving the purpose of the study. Research methodology is a way to systematically solve the
research problem. It is considered as a blueprint for research dealing with at least for problems; which
data are relevant, what data to collect, and how to analyze the result. The best design depends on
research questions as well as the orientation of the researcher. Every design has its positive and
negative sides. A research design is the arrangement of condition for collection and analysis of data
and manner that aims to combine relevance to the research purpose with economy. A good research
design has the characteristics, problem definition, specific method of data collection and analysis,
time required research project and eliminate of expenses to be incurred this is never a single standard
and correct method of carrying out of piece of research. Therefore don’t wait to start your research
until you find the problems approach, because there are many ways to tackle a problem some good
some bad but probably several good ways.

RESEARCH DESIGN

A research methodology is a structured plan for conducting. Sociologists draw in a variety of both
qualitative and quantitative research methods. Including experiments, survey research. Quantities
methods aims to classify features, count them, and create statistical observations.

Qualitative methods aim for a complete, fact description of observation, including the context of
events and circumstances. For the study, the descriptive methods were used to describe, classify and
drive raw scores through calculation of mean values, standard deviation. In this method safety
measures for effective Scheduling of hazardous product at CIEL has been investigated.

xxi
v
SAMPLE DESIGN

SAMPLE UNIT

Under this research the researcher has drowned 60 responses of two genders as respondents
as a sample to collect the required information. In this 60 responses for the data analysis.

SAMPLING TECHNIQUES

For the purpose of analysis, the data has been collected from 60 respondents from CIEL. The
samples have been selected on the basis of Convenient Random Sampling Techniques.

TOOLS FOR DATA ANALYSIS:

Tools being used for analyzing and interpretation of data with Percentage Analysis, Chi
Square test.

DATA COLLECTION METHODS:

There are mainly two types of data:

PRIMARY DATA:

Primary data is the data which is collected by researcher himself for the first for the specific
purpose and they original character.

Primary data is collected but researcher data is collected by researcher for the problems that
are currently being studied therefore, data obtained pertains specifically to the current study
considerations the source are:
o Questionnaire.

xxv
SECONDARY DATA:
It is information collected from those data which have already been obtained from secondary
sources. The data has not been collected for this purpose of this research however this
information is already available in the market while the current research begins the sources
are:

 Brochures of organization
 Internet ( https://ciael.com/ )
 Articles
Data collected from company internal records, company, websites etc.

DATA ANALYSIS:

The data collected through questionnaires is analyzed with statistical tools. For effective
presentation and utilization of data tables, diagrams are used in the report.

xxv
i
CHAPTER – IV DATA ANALYSIS AND INTERPRETATION

Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusion, significance and implications of findings. It is an
important and exciting steps in the process of research. In all research studies, analysis
follows data collection. Analysis is the statistical methods of interpretation, with describes the
characteristics of the data and will give the investigator an insight into the problem. It
simplifies the masses facts and presenting them in an understandable from in order to test the
hypothesis. The research work is incomplete without analysis and interpretation.

“The term analysis refers to the computation of measures along with searching for
patterns of relationship that exist among data-groups”. Analysis involves estimating the
values of unknown parameters of the population and testing of hypothesis for drawing
inferences. This chapter includes the analysis and interpretation of data based on the survey
conducted among the employees in Classic Industries and Exports Ltd. The data have been
analyzed and interpreted using percentage analysis method, Chi square analysis and
correlation method. Based on this analysis, the findings and suggestions for the study are
prepared.

PERCENTAGE ANALYSIS:

One of the simplest methods of analysis is the Percentage method. It is one of the
Traditional statistical tools. Through the use of percentage, the data are reduced in the
standard form with the base equal to 100, which facilitates comparison. The formula used to
calculate percentage analysis are:

Number of Respondent

Percentage analysis = _______________________ *100

Total number of respondent

xxv
ii
TABLE NO 4.1: Table showing the age of the Respondents.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

18-24 17 28

25-34 12 20

35-44 14 23

45-54 10 17

55+ 7 12

Total 60 100

CHART 4.1: Chart showing the age of the Respondents.

30

25

20

15

10

0
18-24 25-34 35-44 45-54

INTERPRETATION:

From the above figure majority of respondent state that the Age of the respondents
18-24 (28%), 35-44 (23%) and some of them respondent 25-34 (20%) and another respondent
45-54 (17%), 55+ (12%).

xxv
iii
TABLE NO 4.2: Table showing the Production scheduling concerned.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Allocating financial resources 17 29

Planning production activities 27 45

Designing products 11 18

Marketing products 5 8

Total 60 100

CHART 4.2: Chart showing the Production scheduling concerned.

45
30
15
0
es es ct
s
ct
s
u rc v iti u u
o ti od od
re
s ac p r p r
l n g g
cia ctio n in
etin
an u sig k
n
ro
d
De ar
n g fi p M
g
cati ni
n
lo an
Al Pl

INTERPRETATION:

From the above figure majority of respondent state that the Production scheduling
concerned Planning production activities (45%) on the Organization and some of them state
that Allocating financial resources (29%) and few members respond Designing products
(18%), Marketing products (8%).

xxi
x
TABLE NO 4.3: Table showing the common goal of production scheduling?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Minimizing efficiency 14 24

Increasing lead times 5 8

Optimizing resource utilization 30 50

Maximizing downtime 11 18

Total 60 100

CHART 4.3: Chart showing the common goal of production scheduling?

60
40
20
0
nc
y es on m
e
ic e tim ti ti
d liza w
n
effi le
a uti do
ng g ce ng
izi a sin ou
r izi
im s
in c re r e
a xim
M In ng M
izi
tim
Op

INTERPRETATION:

From the above figure majority of respondent state that the common goal of
production scheduling Optimizing resource utilization (50%) on the Organization and some
of them state that Minimizing efficiency (24%) and few members respond Maximizing
downtime (18%), Increasing lead times (8%).xxx
TABLE NO 4.4: Table showing the software is commonly used for production scheduling?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

MS excel 33 55

Social media platform 12 20

Video editing software 5 8

Photoshop 10 17

Total 60 100

CHART 4.4: Chart showing the software is commonly used for production scheduling?

60

50

40

30

20

10

0
MS excel Social media Video editing Photoshop
platform software

INTERPRETATION:

From the above figure majority of respondent state that the software is commonly
used for production scheduling MS excel (55%) on the Organization and some of them state
that Social media platform (20%) and few members respond Photoshop (17%), Video editing
software (8%).

xxx
TABLE NO 4.5: Table showing the prioritize production orders conflicting due dates?
i
RESPONSES NO. OF RESPONDENTS PERCENTAGE

Choose orders randomly 11 18

Prioritize based on size of the order 7 12

prioritize based on customer importance and 36 60

due dates

prioritize based on the type of the product 6 10

Total 60 100

CHART 4.5: Chart showing the prioritize production orders conflicting due dates?

70
60
50
40
30
20
10
0
Choose orders randomly Prioritize based on size of prioritize based on prioritize based on the
the order customer importance type of the product
and due dates

INTERPRETATION:

From the above figure majority of respondent state that the prioritize production
orders conflicting due dates prioritize based on customer importance and due dates (60%) on
the Organization and some of them state that Choose orders randomly (18%) and few
members respond Prioritize based on size of the order (12%), prioritize based on the type of
the product (10%).

TABLE NO 4.6: Table showing the machine breaks down in the middle of the production
run.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

xxx
Continue production and fix it later ii19 32

Modify the production schedule to work 31 52

around the issue

Pause production until the machine is fixed 8 13

Cancel the production run 2 3

Total 60 100

CHART 4.6: Chart showing the machine breaks down in the middle of the production run.

60
40
20
0

INTERPRETATION:

From the above figure majority of respondent state that the machine breaks down in
the middle of the production run Modify the production schedule to work around the issue
(52%) on the Organization and some of them state that Continue production and fix it later
(32%) and few members respond Pause production until the machine is fixed (13%), Cancel
the production run (3%).

TABLE NO 4.7: Table showing the communicate changes in the production schedule to
various teams.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

xxx
Very important 20 iii 34
 Important 22 36

Not important 3 5

Somewhat important 15 25

Total 60 100

CHART 4.7: Chart showing the communicate changes in the production schedule to various
teams.

40
35
30
25
20
15
10
5
0
Very important Important Not important Somewhat
important

INTERPRETATION:

From the above figure majority of respondent state that the communicate changes in
the production schedule to various teams Important (36%) on the Organization and some of
them state that Very important (34%) and few members respond Somewhat important (25%),
Not important (5%).

TABLE NO 4.8: Table showing the benefit of keeping all stakeholders informed about the
production schedule?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Reduces need for production schedule 14 24

Boosts employees morale 24 40

Minimize the impact of disruptions and 17 28

changes

Increases the cost of production 5 8

xxx
Total 60 100
iv
CHART 4.8: Chart showing the benefit of keeping all stakeholders informed about the
production schedule?

40
30
20
10
0

INTERPRETATION:

From the above figure majority of respondent state that the benefit of keeping all
stakeholders informed about the production schedule Boosts employees morale (40%) on the
Organization and some of them state that Minimize the impact of disruptions and changes
(28%) and few members respond Somewhat Reduces need for production schedule (24%),
Increases the cost of production (8%).

TABLE NO 4.9: Table showing the commonly used to evaluate production scheduling?

RESPONSES NO. OF RESPONDENTS PERCENTAGE

Percentage of on time deliveries 26 43

No. of breaks taken by employees 14 23

Total hours spent on meeting 16 27

No.of emails sent by production team 4 7

Total 60 100

xxx
CHART 4.9: Chart showing the commonly used
v to evaluate production scheduling?
 50
45
40
35
30
25
20
15
10
5
0
Percentage of on time No. of breaks taken Total hours spent on No.of emails sent by
deliveries by employees meeting production team

INTERPRETATION:

From the above figure majority of respondent state that the commonly used to
evaluate production scheduling Percentage of on time deliveries (43%) on the Organization
and some of them state that Total hours spent on meeting (27%) and few members respond
No. of breaks taken by employees (23%), No. of emails sent by production team (7%).

TABLE NO 4.10: Table showing the average run time of the machine for each 6 months.

RESPONSES NO. OF RESPONDENTS PERCENTAGE

4000 hrs. 25 42

4320 hrs. 13 22

4310 hrs. 20 33

Below 4000 hrs. 2 3

Total 60 100

CHART 4.10: Chart showing the average run time of the machine for each 6 months.

xxx
vi
 45
40
35
30
25
20
15
10
5
0
4000 hrs. 4320 hrs. 4310 hrs. Below 4000 hrs.

INTERPRETATION:

From the above figure majority of respondent state that the average run time of the
machine for each 6 months 4000 hrs. (42%) on the Organization and some of them state that
4310 hrs. (33%) and few members respond 4320 hrs. (22%), Below 4000 hrs. (3%).

TABLE NO 4.11: Table showing Chi square for Years of experience and Perform
Production scheduling.

CHI-SQUARE ANALYSIS

Years of Perform Production Scheduling

experience
Daily Weekly Monthly Others Total
Less than 1 years 5 3 3 1 12
1-2 years 3 6 7 2 18
3-5 years 2 7 8 2 19
5+ years 2 4 3 2 11
Total 12 20 21 7 60

Hypothesis:

H0: There is no association between the variables “Years of experience” and “Perform
Production scheduling”.
xxx
H1: There is an association between the variables
vii “Years of experience” and “Perform
Production scheduling”.
Perform Production Scheduling * Years of experience Cross tabulation
Count
Years of experience
Less than 1
years 1-2 years 3-5 years 5+ years Total
Perform Production Daily 5 3 2 2 12
Scheduling Weekly 3 6 7 4 20
Monthly 3 7 8 3 21
Others 1 2 2 2 7
Total 12 18 19 11 60

Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 5.561a 9 .783
Likelihood Ratio 5.080 9 .827
Linear-by-Linear
1.463 1 .226
Association
N of Valid Cases 60
a. 12 cells (75.0%) have expected count less than 5. The minimum
expected count is 1.28.

Thus, the Result is Accept the alternative hypothesis (H1) that there is a significant
association between the variables “Years of experience” and “TQM Organization
increase productivity”.
xxx
TABLE NO 4.12: Table showing Correlation
viii between Gender and Production
Scheduling.
 CORRELATION ANALYSIS

Hypothesis:

H0: There is no linear correlation between “Gender” and “Production Scheduling”

in the population.
H1: There is a linear correlation between “Gender” and “Production Scheduling” in
the population.

Correlations
Production
Respondents Gender Scheduling
Respondents Pearson Correlation 1 -.065 .245
Sig. (2-tailed) .623 .059
N 60 60 60
Gender Pearson Correlation -.065 1 .095
Sig. (2-tailed) .623 .471
N 60 60 60
Production Scheduling Pearson Correlation .245 .095 1
Sig. (2-tailed) .059 .471
N 60 60 60

Thus, the Result is Reject the alternative hypothesis (H0) that there is no significant
correlation between the variables “Gender” and “Production Scheduling” in the
population.

xxx
CHAPTER 5
ix
FINDINGS, SUGGESTIONS & CONCLUSION
5.1 FINDINGS:
 Age Distribution: The majority of respondents fall in the age group of 18-24 (28%)
and 35-44 (23%). A significant portion of respondents is in the age range of 25-34
(20%).
 Production Scheduling Concerns: Planning production activities (45%) is a major
concern for the respondents. Allocating financial resources (29%) and Designing
products (18%) are also noted.
 Common Goals of Production Scheduling: Optimizing resource utilization (50%) is
the common goal of production scheduling. Minimizing efficiency (24%) and
Maximizing downtime (18%) are other considerations.
 Software Usage for Production Scheduling: MS Excel (55%) is the most commonly
used software for production scheduling. Social media platforms (20%) and
Photoshop (17%) are also utilized.
 Prioritizing Conflicting Due Dates: Respondents prefer to prioritize production
orders based on customer importance and due dates (60%). Prioritizing based on the
type of product (10%) is less common.
 Handling Machine Breakdown: A majority (52%) prefer modifying the production
schedule to work around machine breakdowns. Continuing production and fixing later
(32%) is another significant approach.
 Communication of Changes in Production Schedule: Respondents consider it
important (70%) to communicate changes in the production schedule to various
teams. Very important (34%) and Important (36%) are the dominant responses.
 Benefits of Keeping Stakeholders Informed: Boosting employees' morale (40%) is
seen as the most significant benefit. Minimizing the impact of disruptions and
changes (28%) is another recognized advantage.
 Methods to Evaluate Production Scheduling: Percentage of on-time deliveries
(43%) is the most commonly used method for evaluation. Total hours spent on
meetings (27%) is also considered.

xl
5.2 SUGGESTIONS:
  Training Programs: Implement training programs on production planning and
scheduling, with a focus on optimizing resource utilization.
 Software Integration: Encourage the use of more advanced software for production
scheduling to improve efficiency.
 Communication Protocols: Develop clear communication protocols for conveying
changes in the production schedule to various teams.
 Employee Morale: Emphasize the importance of keeping stakeholders informed to
boost employee morale and minimize disruptions.
 Evaluation Metrics: Emphasize the importance of using on-time deliveries and
efficient meeting times as key metrics for evaluating production scheduling.

5.3 CONCLUSION:
The analysis reveals valuable insights into the perceptions and practices related to production
scheduling at Classic Industries and Exports Ltd. The findings provide a basis for improving
existing processes, introducing targeted training, and enhancing communication strategies to
optimize production efficiency. The association and correlation analyses contribute to a
deeper understanding of the factors influencing production scheduling practices.

xli
BIBLIOGRAPHY
  Da Silva Santana, J. R., & Fuchigami, H. Y. (2023). Production scheduling
problem with assembly flow shop systems: mathematical optimization models.
International Journal of Production Research, 1-16.
 Plinta, D., & Radwan, K. (2023). IMPROVING MATERIAL FLOW IN A
MODIFIED PRODUCTION SYSTEM. Applied Computer Science, 19(1), 95-106.
 Tan, D. W. H. (2023). Development of an application for production scheduling and
requirement planning.
 De Antón, J., Villafáñez, F., Poza, D., & López-Paredes, A. (2023). A framework
for production planning in additive manufacturing. International Journal of Production
Research, 1-18.
 Jiang, Z., Yuan, S., Ma, J., & Wang, Q. (2022). The evolution of production
scheduling from Industry 3.0 through Industry 4.0. International Journal of Production
Research, 60(11), 3534-3554.
 Yao, X., Almatooq, N., Askin, R. G., & Gruber, G. (2022). Capacity planning and
production scheduling integration: improving operational efficiency via detailed
modelling. International Journal of Production Research, 60(24), 7239-7261.
 Narassima, M. S., Vasudevan, S. K., & Anbuudayasankar, S. P. (2022).
Development of a priority dispatching rule and novel production scheduling algorithm
for a job shop. International Journal of Computer Aided Engineering and Technology,
16(4), 417-449.
 Lohmer, J., & Lasch, R. (2021). Production planning and scheduling in multi-
factory production networks: a systematic literature review. International Journal of
Production Research, 59(7), 2028-2054
 Parente, M., Figueira, G., Amorim, P., & Marques, A. (2020). Production
scheduling in the context of Industry 4.0: review and trends. International Journal of
Production Research, 58(17), 5401-5431.
 Paprocka, I. (2019). The model of maintenance planning and production scheduling
for maximizing robustness. International Journal of Production Research, 57(14),
4480-4501.

xlii
APPENDIX
1. Name: ___________
2. Gender:
a) Male
b) Female
3. Educational qualification *
a) UG
b) PG
c) Diploma
d) 10 th / 12 th
4. What is Production scheduling primarily concerned with
a) Designing products
b) Allocating financial resources
c) Planning production activities
d) Marketing products
5. Which of the following is a common goal of production scheduling ?
a) Maximizing downtime
b) Minimising efficiency
c) Optimising resource utilisation
d) Increasing lead times
6. Short term production scheduling involves
a) Planning production for the next several years
b) Allocating resources for long term projects
c) Planning production for the upcoming week Saturdays
7. Which tool are software is commonly used for production scheduling?
a) Photoshop
b) Ms excel
c) Social media platform
d) Video editing software
8. How do you prioritise production orders, when they have conflicting due dates.
a) Choose orders randomly
b) Prioritise based on size of the order
c) Prioritise based on customer importance and due dates
d) Prioritise based on the type of the product
xliii
9. What should you do if a key machine breaks down in the middle of the production run.
a) Pause production until the machine is fixed
 b) Continue production and fix it later
c) Modify the production schedule to work around the issue
d) Cancel the production run
10. When faced with unexpected delays in the supply chain your best approach is to.
a) Maintain the original production schedule
b) Speed up the production process to catch up
c) Adjust the production schedule to accommodate the delays
d) Ignore the delays
11. How important is it to communicate changes in the production schedule to various teams
a) Not important
b) Somewhat important
c) Important
d) Very important

12. What is the main benefit of keeping all stakeholders informed about the production
schedule?
a) Boosts employees morale
b) Reduces need for production schedule
c) Minimize the impact of disruptions and changes
d) Increases the cost of production
13. Which metric is commonly used to evaluate production scheduling?
a) No.of breaks taken by employees
b) Total hours spent on meeting
c) Percentage of on time deliveries
d) No.of emails sent by production team
14. How is the success of the production schedule measured in terms of resource utilisation?
a) By increasing the no.of resources used
b) Maximizing down time
c) Minimising the use of resource
d) Optimising the use of resources to meet production goals

15. Average run time of the machine for each 6 months.

xliv
a) 4320 hrs
b) 4310 hrs
 c) 4000 hrs
d) Below 4000 hrs

16. Did Overtimes effective in production *

a) Yes
b) No
c) Maybe
d) Not sure
17. Did Overtimes effective in production
a) Yes
b) No
c) Maybe
d) Not sure
18. Is maintenance break is sufficient for running machines in long run.
a) Yes
b) No
c) Maybe
d) Not sure
19. How frequently did you perform production scheduling?
a) Daily
b) Weekly
c) Monthly
d) Other
20. Do you have multiple Production lines.
a) Yes
b) No

xlv