8/6/2019 unit-2 (IM)
1/95
UNIT-2
MANAGEMENTFUNCTIONS
8/6/2019 unit-2 (IM)
2/95
INTRODUCTION Management helps and directs the various efforts towards
a definite purpose.
Harold Koontz, Its an Art of getting things donethrough and with the people in formally organized
groups. It is an art of creating an environment inwhich people can perform and individuals can co-operate towards attainment of group goals.
F.W. Taylor, Mgmt. is an art of knowing what to do,when to do and see that it is done in the best andcheapest way.
Management is a purposive activity.
Management involves creating of internalenvironment.
Good management need to be effective as well asefficient.
8/6/2019 unit-2 (IM)
3/95
CHARACTERISTICS
Management is a goal oriented
Management is universal in nature Management is an integrative force
Management is a social process
Management is a multi-disciplinary
Management is a continuous process
Management is intangible
Management is an Science as well as Art.
8/6/2019 unit-2 (IM)
4/95
IMPORTANCE
Achieve group goals
Optimum utilization of resources
Minimization of cost
Survival and growth
Employment generation
8/6/2019 unit-2 (IM)
5/95
FUNCTIONS OF MANAGEMENT
Planning
Oraganising
Staffing
Directing
Motivatin
g
Controlling
Co-ordinatin
g
Communicating
8/6/2019 unit-2 (IM)
6/95
PLANNING
Means thinking before doing.
It is the preparation for action.
Function to decide about what, where, when, who, whyand how a particular activity be done.
It defines:- Goals, set the policies, procedures, programmes, develops strategies
in order to achieve entp. objectives most efficiently.
Analyses all the difficulties that are likely to occur in
running the business. Planning is a rational, economic, systematic way of making
decisions today which will affect the future.
Planning includes forecasting, formulation of objective,policies, programmes, schedules, procedures and budgets.
8/6/2019 unit-2 (IM)
7/95
DEFINITION As per Koontz and ODonnell planning is deciding in
advance what to do, how to do it, when to do it and whois to do it. Planning bridges the gap from where we are,to where we want to go. It makes it possible for things tooccur which would not otherwise happens.
Alfred & Beatty, Planning is the thinking process, theorganised foresight, the vision, based on the facts andexperience that is required for intelligent actions.
M.E. Harley, Planning is deciding in advance what is tobe done. It involves the selection of objectives, policies,procedures and programmes from among alternatives.
8/6/2019 unit-2 (IM)
8/95
FEATURES OF PLANNING
Continuous and integrated process
Objective to achieve better results
Selection of best course of action
Development of alternative course of actions
Concerned with determination of objectives and goals
It involves thinking and analysis
Visualising future course of action and putting it in logical way
8/6/2019 unit-2 (IM)
9/95
OBJECTIVES
@ Planning helps in effective forecasting
@ Planning provides certainty in the activities.
@ Planning provides performance standards.
@ It gives a specific direction to the organization
@ Helps the organization to tune with the environment
@ Provides economy in the management.
@ Helpful in preparing the budgets.
@ Need for planning arises from constant change.@ Planning is directed towards efficiency.
8/6/2019 unit-2 (IM)
10/95
STEPS IN PLANNING
Determination of objectives
Forecasting to assist planningi. Establishing planning premises and constraints
ii. Internal premises
iii. External premises
Deciding the planning period
Collection, classification and processing of information
Deciding alternative course of action
Evaluation of alternative
Selection of best plan
Subsidiary plan to aid master plan
Controlling plans
8/6/2019 unit-2 (IM)
11/95
ADVANTAGES OF PLANNING
Maximum utilization of resources
Minimization of unproductive work
Reduces uncertainty
Basis of managerial action Basis for control
Avoids bottlenecks in production
Planning encourages innovation and creativity
Improves motivation
Gives competitive advantages
8/6/2019 unit-2 (IM)
12/95
LIMITATIONS OF PLANNING
Limitations of forecast
Costly affair
Influence of external factors Resistance to change
Rigidity and flexibility
Measures to overcome limitations:-
Set realistic and achievable goals Communicate assumptions to all people who are concerned.
Encourage and make people participate in planning.
Coordination between long term and short term planning.
Encourage creativity in planning.
Resource position so they be available as and when required.
8/6/2019 unit-2 (IM)
13/95
ELEMENTS OF PLANNING Goals:- any achievement of an end point that may be stated
in quantitative terms. Usually long runs and objectives arederived from goals and ordinarily short run.
Objectives:-
the ends towards which the activities of an organisation are directed. To be achieve in a specific time period.
Basis objectives are determined by the top management.
Each deptt. Had its own objectives with the framework of basicobjectives.
Objectives can be short term, long term, medium term, economic, non-
economic, external, internal, major, minor, etc. Policies:-
Helps in work in line with the objectives.
Provide framework for executive action on recurrent managerialproblems.
Serve as a guide for action for achieving the objectives.
8/6/2019 unit-2 (IM)
14/95
Rules:- Simplest type of plan chosen from the alternatives .
Specifies action to be taken or not to be taken in a given situation.
Procedure:- Means for implementing a policy.
Tells how a particular activity is to be carried out.
Prescribe the chronological sequence of steps that must be followed for thecompletion of particular task.
Programmes:- Designed to accomplish policies and accomplish objectives.
Gives step by step approach to guide action necessary to reach pre-
determined targets. Gives time table for actions.
Schedule:- Process of establishing time sequence of the work to be done.
Specifies the time when each series of action should take place.
Budgets:- Projection defining anticipated costs of attaining anobjective. Appraisal of anticipated expense against anticipated income.
8/6/2019 unit-2 (IM)
15/95
FORECASTING Refers to systematic analysis of past and present
circumstances.
As per Fayol, Forecasting is the essence of management.The success of a business greatly depends upon the
efficient forecasting and preparing for future events. Definitions:-
Defined as an estimation of future activities, i.e. the estimation oftype, quantity and quality of future work. Theses estimates providedthe basis to plan the future requirements for men, machines,materials, time, money, etc.
As per Allen L.A., forecasting is a systematic attempt to probe thefuture inference from known facts. The purpose is to providemanagement with information on which it can base planning decisions.
Forecasts are predictions or estimate of change, if any in characteristiceconomic phenomena which may affect ones business plans.
8/6/2019 unit-2 (IM)
16/95
CHARACTERISTICS OF
FORECASTING
Estimation of probable future trend.
Estimation based on past and present circumstances.
Scientific and systematic techniques are used forestimation.
Anticipates changes in order to bring accuracy andexactness to decisions.
Mathematical and statistical inference provide a solid base
Consider present circumstances in relation to the past.
8/6/2019 unit-2 (IM)
17/95
IMPORTANCE OF FORECASTING
@ Importance in planning.
@ Accuracy in managerial decisions.
@ Facilitates control
@ Formulating future policies
@ Co-ordination is developed
@ Helps in preparing budgets.
@ Sales forecasts
@ Contributes to business success.
8/6/2019 unit-2 (IM)
18/95
ORGANIZING It involves:-
Determining activities needed to be fulfill the objectives
Grouping these activities into manageable units or deptt.
Assigning such groups of activities to managers.
Its a framework of management or a mechanism forpositive, integrated and co-operative actions by manypeople.
It provides an effective machine for achieving the plan orobjectives.
It creates authority, responsibility and relationship amongthe individuals.
Steps in organizing:- Determination of activities
Division of activities
Fitting individuals into jobs
Developing relationships in terms of authorities and responsibilities.
8/6/2019 unit-2 (IM)
19/95
STAFFING It is filling the positions needed in the organisation
structure by appointing competent and qualified personsfor the job.
It involves recruitment, selection, placement, training,development of personnel, developing system forremuneration of personnel and evaluating theirperformance.
Its important as people differ in their intelligence,knowledge, skills, experience, physical condition, age and
attitudes. Need to select the right man for the right job and train
and motivate them to increase organizationaleffectiveness and productivity.
8/6/2019 unit-2 (IM)
20/95
DIRECTING Important because managerial decisions are put into actions
through effective direction.
It involves motivating, guiding and supervisingsubordinates, not only about the orders.
Directing ability of the manager in the organisationdetermines its effectiveness.
Steps in Directing function:- Issue of orders and instructions
Guidance and training to subordinates
Supervision of subordinates work.
Necessity of supervision in order to ensure:- Work is going as per the plan established.
Workers are doing the work as directed to do.
Directions must be definite, clear cut, understandable,
communicable and practicable.
8/6/2019 unit-2 (IM)
21/95
MOTIVATION Its about inspiring people to intensify their desire and
willingness to perform their duties effectively and co-operate for the achievement of common objectives.
Motivation is the mental preparation of an individual to doa specific job.
As per Michael J. Jucius, Motivation is the act ofstimulating some one or oneself to get a desired course ofaction, to push the right button to get desired action.
As per Dalton Emfarland, The concept of motivation id
mainly psychological. It relates to those forces operatingwithin the individual employee or subordinate whichimpulses him to act or not active in certain ways.
Effective communication and participation enhancesthe power of motivation.
8/6/2019 unit-2 (IM)
22/95
MOTIVATION Fundamentals:-
A person wants to exist and survive and for this he needs basicnecessities.
Desire to achieve goal.
Classification of Motivation:- Internal Motivation
External Motivation
Functions of Motivation:- It originates action
It directs activities in the direction of goal. It helps to continue the activities till the goal is achieved.
8/6/2019 unit-2 (IM)
23/95
CONTROLLING As per Henry Fayol, Control consists in verifying
whether everything occurs in conformity with the planadopted, the instructions issued and the principlesestablished.
As per Koontz and ODonell, Controlling impliesmeasurement of accomplishment against standard andthe correction of deviations to ensure attainment ofobjectives according to the plans.
As per E.F.L. Breach, Control is checking current
performance against pre-determined standards containedin the plans, with a view to ensuring adequate progressand satisfactory performance.
8/6/2019 unit-2 (IM)
24/95
CONTROLLING Controlling Process of keeping activities on track Determine whether goals are met Decide changes needed to get back on track May use an informal or formal system of evaluations Employee job assignments Routine problem solving Conflict resolution
Effective communications Decision making is not a
separate management function, but the outcome of theexercise of good judgment in planning, directing, andcontrolling.
Feedback in the form of performance reportsthat compareactual results with the budgetare an essential part of thecontrol function
8/6/2019 unit-2 (IM)
25/95
MANAGEMENT CONTROL Assure that resources are obtained and used effectively
and efficiently in the accomplishment of the organizationsobjective
Has financial and non financial performance measurement Concerned with the implementation of strategies and Task
control
8/6/2019 unit-2 (IM)
26/95
PLANNING AND CONTROL CYCLE
Formulating long
term and short
term
plans(planning)
Implementing plans
( directing and
motivating)
Measuring
performance
(Controlling)
Compare actual to
planned performance
(controlling)
DECISION MAKING
BEGIN
8/6/2019 unit-2 (IM)
27/95
Plan
Actiontaken to
implementplan
Results
Comparison of
plannedand actual
result
Evaluation
Decision toreward or
punish
managers
Decision tochange
operationsor revise
plans
Planning Process
8/6/2019 unit-2 (IM)
28/95
CO-ORDINATING
As per Alan C. Reiley and James D. Mooney, Co-ordination is the orderly arrangement of group effort, toprovide unity of action in the pursuit of common purpose.
As per E.F.L. breach, Co-ordination is balancing andkeeping the terms together, by ensuring a suitableallocation of working activities to the various members andseeing that these are performed with the due harmonyamong the members themselves.
In simple terms,Co-ordination is the orderlyarrangement of group effort, to provide unity of
action in the pursuit of common purpose.
8/6/2019 unit-2 (IM)
29/95
NEED FOR CO-ORDINATION Numerous persons at work
Subdivisions and complexity of work
Delegation of authority and responsibility
Chances of difference between executives and specialists.
Human nature and their problems.
Growth in size of organization
TYPES OF CO-ORDINATION Internal Co-ordination
External Co-ordination
Vertical Co-ordination
Horizontal Co-ordination
8/6/2019 unit-2 (IM)
30/95
COMMUNICATION It is a process by which instructions, ideas, thoughts or
information are transmitted, received and understand, bythe persons working in the organization.
As per Keith Davis, It is the process of passing
information and understanding from one person toanother. It is essentially a bridge of meaning betweenpeople. By using this bridge meaning, a person can safelycross the river of misunderstanding that separate all thepeople.
As per Wibur Schramn, the essence of communication is getting the receiver and the sendertuned together for a particular message.
Components of communication :- Sender, Message,receiver and feedback.
8/6/2019 unit-2 (IM)
31/95
COMMUNICATION PROCESS
8/6/2019 unit-2 (IM)
32/95
ESSENTIALS OF COMMUNICATION
It must be clear in purpose and intention
Participation
Transmission
In simple language
Attach importance to action rather than work
Cordial Employer-employee relations
IMPORTANCE OF COMMUNICATION IN MANAGEMENT
Smooth and un-restricted running of the enterprises Quick decisions and implementation
Proper planning and co-ordination
Maximum productivity with minimum cost
Morale building and democratic management
8/6/2019 unit-2 (IM)
33/95
DECISION MAKING
A course of action consciously chosen from availablealternatives for the purpose of a desired result.
It is to decide the future course of action for theorganization over short or long terms.
The decisions is the point at which plans, policies andobjectives are translated into concrete actions.
8/6/2019 unit-2 (IM)
34/95
STAGES IN DECISION MAKING
8/6/2019 unit-2 (IM)
35/95
SCIENTIFIC MANAGEMENT Given by F.W.Taylor (March 20, 1856- March 21. 1915), also
known as father of scientific management.
He implies application of scientific principles for studying andidentifying management problems.
As per Taylor Scientific management is an art of knowingexactly what you want your men to do and seeing that they doit in the best and cheapest way.
If work is analysed scientifically it will be possible to find onebest way of do it.
As per Peter F. Drucker The cost of scientific management
is the organized study of work, the analysis of work into simplestelement and systematic management of workers performancefor each element.
Tools for scientific management :- Time study
Motion study
Functional Foremanship
8/6/2019 unit-2 (IM)
36/95
8/6/2019 unit-2 (IM)
37/95
FAYOL PRINCIPLES OF
MANAGEMENT Henry Fayol in his book titled General and Industrial
Management in the year 1916.
Following fourteen principles were given :- Division of Work
Authority and responsibility
Discipline
Unity of command
Unity of direction
Emphasis on subordination of personal interest to common interest.
Adequate remuneration to personnel
Centralization
Scalar chain or line of authority
Order
Equity
Stability of workers
Initiative Esprit de Corps (Team Spirit)
8/6/2019 unit-2 (IM)
38/95
MANAGEMENT TOOLSMETHOD STUDY(MOTION STUDY)
8/6/2019 unit-2 (IM)
39/95
INTRODUCTION Pioneers who had contributed to emergence and development of
work study : Frank B. Gilberth, F.W. Taylor, Bedaux, HenryL. Gantt, Harrington Emerson, Halsey, Rowan, etc.
3 main aspects:-
More effective use of plant and equipment More effective use of human effort
Evaluation of human work
Work study analysis of work into smaller parts followed byarrangement of these parts to give the same effectiveness at alesser cost.
Examines both method and duration of the work.
Work study is primarily concerned with discovering the bestways of doing jobs and with establishing standards basedupon such methods.
Work study, analytical investigation of the methods, conditionsand effectiveness of industrial work, and determining the ways bywhich human efforts may most economically be applied.
8/6/2019 unit-2 (IM)
40/95
IMPORTANCE OF WORK STUDY
Raising productivity by re-organization of work
Determine standards of performance for effective planning andcontrol.
Systematic approach, no factor overlooked.
Better work place, neat and clear working environment.
Saving and efficient use of human and material resources
Eliminates unnecessary human efforts
Improved safety
Reduction in fatigue and health hazard.
Determine level of skill in workers for implementing theincentive based wage system
Minimize unit cost by proper selection and use of machine,process, etc.
8/6/2019 unit-2 (IM)
41/95
METHOD STUDY It is the systematic recording and critical examination of
existing and proposed ways of doing works as means ofdeveloping and applying easier and more effective methods andreducing cost.
Objectives :- Improvement of process and procedures
Improvement of work place layout and of the design of plant and equipment.
Economy in human efforts and reduction of unnecessary fatigue.
Improvement in use of materials, machines and manpower.
Development of better physical working environment
Find best way of doing a job
Standardise the best method
Train the individual as per stanardised method
Reduction of waste and scrap, improving quality
Effective material handling
Greater job satisfaction, higher standards of safety and health
Improvement in flow of production and processes.
8/6/2019 unit-2 (IM)
42/95
STEPS IN METHOD STUDY Techniques of method study aims at doing 3 things:-
Reveal and analyse true facts concerning the situation
Examine those facts critically
To develop the best possible answer from the examination of facts.
Definite and ordered sequence of analysis is as follows:- Define the problem
Obtain all the facts relevant to the problem
Examine the fact critically and impartially
Consider the courses open and decide which to follow
Act on the decision
Follow up the development.
8/6/2019 unit-2 (IM)
43/95
8/6/2019 unit-2 (IM)
44/95
SELECT( Selection Of Work ForStudy)
Factors to be considered:- Economic Consideration
Technical Consideration
Human reactions
Economic Consideration:- waste of time to start or continue along investigation, cost of study and cost related to theinvestigation.
Obvious early choices:- Bottleneck which are holding up other production operations
Movement of material over long distance of shops Operation involving a great deal of manpower and equipment
Inconsistencies in quality
Highly fatigued work
Technical Consideration:- adequacy of technical knowledge tosort out bottleneck.
Human Reaction:- mental and emotional reactions toinvestigation and changes of method should be anticipated.
METHOD STUDY
8/6/2019 unit-2 (IM)
45/95
METHOD STUDY
Select the job to be
studied
Record facts relating toexisting method
Diagram Charts Models
Examine all relevant factscritically but impartially
Purpose Place Sequence Person Means
Develop alternative method tothe existing method
Select the most economicalmethod and define it
Install the new method plan-arrange-implement
Maintain the new method, verify itsimplementation at regular intervals
To achieve improved factory and work place layout improveddesigned of equipment ,better working condition, reduction of fatigue
Improved productivity
Steps in Method study
8/6/2019 unit-2 (IM)
46/95
RECORDING TECHNIQUES
Success of procedure depends upon the accuracy with which thefacts are recorded.
Purpose:- To enable the process to be clearly understood.
To present the existing facts for analysis. To submit the proposal to the mgmt. in a form which can be easily understood.
To guide supervisors and operators regarding detailed operating instructions.
Types of chars:- A Charts :- Indicating process sequence ( Flow process chart, two handed
process chart)
B Charts:- Using time table ( Multiple activity chart, Simo chart, PMTS charts)
C charts:- Indicating movements and models ( flow diagrams, string diagrams,cycle graphs, chrono-cycle graph, travel chart, etc.)
8/6/2019 unit-2 (IM)
47/95
OUTLINE PROCESS CHART
Gives the overall picture of the progress
Its the graphic representation of materials introduced into aprocess and the sequence of all operations.
Vertical line:- General flow of the processHorizontal line:- Material being introduced
Objectives:- Helps to decide whether a further and more detailed record is required.
Used in deciding the layout of the plant and location of one deptt. with respectto others.
Helps the analyst for better examining and understanding of the process Shows clearly the relationship between various parts and materials which enter
the final assembly.
8/6/2019 unit-2 (IM)
48/95
8/6/2019 unit-2 (IM)
49/95
8/6/2019 unit-2 (IM)
50/95
FLOW PROCESS CHART Graphical representation of all operations, inspections,
transportations, delays and storage occurring during a process.
Types of flow process chart:-
Man Type:- it records what the worker does.
Material type:- it records what happens to the material
Equipment type:- records how the equipment is used.
Objectives:-
Visualise complete sequence of events occurring.
To study the event in a systematic way for the complete analysis:-
To improve layout To improve material handing
To reduce delays
To eliminate, combine or re-arrange the events in a systematic way.
To compare between two or more alternative methods
To select operation for detailed study.
8/6/2019 unit-2 (IM)
51/95
8/6/2019 unit-2 (IM)
52/95
8/6/2019 unit-2 (IM)
53/95
TWO HAND PROCESS CHART
Also known as Right and Left Hand Process chart.
It is a study to analyse the motions used by the workers inperforming an activity.
It is chart in which the activities of a workers hand arerecorded, in their relationship to one another.
Commonly used for repetitive and short operations.
Same symbols are used but with changed meaning.
Procedure:-
Before start of recording, study the operation cycle few times.
Observe one hand at a time and record.
Record few symbols at a time.
Start observing and recording at position which can be easilydistinguished.
Card must be taken while observing and recording.
8/6/2019 unit-2 (IM)
54/95
TWO HAND CHART
8/6/2019 unit-2 (IM)
55/95
MULTIPLE ACTIVITY CHART its a chart in which the activities of more than one item ( worker,
machine or equipment) are recorded on a common time scale toshow their inter-relationship.
Shows very clearly the period of idleness on the part of any items
during the process. Makes rearrangement possible so the infective time is reduced.
Uses only 2 symbols :- Working Idle
Objectives:-
To detect the period of idleness on the part of men and machines.
To determine the number of machines which an operator shouldbe able to look after.
In organising teams of workers on mass production work.
To determine number of workers necessary to perform a jobinvolving team work.
8/6/2019 unit-2 (IM)
56/95
MAN AND MACHINE CHART The worker and machine process chart (Man-machine chart) is
used to study, analyze, and improve one workstation at atime.
The chart shows the exact time relationship between theworking cycle of the person and operating cycle of themachine.
These facts can lead to utilization of both worker andmachine time, and a better balance of the work cycle.
Many machine tools are either completely automatic or
semi automatic. The utilization of this idle time can increase operator earnings
and improve production efficiency.
2 type of diagrams:- Flow diagrams
Sting diagrams
8/6/2019 unit-2 (IM)
57/95
8/6/2019 unit-2 (IM)
58/95
STRING DIAGRAM Thus, string diagram and flow chart can give clearest
possible picture of what is actually being done.
Flow process chart will be examined critically in
order to make sure that all unnecessary activities are
eliminated before a new method is proposed and
tested using string diagram.
String diagram can be used to plot movements of
material to know how far the materials travel.
Most commonly, the string diagram is used for
plotting the movements of workers.
8/6/2019 unit-2 (IM)
59/95
STRING DIAGRAM: PROCESS A scale plan of working area similar to that required
for a flow diagram must be made; as stated earlier, withhigher accuracy.
Machines, benches, stores etc. should be drawn toscale, together with doorways, pillars, partitions.
Completed plan should be attached to a softwoodboard and pins driven into it firmly at everystopping point, the heads being allowed to stand well
clear of the surface. Pins should also be driven in at all the turning points
on the route.
A measured length of thread is then taken and tiedaround the pin at the starting point of the movements.
8/6/2019 unit-2 (IM)
60/95
8/6/2019 unit-2 (IM)
61/95
8/6/2019 unit-2 (IM)
62/95
TRAVEL CHART String diagrams take a rather long time to construct. And
when a great many movements along complex paths are
involved, the diagram looks like ugly mess of criss-
crossing lines.
When the movement patterns are complex, the travel chart
is quicker and more manageable recording technique.
It is a tabular record for presenting quantitative data about
movements of workers, materials or equipment between
any number of places over any given period of time.
It is represented as a square matrix: columns indicating
origin of movement and rows the destination. Or vice
versa.
Data could be travel time taken, distance traveled etc.
8/6/2019 unit-2 (IM)
63/95
8/6/2019 unit-2 (IM)
64/95
MICRO MOTION STUDY It is a set of techniques intended to divide human activity into
groups of movements or micromotions (therbligs) and the studyof such movements helps to find for an operator one best patternof movements that consumes less time and requires less effort for
accomplish the task.
It makes use of motions pictures of the activities taken at a pre-determined constant speed.
Used for those operations which are short in cycle and repetitivein nature.
Require greater details to determine where movements andefforts can be saved and developed the best possible pattern ofmovement.
8/6/2019 unit-2 (IM)
65/95
OBJECTIVES
Assist in finding the most effective ways of doing a work.
Helps to study repetitive short cycle operations.
To train the operator regarding the motion economy.
To assist research project in the field of work study.
Helps in collection of motion time data for synthetic time study. Permanent means of keeping record of method
As an aid in teaching the fundamentals of motion study.
Helps in study the complex activities of short duration.
PROCEDURE/STEPS:- Filming the operations to be studied
Analysing the film.
Charting the result of analysis (graphic representation)
Developing improved method.
8/6/2019 unit-2 (IM)
66/95
FILMING
Usual speed of 16 frames per second or 1000 frames per minutewith a 16 mm movie camera.
Lower speeds for filming long periods and higher speeds forshort cycles and very rapid human motions.
8/6/2019 unit-2 (IM)
67/95
EQUIPMENTS
Movie camera
16 mm film
Micro Chronometer or wink counter
Exposure meter
Flood lights and reflectors Motion picture projector with screen.
Film Analysis:-
Running the film number of times at normal speed to makehimself familiar.
Select the work to be study, the starting point and finishingpoint
Each frame of cycle is studied as regards changes in therbligs
Analysis completed, information collected in form of film analysissheet, next step to prepare SIMO chart.
8/6/2019 unit-2 (IM)
68/95
8/6/2019 unit-2 (IM)
69/95
PRINCIPLES OF MOTION ECONOMY Observed that 25-50% of the manual work done in factories, shops,
offices is unnecessary.
3 basic principles of motion economy :- Principles related to the use of human body.
Principles related to the arrangement of the work-place.
Principles related to the design of tools and equipment.
Principles related to the use of human body:- 2 hands should begin and complete their motions at the same time
2 hands should not be idle at the same time, except during rest period.
Motions of the arms should be made in opposite and symmetrical directions andshould be made simultaneously
Hand motions should be confined to the lowest classification with which it ispossible to perform the work satisfactorily
Momentum should be employed to assist the worker whenever possible, and itshould be reduced to a minimum if it must be overcome by muscular effort.
Smooth continuous motions of the hands are preferable to zigzag motions orstraight-line motions involving sudden and sharp changes in direction.
Ballistic movements are faster, easier, and more accurate than restricted(fixation) or "controlled" movements.
Rhythm assists smooth and automatic performance. Arrange the work to permit an
easy and natural rhythm.
8/6/2019 unit-2 (IM)
70/95
Principles related to arrangement of The Work Place:- There should be a definite and fixed place for all tools and materials.
Tools, materials, and controls should be located close in and directly infront of the operator.
Gravity feed bins and containers should be used whenever possible.
Drop delivers should be used whenever possible.
Materials and tools should be located to permit the best sequence ofmotions.
Provide for adequate visual perception. Good illumination is the firstrequirement.
Arrange the height of the workplace and chair for alternate sitting andstanding, when possible.
Provide a chair of the type and height to permit good posture.
8/6/2019 unit-2 (IM)
71/95
Principles related to the design of tools and equipment:- Relieve hands of work that can be done more advantageously by a jig,
fixture, or a foot-operated device.
Combine tools whenever possible.
Pre-position tools and materials.
Where each finger performs some specific movement, such as in typewriting,
the load should be distributed in accordance with the inherent capacitiesof the fingers.
Handles (i.e. cranks and large screwdrivers) should permit as much of thesurface of the hand to come in contact with the handle as possible, especiallywhen considerable force is necessary.
For light assembly, a screwdriver handle should be smaller at the bottom.
Levers, crossbars, and hand wheels should be located in such positionsthat the operator can manipulate them with the least change in body positionand with the greatest mechanical advantage.
8/6/2019 unit-2 (IM)
72/95
WORKMEASUREMENT
8/6/2019 unit-2 (IM)
73/95
INTRODUCTION
Introduced by F.W. Taylor in last 18th century.
Reduces the friction between employers and employees.
Technique was used to determine the length of time a job shouldtake for completion.
Time measurement for any job is essential due to :- For estimating labor cost.
For manpower planning.
For scheduling activities.
For budgeting and control of monetary.
For decisions of equipment requirement
For effective production planning maintenance procedure.
For incentive schemes. For calculation of exact delivery dates of products.
Standard time for completion of job is set by use of workmeasurement.
Helps in improved planning and control and providing a basisfor incentive scheme to the employees.
8/6/2019 unit-2 (IM)
74/95
WORK MEASUREMENT
Definition as per ILO, It is the application of techniquesdesigned to establish the time for a qualified worker to carryout a specific job at a defined level of performance.
Techniques in work measurement:- Stop watch study or time study.
Work sampling Predetermined motion time standards (PMTS)
Time Study:- Use of stop watch (either analog or digital)
To obtain required time for the job.
Standard time is main basis for work measurement.
work sampling:- Method of finding occurrence o a certain activity by statistical sampling of random
observations.
Rely upon statistical theory of sampling and probability theory.
Normal distribution and confidence level are associated.
PMTS:- time establishes for basic human motions are used to buildup time for a job at a defined level of performance.
8/6/2019 unit-2 (IM)
75/95
TIME STUDY
As per ILO, It is a wok measurement technique forrecording the times and rate of working for the elementsof a specified job, carried out under specified conditionsand analysing the data so as to obtain the time necessaryfor carrying out the job at a defined level of performance.
Stop watch is the basic time measuring device, can be eitherelectrical (digital stop watch) or mechanical (analog).
Recording the times and rates of working for the elementsof a specified job carried out under specified conditions,
Analyzing the data so as to obtain the time necessary forcarrying out the job at a defined level of performance.
Equipments required:-
Stop watch
Fly back type
Non-fly back type
Split hand stop watch.
Time study board
Time stud form/sheet.
8/6/2019 unit-2 (IM)
76/95
PROCEDURE FOR TIME STUDY Obtaining and recording all the information about the jo b, the
operator and the surrounding conditions, which is likely to affect the
carrying out of the work.
Recording a complete description of the method, breaking down the
operation into elements.
Examining the detailed breakdown to ensure that the most effective
method and motions are being used.
Measuring and recording the time taken by the operator to perform
each element of the operation.
At the same time assessing the effective speed of the working of the
operative in relation to the observers concept of the ratecorresponding to standard rating.
Extending the observed times to basic times.
Determining the allowances to be made over and above the basic timefor operation.
Determining the standard time for the operation.
Making the time study record sheet.
8/6/2019 unit-2 (IM)
77/95
TIME STUDY RECORD SHEETElements
Time ( Minutes)Average obsrved
time (minutes)
1 2 3 4 5
A 2.4 3.2 2.8 3 2.6 2.8
B 3.6 6.8 3.4 3.8 4 4.3
C 4 4.2 3.8 4.6 4.8 4.2
Observed time.. Personal Allowance..Level of rating factor. Fatigue Allowance....
Normal Time... Standard Time..
Standard Time= Normal Time + allowances + Unavoidable delays
Where, Normal Time = Observed time X Rating Factor= Observed time X observed rating/ Std. rating.
8/6/2019 unit-2 (IM)
78/95
PRODUCTION
PLANNING ANDCONTROL
8/6/2019 unit-2 (IM)
79/95
INTRODUCTION
The basic question to be answered by all industrialmanagers:- What to produce?
How much to produce?
When to produce? What resources are needed?
Production planning and control is the best tool as it involvesplanning of various production activities as per setprogram.
The production planning and control involves:-
Forecasting, requirement planning, inventory control, production planning,process planning, estimating, master schedule, machine loading andscheduling, quality control, expediting, purchase, warehousing, dispatching,etc.
8/6/2019 unit-2 (IM)
80/95
Production:- Transformation by integration or assembly, usingseveral components as inputs and obtaining essentially oneproduct as output. Examples producing machines, householdappliances. Etc.
Planning:- means preparing the scheme in advance beforeactual work is started.
Control:- means the supervision of all the relevant operationswith the help of control mechanism that feed backs the progressof work.
8/6/2019 unit-2 (IM)
81/95
PRODUCTION PLANNING AND
CONTROL
Production planning and control is one of the most importantareas of industrial management.
It aims at achieving the efficient utilization of resources
(material, men, machines, facility, etc.) in anyorganization through planning, coordination and controlof production activities that transform the raw material intofinished products.
As per Charles A. Koepke, Production planning and controlmay be defined as the coordination of functions
according to a plan which will economically utilize theplant facilities and regulate the orderly movement ofgoods during the entire manufacturing cycle, from theprocurement of all materials to the shipping of finishedgoods at a predetermined rate.
8/6/2019 unit-2 (IM)
82/95
8/6/2019 unit-2 (IM)
83/95
8/6/2019 unit-2 (IM)
84/95
FUNCTIONS OF PPC 5 basic functions of PPC:-
Pre-planning:-
Forecasting
Cost estimation of production
Product planning Product designing
Process planning
Resource planning
Routing
Scheduling
Dispatching controlling
ProductionPlanning
Routing
Scheduling
Dispatching
Followup
Pre-plannin
g
8/6/2019 unit-2 (IM)
85/95
8/6/2019 unit-2 (IM)
86/95
PRE-PLANNING It refers to functions carried out prior to production planning.
It includes:-
Forecasting
Cost estimation
Product designing
Product planning Process planning
Resource planning
Forecasting:-
Process of estimation of future activities.
Based on certain estimates, expectations and trends and on theirassessments and evaluations.
Survival of manufacturing unit upon its ability to forecast the demand forits product correctly.
The demand of product depends upon:-
Arrival of new product Government policies
Competitors policy Country economic situation
Time to time fashion changes
8/6/2019 unit-2 (IM)
87/95
Objectives of forecasting:- To determine the financial requirement
To determine the production rate
To determine volume of production
To formulate pricing policies
To decide the need for sale promotion activities To know the need for plant expansion
Factors considered while forecasting:- Trend:- Demand in the previous few years, increase or decrease.
Cyclic Variation:- Some products may have alternative periods ofhigher demand and lower demand
Seasonal Variation:- The product may have demand for the samefew months every year.
Irregular variations:- the demand may suddenly vary due tounforeseen causes like strike, flood, etc.
8/6/2019 unit-2 (IM)
88/95
ROUTING Routing It decides the path of work & the sequence of
operations: Determining the quality of the product to be manufactured
Determining the men, machines & materials to be used
Determining the types, number & sequence of manufacturingoperations
Determining the place of production
Objectives of Routing :- It determines the sequence of manufacturing operations.
It ensures the strict adherence to the sequence determined.
It strives for the best possible & cheapest sequence of operations.
It influences the design & layout of the factory building with a viewto get quick & better production results.
It also influences the installation of plants & factory for betterresults.
8/6/2019 unit-2 (IM)
89/95
SCHEDULING
Scheduling arranges the different manufacturingoperations in order of priority, fixing the time &date for the commencement & completion of
each operation.
In brief, scheduling means fixing or deciding the
amount of work to be done & fixing the time forstarting & finishing each operation.
8/6/2019 unit-2 (IM)
90/95
USES OF SCHEDULING
Scheduling is a necessity in a large setup which producesa variety of products with numerous components.
Scheduling determines the total time required to perform
a given piece of work or assembly. Time & motion study helps standardization of methods of
working.
TYPES OF SCHEDULING:- OPERATIONAL
MASTER
OPERATIONAL SCHEDULING Determines the total time to do a work(Operation) with a given machine or process, details of types ofmaterials, and labour etc.
MASTER SCHEDULING It is a list showing how many of each item tomake in each period of time in future. The nature of master scheduledepends on whether the manufacture is to order to stock.
8/6/2019 unit-2 (IM)
91/95
DISPATCHING
Dispatching is concerned with starting the processes &operations of production.
Dispatching is based on the route sheets, route chart &schedule sheets.
It is defined as physical release of work authorizationto a operating facility ( men, machine) in accordancewith a previously established plan developed by routingand scheduling function.
As per APICS dictionary, Dispatching is the selecting
and sequencing of available jobs to be run atindividual work stations and the assignment ofthese jobs to workers.
8/6/2019 unit-2 (IM)
92/95
FUNCTIONS OF DISPATCHING
To ensure that the right materials are moved from storesto machines & from operation to operation.
To distribute machine loading & schedule charts, routesheets& identification tags for each works order.
To instruct tools department to issue the right tools &fixtures in time.
To authorize the work to be taken in hand as per thepredetermined dates & time.
To inform the follow-up section that production isstarting.
8/6/2019 unit-2 (IM)
93/95
FOLLOW UP
This is the last function of production control. It speed upthe movement of materials & production process as awhole.
It looks into determination of the present situation byexpediting the departments lagging behind & removingthe bottleneck in the production line.
It is the measurement of :- Output against plan
Analysis of performance for shortfalls
It can be done at three stages, For materials,
Work in progress and
Stage during assembly and execution.
8/6/2019 unit-2 (IM)
94/95
INVENTORY CONTROL
It ensures:- Protection against fluctuations in demand,
Better use of men, machines and materials and
Protection against fluctuation in output.
The Main aim of inventory control is To observe the stock investments and to ensure that it lies within
the limits which the organization can afford .
8/6/2019 unit-2 (IM)
95/95
RISK
Production Planning And Control Can Be Linked To ADriver , Who Is Blind folded, Driving A Car Only By TheInstructions Received From His Companion Sitting On TheFront Seat Who Can See Only Through The Rear Window.
This Illustrates The Risk Likely To Be Encountered inCarrying Out This Function.
Often There Is Not A Clear View And One Has To Work ByThe Past Experience.