UBA31 Production Management

ACADEMIC YEAR: 2016 – 2017 REGULATION CBCS - 2012
(UBA31) – (Production Management)

Unit-1 – (Production System)
Type: 100% Theory
Question & Answers
PART – A ANSWERS
1. Define Production System. (Nov 2010)& (Nov 2013)
"The methods, procedure or arrangement which includes all functions required to
accumulate (gather) the inputs, process or reprocess the inputs, and deliver the marketable
output (goods)."
2. What are the intermediate objectives of production management? (Nov 2010)

 Machinery and Equipment:
 Materials
 Money
 Manufacturing services
3. What is Production Management? (Nov 2011)& (Nov 2013)

"Production management deals with decision-making related to production processes so
that the resulting goods or service is produced according to specification, in the amount
and by the schedule demanded and at minimum cost."
4. Mention the meaning of Production Control. (Nov 2011)

It is a systematic planning, coordinating, and directing of all manufacturing activities and
influences to insure having goods made on time, of adequate quality, and at reasonable
cost.
RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

Answers/VER 2.0
Unit – 1 Answers Page 1 of 22
5. Define the term Production. (Nov 2012)

Production is a process of combining various material inputs and immaterial inputs (plans,
know-how) in order to make something for consumption (the output). It is the act of
creating output, a good or service which has value and contributes to the utility of
individuals.
6. What is Mass Production? ( Nov 2012)

The manufacture of goods in large quantities by machinery and by use of techniques such
as the assembly line and division of labor.
7. Define Productivity?(Apr 2013)

An economic measure of output per unit of input.Inputs include labor and capital, while
output is typically measured in revenues and other GDP components such as business
inventories.
8. List out any few scope of Production Management?

 Location of facilities
 Plant layouts and material handling
 Product design
 Process design
 Production and planning control
 Quality control
9. Give the meaning of Continuous Production?

Production facilities are arranged as per the sequence of production operations
from thefirst operations to the finished product. The items are made to flow through the
sequence of operations through material handling devices such as conveyors, transfer
devices, etc.

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10. Define Batch Production?

Batch production is defined by American Production and Inventory Control Society (APICS)
“as a form of manufacturing in which the job passes through the functional departments in
lots or batches and each lot may have a different routing.”
11. List out the Characteristics of Continuous Production?

 Planning and scheduling is a routine action.
 Material handling is fully automated.
 Process follows a predetermined sequence of operations.
 Component materials cannot be readily identified with final product.
12. What are the characteristics of Mass Production?

 Standardization of product and process sequence.
 Dedicated special purpose machines having higher production capacities and
output rates.
 Large volume of products.
 Shorter cycle time of production.
 Lower in process inventory.
13. Give the meaning of Quality.

Quality is a perceptual, conditional, and somewhat subjective attribute and may be
understood differently by different people. Consumers may focus on the specification
quality of a product/service, or how it compares to competitors in the marketplace.
14. What do you mean by Productivity?

Productivity is the ratio of outputs to inputs. It refers to the volume of output produced
from a given volume of inputs or resources. If the firm becomes more productive, then it
has become more efficient, since productivity is an efficiency measure.

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15. List out the various functional areas in PM.

 Marketing Management
 Financial Management
 Personnel Management
 Materials Management
PART – B ANSWERS
1. Write the main functions of Production Management? (Nov 2010/13 / Apr 2013)
The components or functions of production management are as follows:
 Selection of Product and Design,
 Selection of Production Process,
 Selecting Right Production Capacity,
 Production Planning,
 Production Control,
 Quality and Cost Control,
 Inventory Control, and
 Maintenance and Replacement of Machines
The above functions of production management are briefly discussed below.

Selection of Product and Design:
 Production management first selects the right product for production. Then it
selects the right design for the product.
 Care must be taken while selecting the product and design because the survival and
success of the company depend on it.
 The product must be selected only after detailed evaluation of all the other
alternative products.

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Selection of Production Process:

Production management must select the right production process. They must
decide about the type of technology, machines, material handling system, etc.
Selecting Right Production Capacity:

 Production management must select the right production capacity to match the
demand for the product. This is because more or less capacity will create problems.
 The production manager must plan the capacity for both short and long term's
production. He must use break-even analysis for capacity planning.
Production Planning:
 Production management includes production planning. Here, the production manager
decides about the routing and scheduling.
 Routing means deciding the path of work and the sequence of operations.
 The main objective of routing is to find out the best and most economical sequence of
operations to be followed in the manufacturing process.
 Routing ensures a smooth flow of work.Scheduling means to decide when to start and
when to complete a particular production activity.
Production Control
 Production management also includes production control. The manager has to monitor
and control the production.
 He has to find out whether the actual production is done as per plans or not.
 He has to compare actual production with the plans and finds out the deviations. He
then takes necessary steps to correct these deviations.
Quality and Cost Control

Answers/VER 2.0
 Production management also includes quality and cost control. Quality and Cost
Control are given a lot of importance in today's competitive world.
 Customers all over the world want good-quality products at cheapest prices.
 To satisfy this demand of consumers, the production manager must continuously
improve the quality of his products. Along with this, he must also take essential
steps to reduce the cost of his products.
Inventory Control
 Production management also includes inventory control. The production manager must
monitor the level of inventories.
 There must be neither over stocking nor under stocking of inventories.
 If there is an overstocking, then the working capital will be blocked, and the materials
may be spoiled, wasted or misused.
 If there is an under stocking, then production will not take place as per schedule, and
deliveries will be affected.
Maintenance and Replacement of Machines

 Production management ensures proper maintenance and replacement of machines and
equipment.
 The production manager must have an efficient system for continuous inspection
(routine checks), cleaning, oiling, maintenance and replacement of machines,
equipment, spare parts, etc.
 This prevents breakdown of machines and avoids production halts.
2. What are the objectives of Production Function? (Nov 2011)& (Nov 2013)(April/May
2015)
Objectives of Production Function
 To produce goods and services as per the estimated manufacturing cost and minimum
inputs of resources.

Answers/VER 2.0
 To produce right quality goods and services as per the established standards and
specifications.
 To produce goods and services as per the decided time schedule.
 Minimize the use of resources to the optimum level. These are 4 M's :- like Machinery,
Materials, Manpower and Money. These inputs are to be used to full extent to result
minimum cost, quality and time.
 Maximize the utilization of manpower.
 Minimizing the total cost of production with continuous elimination of non-value
added activities and improving labour productivity on the production shop floor.
3. What are the characteristics of Production Management? (Nov 2011)

 “Production Management is the process of effective planning and regulating the
operations of that section of an enterprise which is responsible for the actual
transformation of materials into finished products.”
 This definition limits the scope of production management to those activities of an
enterprise which are associated with the transformation process of inputs into outputs.
 The definition does not include the human factors involved in a production process. It
lays stress on materialistic features only.
 Production Management deals with decision-making related to production process.
 So that the resulting goods and services are produced in accordance with the
quantitative specifications and demand schedule with minimum cost.
 It is evident from above definitions that production planning and its control are the
main characteristics of production management.
 In the case of poor planning and control of production activities the organization may
not be able to attain its objectives and may result in loss of customer’s confidence and
retardation in the progress of the establishment.

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4. Give a brief history of the development of Production Management?(Nov 2012)

At the turn of the 20th century, the economic structure in most of the developed countries
of today was fast changing from a feudalistic economy to that of an industrial or capitalistic
economy.
Individual Efficiency:
 Fredric W Taylor studied the simple output to time relationship for manual labor such
as brick-laying.This formed the precursor of the present day ‘time study’.
 Around the same time, Frank Gilberth and his leaned wife Lillian Gilbert examined the
motions of the limbs of the workers (such as the hands, legs, eyes etc.) in performing
the jobs and tried to standardize these motions into certain categories and utilize the
classification to arrive at standards for time required to perform a given job.
 This was the precursor to the present day ‘motion study’. Although to this day
Gilberth’s classification of movements is used extensively, there have been various
modifications and newer classifications.
collective Efficiency:
So far focus was on controlling the work output of the manual laborer or the machine
operator.
 The primary objective of production management was that of efficiency – efficiency of

the individual operator.
 The aspects of collective efficiency came into being later, expressed through the efforts
of scientists such as Gantt who shifted the attention to scheduling of the operations.
 Even now, we use the Gantt charts in operations scheduling. The considerations of
efficiency in the use of materials followed later. It was almost 1930, before a basic
inventory model was presented by F W Harris.

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Quality:
 After the progress of applications of scientific principles to the manufacturing aspects,
thought progressed to control over the quality of the finished material itself.
 Till then, the focus was on the quantitative aspects; later on it shifted to the quality
aspects.Quality which is an important customer service objective came to be
recognized for scientific analysis.
 The analysis of productive system, therefore, now also included the effectiveness
criterion in addition to efficiency. In 1931, Walter Shewart came up with theory
regarding Control Charts for quality or what is known as ‘process control’.
 This field, which has developed over the years is now known as; acceptance sampling.
Effectiveness as a Function of Internal Climate:

 In addition to effectiveness for the customer, the concept of effectiveness as a function
of internal climate dawned on management scientists through the Hawthorne
experiments which actually had the purpose of increasing the efficiency of the
individual worker.
 These experiments showed that worker efficiency went up when the intensity of
illumination was gradually increased, and even when it was gradually decreased, the
worker efficiency still kept rising.
 This puzzle could be explained only through the angle of human psychology; the very
fact that somebody cared, mattered much to the workers who gave increased output.
Till now, it was Taylor’s theory of elementalisation of task and thus the specialization
in one task which found much use in Henry Ford’s Assembly Line.

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Advent of Operations Research Techniques:

 The birth of Operations Research (OR) during the World War II period saw a big
boost in the application of scientific techniques in management.
 During this war, the Allied Force took the help of statisticians, scientists, engineers
etc. to analyze and answers questions such as: What is the optimum way of mining the
harbors of the areas occupied by the Japanese
 After World War II, this field was further investigated and developed by academic
institutions. Various techniques such as linear programming game theory, queuing theory
and the like developed by people such as George Dantzig A Charnes
5. Explain the relationship of production with other functions? (Nov 2012)& (Apr 2013)
 An organization is considered as a system having several sub-systems. Marketingsub-
system has to make available the products to the consumers for their consumption. It
receives sales orders, which are communicated to the production sub-system.
 Production utilizes raw materials, which are processed on plant and machinery to turn
out a value-added finished product. In other words, an organization utilizes the
available facilities to satisfy the market.
 While manufacturing products, the production function organizes its resources in

accordance with the production plan.
 The finance function makes available finance necessary to carry out their functions to
all other departments.
 Personnel function is a support function which plans and provides manpower to all
other sub-systems. It formulates suitable personnel policies.

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 All business sub-systems are inter-linked and inter-dependent. Marketing may fail, if
the production does not fulfill the expectations of customers by providing suitably
manufactured products.
 Production may fail in the absence of the working capital necessary to buy raw
material for turning out the product.
 If skilled manpower is not available all other plans will come to a naught. The co-
ordination amongst the various sub-systems is necessary for effective functioning of
any organization.
 Interface of Production and other FunctionsAccountants have to understand the basic

inventory management and capacity utilization.
 Management Accountants must know process costing and variance analysis.
 Financial Managers take capital budgeting decision, based on production requirements.
 Cash flow statements and current asset management has to be examined in the light of
production decisions. Make-or-buy or plant expansion has financial implications.
 Marketing Managers have to understand production schedules to meet their delivery

requirements.
 They should understand ho-w products can be customized. Production has a great role
to play in new product development. In service industries, Marketing and operation
overlap each other.

Answers/VER 2.0
 Personnel department is interested in understanding job analysis, job descriptions, job

specifications and job evaluation. They develop compensation plans and incentive
system, keeping production requirements in mind.
 MIS has to install suitable control systems for production control which takes inputs
from marketing information system and provides output to purchasing information
system.
 Entrepreneurs owe their success to successful production planning supported by

working capital management and inventory management.
6. Explain the input and output relationship in Production System? (Nov 2013)
 There exists some relationship between inputs and output of a firm.
 In Economics, such a relationship is known as production function.
 Production function is an expression of the technological relation between physical
inputs and output of a good.
Symbolically: Ox = f i1, i2, i3………………………. in)
{Where: Ox = Output of commodity x; f = Functional relationship; i1, i2, …. in = Inputs
needed for Ox}
More about Production Function:

1. The production function specifies either the maximum output that can be produced with
the given inputs or the minimum quantity of inputs needed to produce a given level of
output.
2. Production function establishes a relation between inputs and output, which is technical
in nature.Production function is not economical in nature as we do not consider the value
of inputs and output.

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3. Production function is always defined with respect to a given technology. If there is an

improvement in the technique of production, then increased output can be obtained with
the same physical inputs.
4. The production function includes only the technically efficient methods of production as
no rational entrepreneur will use inefficient methods.
7. What are the functions of Production Management? (Apr 2013)
 Selection of Product and Design,
 Selection of Production Process,
 Selecting Right Production Capacity,
 Production Planning,
 Production Control,
 Quality and Cost Control,
 Inventory Control, and
 Maintenance and Replacement of Machines
8. Write objectives of Production Management? (Nov 2013)&(Apr 2013)

The objective of the production management is ‘to produce goods services of right
quality andquantity at the right time and right manufacturing cost’.
RIGHT QUALITY
The quality of product is established based upon the customer’s needs. The right
quality is notnecessarily best quality. It is determined by the cost of the product and the
technical characteristics as suited to the specific requirements.
RIGHT QUANTITY
The manufacturing organization should produce the products in right number. If
they are producedin excess of demand the capital will block up in the form of inventory
and if the quantity isproduced in short of demand, leads to shortage of products.
RIGHT TIME

Answers/VER 2.0
Timeliness of delivery is one of the important parameter to judge the effectiveness

of productiondepartment. So, the production department has to make the optimal
utilization of input resourcesto achieve its objective.
RIGHT MANUFACTURING COST
Manufacturing costs are established before the product is actually manufactured.
Hence, allattempts should be made to produce the products at pre-established cost, so as to
reduce thevariation between actual and the standard (pre-established) cost.
9. Differentiate Productivity and Production(Nov 2013)
 Productivity of an organization is defined as the ratio of outputs produced by the

organization and the resources consumed in the process. Thus we can describe
productivity mathematically as:
Productivity = Output / Inputs
Here the output refers to the quantity of and services produced by the company, and inputs
refers to the quantities of resources such as labor, material, physical facilities, and energy
consumed for producing the same.
 Production is the total output produced by an organization in a given period. These

outputs consist of the goods and services that are supplied by a company to its
customers.
 Productivity is concerned with the inputs used in the process. Thus productivity
represents only the numerator in the above equation for productivity.
 Productivity is used to assess the extent to which certain outputs can be extracted
from a given input.
 We can measure productivity for a single input resource such as manpower used, or
for multiple resources.

Answers/VER 2.0
 There can be many different types of productivity measurement depending on the

type of resources considered.
 Some of the most common types of productivity measurements include labor

productivity,machine or capital productivity, material productivity, and land
productivity.
 Here the term ‘land’ is used to denote all natural resources rather than just land.
 Managers also need to pay attention to the total production to make sure that a
company is meeting the requirements of products and services required by the
customers.
 Managers also need to pay attention to production for production planning and
scheduling.
 Similarly, long term planning of sales volumes and production capacities also
requires focusing on production.
PART – C ANSWERS
1. Explain the scope of Production Management?(Nov 2010)& (Nov 2013)

Scope of production and operations management
Facility Location - Selecting appropriate location for the production
Plant layouts and material handling

 Deciding upon the machines, equipment and necessary devices which could lead to
effectual and desired production in the most economical way.
 Preparation of plan layout for the establishment of machines in the required sequence.
 Storage of material and handling it in most effective way to avoid the wastage and
delivery at the work centers as and when required.

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Product design
Designing the product and conceive the idea about its production.
Process design
Determination of the production process which is most relevant and efficient in the
givenstate of affairs
Production and planning control

 Planning the production and its various aspects how, when and where producing a
particular product or its assembly will be done.
 Quality control - Controlling the production and ensuring the quality by setting the
check points and taking the periodic measurements of the current performance.
Materials management
 Managing the inventories of raw material, semi-finished and finished goods in a way
that neither excessive money may block in this non-productive operation nor the
required material.
Maintenance management
 Analysis the deviations and formulating the corrective measures to stay in track with
planned quality, time-schedule and predetermined cost schedules.
 Fortune 500 companies aren't just successful because of luck or market factors. Rather,
they are the beneficiaries of well-planned strategies that make the best use of their
resource.
 In other words, of strong production management teams. Production management
departments help keep Fortune 500 companies on top by efficiently utilizing resources
and satisfying customers.
Raw Materials
Answers/VER 2.0
 A strong production management department is able to analyze the different options

available for the raw materials and resources necessary for production and to procure
materials of the right quality and at the right price.
 The optimal materials for a company are not necessarily the highest quality or lowest
price available but are instead the materials best suited for a company's production
model.
 Strong production management departments are able to find dependable suppliers who
offer just the right materials.
Production Process
 Managing the production process is the most important function of a production
management department.
 The department must decide how many workers are necessary, which equipment
should be used, and what process will provide the best product to meet customer
needs.
 A strong production management department will streamline the production process so
that it costs the least amount of money while still maintaining the necessary level of
quality.
Customer Satisfaction
 By ensuring a quality product, keeping costs low and delivering products in a timely
manner, a successful production management team helps a company attract and retain
customers.
 Adding to a company's customer base brings in profits and is the primary benefit of
effective management of the production process.
Investor Confidence

Answers/VER 2.0
 Because effective production management contributes to the profitability of a

company, it lends that company an image of success and contributes to investor
confidence.
 Fortune 500 companies understand this principle better than most businesses.
 By attracting investors, a well-managed company can attain more capital, allowing it
to further improve or expand its business.
 In the final analysis, strong production management makes a business successful
because it attracts money through both profits and investment.
2. Describe the benefits of Production Management?(Nov 2012)

Raw Materials
 A strong production management department is able to analyze the different
options available for the raw materials and resources necessary for production and to
procure materials of the right quality and at the right price.
 The optimal materials for a company are not necessarily the highest quality or
lowest price available but are instead the materials best suited for a company's production
model.
 Strong production management departments are able to find dependable suppliers

who offer just the right materials.
Production Process
 Managing the production process is the most important function of a production
management department.
 The department must decide how many workers are necessary, which equipment should be
used, and what process will provide the best product to meet customer needs.
 A strong production management department will streamline the production process so

that it costs the least amount of money while still maintaining the necessary level of
quality.

Answers/VER 2.0
Customer Satisfaction
 By ensuring a quality product, keeping costs low and delivering products in a timely
manner, a successful production management team helps a company attract and retain
customers.
 Adding to a company's customer base brings in profits and is the primary benefit of
effective management of the production process.
Investor Confidence
 Because effective production management contributes to the profitability of a company, it
lends that company an image of success and contributes to investor confidence.
 Fortune 500 companies understand this principle better than most businesses. By attracting
investors, a well-managed company can attain more capital, allowing it to further improve
or expand its business.
 In the final analysis, strong production management makes a business successful because
it attracts money through both profits and investment.
3. Discuss the advantages of Job production?

Job production, sometimes called jobbing or one-off production, involves
producing custom work, such as a one-off product for a specific customer or a small batch
of work in quantities usually less than those of mass-market products.
With batch production and flow production it is one of the three main production
methods.
Job production can be classical craft production by small firms (making railings for
a specific house, building/repairing a computer for a specific customer, making flower
arrangements for a specific wedding etc.), but large firms use job production, too, and the
products of job production are often interchangeable, such as machined parts made by a
job shop.
Examples include:
Answers/VER 2.0
 Designing and implementing an advertising campaign

 Auditing the accounts of a large public limited company
 Building a new factory
 Installing machinery in a factory
 Machining a batch of parts per a CAD drawing supplied by a customer
 Building the Golden Gate bridge
 Fabrication shops and machine shops whose work is primarily of the job
production type are often called job shops.
 The associated people or corporations are sometimes called jobbers.
 Job production is, in essence, manufacturing on a contract basis, and thus it forms a
subset of the larger field of contract manufacturing.
 But the latter field also includes, in addition to jobbing, a higher level of
outsourcing in which a product-line-owning company entrusts its entire production
to a contractor, rather than just outsourcing parts of it.
Benefits
Key benefits of job production include:
 Can provide emergency parts or services, such as quickly making a machine part
that would take a long time to acquire otherwise
 Can provide parts or services for machinery or systems that are otherwise not
available, as when the original supplier no longer supports the product or goes out
of business (orphaned)
 Work is generally of a high quality
 A high level of customization is possible to meet the customer's exact requirements

Answers/VER 2.0
 Significant flexibility is possible, especially when compared to mass production
 Workers can be easily motivated due to the skilled nature of the work they are
performing
4. What are the different types of Production? Explain. (Apr 2014)
 A production manager will have to choose most appropriate method for his enterprise.
 The final decision regarding any particular method of production is very much affected by
the nature of the products and the quantity to be produced.
 Production methods may be broadly classified as Job Production, Batch production and
Mass or Flow Production.
(i) Job Production:

 Under this method peculiar, special or non-standardized products are produced in
accordance with the orders received from the customers.
 As each product is non- standardized varying in size and nature, it requires separate job for
production.
 The machines and equipment’s are adjusted in such a manner so as to suit the requirements
of a particular job.
 Job production involves intermittent process as the work is carried as and when the order
is received.
 It consists of bringing together of material, parts and components in order to assemble and
commission a single piece of equipment or product.
 Ship building, dam construction, bridge building, book printing are some of the examples
of job production.
 Third method of plant layout viz., Stationery Material Layout is suitable for job
production.
(ii) Batch production:

 Batch production pertains to repetitive production. It refers to the production of goods, the
quantity of which is known in advance.

Answers/VER 2.0
 It is that form of production where identical products are produced in batches on the basis
of demand of customers’ or of expected demand for products.
 This method is generally similar to job production except the quantity of production.
 Instead of making one single product as in case of job production, a batch or group of
products are produced at one time.
 It should be remembered here that one batch of products may not resemble with the next
batch.
 Under batch system of production the work is divided into operations and one operation is
done at a time.
 After completing the work on one operation it is passed on to the second operation and so
on till the product is completed.
(iii) Mass or flow production:
 This method involves a continuous production of standardized products on a large scale.

Under this method, production remains continuous in anticipation of future demand.
 Standardization is the basis of mass production. Standardized products are produced under
this method by using standardized materials and equipment.
 There is a continuous or uninterrupted flow of production obtained by arranging the
machines in a proper sequence of operations.
 Process layout is best suited method for mass production units.
 Flow production is the manufacture of a product by a series of operations, each article
going on to a succeeding operation as soon as possible.
 The manufacturing process is broken into separate operations.
 The product completed at one operation is automatically passed on to the next till its
completion.
 There is no time gap between the work done at one process and the starting at the next.
The flow of production is continuous and progressive.
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Answers/VER 2.0

Unit-2 – (Production Planning and Control)
Type: 100% Theory
Question & Answers
PART – A ANSWERS
1. What do you mean by Production System? (Nov 2010)

A production system comprises both the technological elements (machines and tools) and
organizational behavior (division of labor and information flow) needed to produce
something.
2. Mention the meaning of Production Control?(Dec 2011)&(Apr 2014)

Production control is the activity of monitoring and controlling any particular production
or operation. Production control is often run from a specific control room or operations
room.
3. State the meaning of Dispatching? (Nov 2012)

Dispatching is "the selecting and sequencing of available jobs to be run at individual
workstations and the assignment of those jobs to workers."
4. What is Production Planning? (Nov 2012), (Nov 2013)& (Apr 2014)

Production planning is the planning of production and manufacturing processes in a
company or industry.It utilizes the resource allocation of activities of
employees,materials and production capacity, in order to serve different customers.
5. What is Routing? (May 2013)

Routing lays down the flow of work in the plant. It determines what work is to be done
and where and how it will be done. Taking from raw material to the finished product,
routing decides the path and sequence of operations to be performed on the job from one
machine to another.
6. What is a Production Scheduling? (Nov 2013)(April/May 2015)

Scheduling is the process of arranging, controlling and optimizing work and workloads in
a production process or manufacturing process. Scheduling is used to allocate plant and
machinery resources, plan human resources, plan production processes and purchase
materials.
RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-2 Answers/VER
2.0
7. Define Corrective Maintenance?

Corrective maintenance is a maintenance task performed to identify, isolate, and rectify a
fault so that the failed equipment, machine, or system can be restored to an operational
condition within the tolerances or limits established for in-service operations.
8. What do you mean by Preventive Maintenance?

Preventative maintenance (or Preventive Maintenance ) is maintenance that is regularly
performed on a piece of equipment to lessen the likelihood of it failing.
9. Define Periodic Maintenance?

The basic maintenance of equipment made by the users of it. It consists of a series of
elementary tasks (data collections, visual inspections, cleaning, lubrication, and
retightening screws)
10. Give the meaning of Maintenance Management?

Maintenance management is a business concept that describes the successful and efficient
management of maintenance issues involved in the upkeep, operation and productivity of a
factory, manufacturing facility or plant.
11. List out any two objectives of Production Planning and Control?
(i) Provision of raw material, equipment, machines and labour.
(ii) To organizeproduction schedule in conformity with thedemand forecast.
(iii) The resources are used in the best possible manner in such a way that the cost of
production is minimized and delivery date is maintained.
(iv) Determination of economic production runs with a view to reduce setup costs.
12. What do you mean by Stratum formulation?

A production system normally consists with hierarchy of the organization. And those are
related with the size of the organization and the function of the organization. and stratum
normally related with the size, hierarchy, and the function of the organization.
13. Define Process selection?

Process selection refers to the strategic decisions of selecting the kind of production process
to have in a manufacturing plant.

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14. Give the meaning of Cost Control?

The practice of managing and/or reducing business expenses. Cost controls starts by the
businesses identifying what their costs are and evaluate whether those costs are reasonable and
affordable.
15. List out any two importance of Maintenance Management?
• Maintenance management is essential to the success of any organization because a

poorly-organized maintenance program can bring the entire company to a halt.
• If maintenance employees are fixing a broken photocopier instead of an essential piece

of production equipment, a factory can stop producing anything.
PART – B ANSWERS
1. Explain the objectives of Productive System?(Nov 2010)

System discrimination:
We know production system is involved on input and output it does not consist
with any waiter connection involving its all phase that is connectingwith the technology.
 All other phases that are related with the manufacturing are a production system
environment. And this definition system normally called system discrimination.
Interrelationship among system:

We know that production is a process and it has a way to perform. And those have a close
relationship with each other. This is familiar as a interrelationship.
Stratum formulation:
 A production system normally consistswith hierarchy of the organization.
 And those are related with the size of the organization and the function of the
organization.
 And stratum normally related with the size, hierarchy, and the function of the
organization.

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Specialization of function:
 If the production system expands its area of production and large number of
hierarchy and start each performing specialized function.
 Then the interrogation function of the specialization will give you the maximum
output or benefit.
Increase of entropy:
 We know that everything is changing in our life day by day. We need to cope with
those changes.
 We will change our old employee by the new ones, we will replace our machine by
new machine and we will change our technology by new technology for stability of
our production.
2. What are the main functions of Production Planning and Control? (Dec
2011)(April/May 2015)
 Production planning and Control department is one of the important department for
the apparel manufacturing company.
 In the context of the apparel manufacturing primary roles of the Production

Planning and Control (PPC) department has been listed below.
 Each functions has been explained briefly just overview about the task. To know
details about the task read related articles.
Job or Task Scheduling:
 Preparation of time and action calendar for each order from order receiving to
shipment.
 The job schedule contains list of tasks to be processed for the styles.Against each
tasks planner mentions when to start a task and what is dead line for that task.
 Name of responsible person (department) for the job is being listed. For example,
scheduling planned cut date (PCD), line loading date etc.

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Material Resource Planning (Inventory):

Preparation of Material requirement sheet according to sample product and buyer
specification sheet. Consumption of material (fabric, thread, button, and twill tape) is
calculated and estimated cost of each material.
Loading production:
Planner defines which style to be loaded to the production line and how much quantity to
be loaded.
Process selection & planning:

 Processes needed to complete an order vary style to style.
 According to the order (customer) requirement PPC department select processes

for the orders.
 Sometime extra processes are eliminated to reduce cost of production.

Facility location:
 Where a company has multiple factories (facilities) for production and factories are
set for specific product, planner need to identify which facility will be most
suitable for new orders.
 Sometimes there may be a capacity shortage in a factory, in that case planner need
to decide which facility will selected for that orders.
Estimating quantity and costs of production:

Planner estimate daily production (units) according to the styles work content. With the
estimated production figure, production runs and manpower involvement planner also
estimate production cost per pieces.
Capacity planning:
 PPC department plays a major role during order booking. They decide (suggest)
how much order they should accept according to their production capacity.
 Allocating of total capacity or deciding how much capacity to be used for an order
out of total factory capacity.

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 Regularly updating factories current capacity (production capacity). To know more

read the article - How to calculate production capacity of a factory
Line planning:
Preparing detailed line planning with daily production target for the production line. Most
cases line planning is made after discussing with production team and Industrial engineers.
Read - What is Line Planning?
3. Explain the objectives of Routing? (Dec 2011)
• What work (operations) will be done on a product?
•Where (on which machine/dept.) these operations will be performed?
• How these operations will be performed?
• In which sequence the job (from raw material stage to finished goods stage)
Therefore, the main objective of routing is the selection of best and cheapest way to
perform a job. It depends upon:
• Type of available machines
• Capacity of each machine
• Labor required for each machine
• Availability of tools and other resources
• Efficiency of employees
• Types and quantities of the products to be manufactured
• Department in which the production is to be carried out
4. What are the objectives of Production and Control? (Nov 2012)
(i) Provision of raw material, equipment, machines and labour.
(ii) To organize production schedule in conformity with the demand forecast.

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(iii) The resources are used in the best possible manner in such a way that the cost of
production is minimized and delivery date is maintained.
(iv) Determination of economic production runs with a view to reduce setup costs.
(v) Proper co-ordination of the operations of various sections/departments responsible for

production.
(vi)To ensure regular and timely supply of raw material at the desired place and of
prescribed quality and quantity to avoid delays in production.
(vii) To perform inspection of semi-finished and finished goods and use quality control
techniques to ascertain that the produced items are of required specifications.
(viii) It is also responsible for product design and development.
5. What are the uses of Scheduling? (Nov 2012)

a production process or manufacturing process. Scheduling is used to allocate plant and
machinery resources, plan human resources, plan production processes and purchase
materials.
Uses of Scheduling
The principle of the optimum task size:

Scheduling tends to achieve maximum efficiency when the task sizes are small, and taska
are of same order of magnitude.
Principle of Optimum use:

The planning should be such that it imposes an equal load on all plants.
Principle of Optimal Sequence:

Scheduling tends to achieve the maximum efficiency when the work is planned so that
work hours are normally used in the same sequence.
6. What are the objectives of Maintenance Management?(April/May 2015)

Maintenance management is the process of overseeing maintenance resources so that the
organization does not experience downtime from broken equipment or waste money on

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inefficient maintenance procedures. Maintenance management software programs can

assist with the process.
Importance
 Maintenance management is essential to the success of any organization because a

poorly-organized maintenance program can bring the entire company to a halt.
 If maintenance employees are fixing a broken photocopier instead of an essential

piece of production equipment, a factory can stop producing anything.
 If the maintenance manager doesn't understand company processes well enough to

know what is most important, this type of scheduling problem becomes more
likely.
 If the maintenance manager schedules four employees when only one is needed,
the company will lose money.
 If materials such as chemicals are not stored and disposed of properly, the
company could have compliance issues.
Scheduling
 To achieve the goal of efficient scheduling, the maintenance manager must

understand how the company works and know the relative priority of different
pieces of equipment.
 For instance, in a paper supply warehouse the forklift and delivery truck could be
in need of maintenance at the same time. Without the forklift, employees cannot
move boxes of paper around the warehouse.
 Without the delivery truck, they can't deliver paper orders to customers. The
maintenance manager needs to know which task has the higher priority and which
once can afford to wait a little while.
Cost Control
 Controlling costs is an important objective, but is not entirely under the control of
the maintenance manager.
 The budget of the maintenance department is usually set by the company, and the
maintenance manager has to work with whatever is provided. For instance, a part

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needed to maintain a certain piece of equipment might be available from more than
one supplier.
 The maintenance manager might have to decide between a less-expensive part that
may wear out more quickly,
Compliance
 Maintenance managers must ensure that all maintenance tasks are conducted in
compliance with local, state and federal laws and regulations.
 It might be easier and more affordable to schedule just one employee to work on a
piece of equipment, but if there is a safety regulation requiring two employees to
perform the task then the maintenance manager could incur a fine for the company
by failing to heed the regulation.
 Part of the job of the maintenance manager is to stay familiar with all relevant
regulations and make sure they are followed.
7. State the advantages of routine maintenance?(May 2013)
 You'll see many benefits from routine maintenance, and it's very easy to keep your
car up to date – you can find the maintenance recommendations in your owner's
manual
 Maintenance doesn't have to be expensive. Read our tips on auto parts to save
money, and if you have the inclination, do some of the maintenance yourself
 Proper maintenance makes your car more reliable. Do you want your car to start
every time, and never leave you stuck on the side of the highway? Then keep up-
to-date on your maintenance, and check over the basics (like engine oil and
coolant) as often as time permits
 You can increase your fuel economy. Spending just a little money on maintenance
will save you money at the gas station. Learn more about fuel economy
 It will decrease pollution emitted from your car
8. Write note on scheduling in Production Management?(Nov 2013)

a production process. Companies use backward and forward scheduling to allocate plant

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and machinery resources, plan human resources, plan production processes and purchase
materials.
 Forward scheduling is planning the tasks from the date resources become available
to determine the shipping date or the due date.
 Backward scheduling is planning the tasks from the due date or required-by date to
determine the start date and/or any changes in capacity required.
The benefits of production scheduling include:
 Process change-over reduction

 Inventory reduction, leveling
 Reduced scheduling effort
 Increased production efficiency
 Labor load leveling
 Accurate delivery date quotes
 Real time information
9. Analyze need for Production Control?(Nov 2013)
 Once the entrepreneur has taken the decisions regarding the product design and
production processes and system, his next task is to take steps for production
planning and control, as this function is essentially required for efficient and
economical production.
 One of the major problems of small scale enterprises is that of low productivity
small scale industries can utilise natural resources, which are otherwise lying.
 Small scale sector can play an important role, similar to the one played by small
scale industries in other developed countries.
 Planned production is an important feature of the small industry.
 The small entrepreneur possessing the ability to look ahead, organize and
coordinate and having plenty of driving force and capacity to lead and ability to
supervise and coordinate work and simulates his associates by means of a
programme of human relation and organization of employees, he would be able to
get the best out of his small industrial unit.

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 Gorden and Carson observe production; planning and control involve generally the
organization and planning of manufacturing process.
 Especially it consists of the planning of routing, scheduling, dispatching inspection,

and coordination, control of materials, methods machines, tools and operating
times.
 The ultimate objective is the organization of the supply and movement of materials
and labour, machines utilization and related activities, in order to bring about the
desired manufacturing results in terms of quality, quantity, time and place.
 Production planning without production control is like a bank without a bank

manager, planning initiates action while control is an adjusting process, providing
corrective measures for planned development.
 Production control regulates and stimulates the orderly how of materials in the
manufacturing process from the beginning to the end
10. What are the advantages of Production and Control? (Apr 2014)
Production planning and control yields the following main advantages
1. Avoidance of Rush Orders
Production is well planned and its time aspects are well controlled. Therefore, production
control reduces the number of risk-orders and overtime works on plant.
2. Avoidance of Bottlenecks
The incomplete work does not get accumulated because production control maintains an
even flow of work.
3. Cost Reduction
Production control programmes minimizes the idleness of men and machines, keeps in
process inventories at a satisfactory level, leads to a better control of raw materials
inventory, reduces costs of storage and materials handling, helps in maintaining quality
and containing rejection and thus reduces unit cost of production.
4. Effective Utilization of Resources
It reduces the loss of time by the workers waiting for materials and makes most effective
use of equipment.
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5. Co-Ordination
It serves to co-ordinate the activities of plant and results in a concerted effort by workmen.
6. Benefits to Workers
Adequate wages, stable employment, job Security, improved working conditions,

increased personal satisfaction, high morale.
7. Efficient Service to Customers
It ensures better service to the customers by enabling production to be conducted in

accordance with the time schedules and therefore deliveries are made on promised dates.
PART – C ANSWERS
1. What do you understand by Production Planning? and explain the steps involved in
Production Plannnig. (Dec 2011)& (Apr 2014)&(Nov 2012)
The four stages or steps in production planning and control are:

Routing
Routing is the first step in production planning and control.
Routing can be defined as the process of deciding the path (route) of work and the
sequence of operations.
 Routing fixes in advance:
 The quantity and quality of the product.
 The men, machines, materials, etc. to be used.
 The type, number and sequence of manufacturing operations, and the place
of production.
Routing may be either very simple or complex. This depends upon the nature of
production. In a continuous production, it is automatic, that it is very simple.

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Routing is affected by the human factor. Therefore, it should recognize human

needs, desires and expectations. It is also affected by plant-layout, characteristics of the
equipment, etc.
The main objective of routing is to determine (fix) the best and cheapest sequence
of operations and to ensure that this sequence is followed in the factory.
Routing gives a very systematic method of converting raw-materials into finished

goods.
 It leads to smooth and efficient work.
 It leads to optimum utilization of resources; namely, men, machines, materials, etc.
 It leads to division of labor.
 It ensures a continuous flow of materials without any backtracking.
 It saves time and space. It makes the work easy for the production engineers and
foremen. It has a great influence on design of factory's building and installed
machines.
Scheduling
 Scheduling is the second step in production planning and control. It comes after
routing.
 Scheduling means to Fix the amount of work to do.Arrange the different

manufacturing operations in order of priority.
 Fix the starting and completing, date and time, for each operation.Scheduling is
also done for materials, parts, machines, etc. So, it is like a time-table of
production. It is similar to the time-table, prepared by the railways.
 Time element is given special importance in scheduling. There are different types
of schedules; namely, Master schedule, Operation schedule and Daily
schedule.Scheduling helps to make optimum use of time.
 It sees that each piece of work is started and completed at a certain predetermined
time. It helps to complete the job systematically and in time. It brings time
coordination in production planning.

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 All this helps to deliver the goods to the customers in time. It also eliminates the
idle capacity. It keeps labor continuously employed.
 So, scheduling is an important step in production planning and control. It is

essential in a factory, where many products are produced at the same time.
Dispatching
 Dispatching is the third step in production planning and control.

 It is the action, doing or implementation stage. It comes after routing and
scheduling.Dispatching means starting the process of production.
 It provides the necessary authority to start the work. It is based on route-sheets and
schedule sheets.
Dispatching includes the following:
 Issue of materials, tools, fixtures, etc., which are necessary for actual production.
 Issue of orders, instructions, drawings, etc. for starting the work.
 Maintaining proper records of the starting and completing each job on time.
 Moving the work from one process to another as per the schedule.
 Starting the control procedure.
 Recording the idle time of machines.
 Dispatching may be either centralized or decentralized:
 Under centralized dispatching, orders are issued directly by a centralized authority.
 Under decentralized dispatching, orders are issued by the concerned department.
Follow-up
 Follow-up or Expediting is the last step in production planning and control. It is a

controlling device. It is concerned with evaluation of the results.
 Follow-up finds out and removes the defects, delays, limitations, bottlenecks,
loopholes, etc. in the production process.
 It measures the actual performance and compares it to the expected performance. It

maintains proper records of work, delays and bottlenecks. Such records are used in
future to control production.

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 Follow-up is necessary when production decreases even when there is proper

routing and scheduling.
 Production may be disturbed due to break-downs of machinery, failure of power,

shortage of materials, strikes, absenteeism, etc.
 Follow-up removes these difficulties and allows a smooth production.
2. Discuss the various types of Maintenance.?(May 2013)& (Nov 2013)
Types of maintenance
Traditionally, 5 types of maintenance have been distinguished, which are differentiated by the
nature of the tasks that they include:
Corrective maintenance:
The set of tasks is destined to correct the defects to be found in the different equipment
and that are communicated to the maintenance department by users of the same equipment.
Preventive Maintenance:
 Its mission is to maintain a level of certain service on equipment, programming the

interventions of their vulnerabilities in the most opportune time.
 It is used to be a systematic character, that is, the equipment is inspected even if it has not
given any symptoms of having a problem.
Predictive Maintenance:
 It pursues constantly know and report the status and operational capacity of the
installations by knowing the values of certain variables.
 To apply this maintenance, it is necessary to identify physical variables . Which variation

is indicative of problems that may be appearing on the equipment.
 This maintenance it is the most technical, since it requires advanced technical resources,
and at times of strong mathematical, physical and / or technical knowledge.

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Zero Hours Maintenance (Overhaul):
 The set of tasks whose goal is to review the equipment at scheduled intervals before
appearing any failure, either when the reliability of the equipment has decreased
considerably so it is risky to make forecasts of production capacity .
 This review is based on leaving the equipment to zero hours of operation, that is, as if
the equipment were new. These reviews will replace or repair all items subject to wear.
 The aim is to ensure, with high probability, a good working time fixed in advance.
 Periodic maintenance (Time Based Maintenance TBM):
The basic maintenance of equipment made by the users of it. It consists of a series of
elementary tasks (data collections, visual inspections, cleaning, lubrication, retightening
screws…) for which no extensive training is necessary, but perhaps only a brief training. This
type of maintenance is the based on TPM (Total Productive Maintenance).
3. Discuss in detail about the benefits of Maintenance Management?
According to "Principles of Controlled Maintenance

Management,"Maintenance management applies management principles of organization,
inventory, continuous inspection, planning, scheduling and management analysis to ensure
that a system performs designated functions economically, effectively and within the
budget.
Manages Control:
 One of the most significant advantages of maintenance management is the

management of control. Maintenance can be planned and serves a pre-active
instead of a reactive (be put to action after an event has come to pass).
 Management control ensures timely schedules, well-defined job descriptions and

the availability of standby equipment in times of disaster.

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Reduces Overtime
 Maintenance management reduces and even eliminates overtime by reducing the

chance of surprises.
 It ensures all loose ends are tied and enough contingency planning is done to
manage operations in case of undesirable circumstances and situations.
 Management defines tasks and allocates resources effectively, ensuring that all
objectives are met in a timely and orderly fashion.
Improves Quality
 Effective maintenance management improves output and ensures quality.
 It gives a small amount of leeway to tolerances but within well established control
limits.
 Employee productivity improves, improving the overall productivity of individual

and collective processes. Investing in maintenance management pays off for a
company by increasing its revenues.
Ensures Better Support & Service
 A well established and documented maintenance management system provides

ample support to production managers, equipment operators, and other personnel
and users.
 An effective maintenance management program needs to be made public (and/or

published) for the benefit of everyone involved.
 End users can benefit from a better level of support provided by maintenance
management. It allows for reliable, on time, and quality service.
Allows Easy Error Spotting
Since maintenance management details the goals and objectives of departments and
employees, it make it easier for managers to spot errors and deviations from established
and desired outcomes.
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Reduces Resource Waste
Maintenance management ensures that labor, materials and equipment are well utilized,
which reduces waste of allocated resources. Utility costs are lowered and the production of
hazardous waste material is decreased with managed effort.
Improves Safety
 Maintenance management promotes safety and health. It ensures everyone

involved knows safety procedures in case of a minor or major disaster.
 A well-implemented management program examines the risk of potential hazards

and finds ways of addressing them before they pose a risk. Regular housekeeping
programs promote fire prevention and safety measures.
4. Discuss in detail about the disadvantages of Scheduling?
Disadvantages of Production Scheduling:
 Manufacturing companies often rely on production scheduling to determine when products

will be manufactured.
 This is designed to create a more efficient manufacturing environment. Although this

process does provide some benefits, it also has a few inherent disadvantages to consider as
well.
 Before implementing it with your company, it's important to understand the drawbacks.
Complexity
 Production scheduling can be complex. When you get involved with production
scheduling, you must keep track of which production crew will be working, which
materials will be used and which products will be produced.
 In large manufacturing firms, this can lead to a lot of work for the person in charge of
production scheduling. The production scheduler often has to learn product numbers, part
numbers and other specific information to make it work.

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Cost
 Another potential problem with using production scheduling is the cost of implementation.
 When you implement a production scheduling system, you may need to buy software and
other resources to help facilitate the process.
Can be skewed:
 Another issue with production scheduling in a manufacturing environment is that it can be

very difficult to schedule these processes. While you may try to stick to a specific
schedule, it doesn't take much to throw the whole schedule off.
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ACADEMIC YEAR: 2016-2017 REGULATION CBCS-2012
UBA31-PRODUCTON MANAGEMENT
UNIT-3 PLANT LOCATION –PLANT LOCATION
PROBLEMS-TYPES OF LOCATIONS-PLANT LAYOUT-
OBJECTIVES-TYPES-PRINCIPLES
Type: 100% Theory

Question & Answers
PART – A ANSWERS
1. What is plant location? (NOV-2012, NOV-2013, APRIL/MAY-2014)
Plant location is paramount importance, both for a new enterprise as well as for the
existing ones. The fundamental objective of an organization is to maximize its profits.
Profits can be increased sales or by decreasing cost of production.
2. List the reasons for relocation? (NOV-2013)
1. Changes in location of demand.

2. Changes in availability of materials.
3. Changes in availability of transport.
4. Changes in cost.
5. Changes in regulations.
3. What are the types of location decisions?
 Location of production units or plants.

 Location of service units.
 Location of distribution and retail units.
 Location of procurement centers.
 Location of warehouse facilities.
4. How can you ensure effective plant layout?
 Smooth flow of production.

 Maximum utilization of available space.
 Facilities the movement of men, material and machines.
 Involves minimum handlings.
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5. What are the employee welfare & public needs in plant location?
The economic objective of enhancing employee welfare and catering to public needs
should also be served by plant location. If a place is selected, where educational, recreational,
medical, religious of the employees are maintained.
6. List the aspects of plant location? (DEC-2011)
S Selection of a region
Selection of a locality
S Selection of site
7. What is the political aspects of plant location?
 The first concern should be the stability of the country and its attitude towards
external investment.
 Some regions such as western Europe and Asia have welcomed foreign
investment.
 Sourcing requires that firms producing a given product must also produce a
specified percentage of components.
8. Define site selection process?
Selection of site is the important step requiring the assistance of experts. There are
instances where even government officials were influenced to demographic data to the
process.
9. What is the suburban area? (APRIL/MAY-2013)
The city area as a location of industrial unit has got many negative aspects. The other
extreme is the rural area, which again is not free from many limitations.
10. Define plant layout? (APRIL/MAY-2011, APRIL/MAY/NOV-2013)

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Plant layout,” Identically involves the allocation of space and the arrangement
of equipment in such a manner that overall operating costs are minimized”.
11. What are the factors influencing plant layout? (MAY-2012)
 Nature of product
 Volume of production
 Basic managerial policies and decisions
 Nature of plant location
 Type of industry process
12. What is the responsibility for the plant location decision? (NOV/DEC-2011)
The responsibility for making this decision ultimately rests upon the chief executive,
subject to approval by the board of directors. They prepare cost analysis with the proper
supporting data.
PART-B ANSWERS
1. Explain the objectives of plant location? (NOV/DEC-2011, APRIL/MAY-2013)
 Reduced capital investment and operating cost:

An ideal location should have the objectives of reducing capital
investment. The plant can locate the necessary location sizes.
 Ensuring effective plant layout:

Plant layout and plant location are interdependent and influence each
other. The facilities available in the nearby areas, land, climate and
geographical conditions.
 Coordination with government policies:

While selecting a location, managers should first consider whether the
government will issue license to start a factory at proposed location.
 Employee welfare and public needs:

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The non-economic objective of enhancing employee welfare and

catering public needs should also be served by plant location.
 Security:
It is one of the important objectives. The plant should be free from
foreign attack ,anti-social elements and earthquakes.
2. Draw the sketch of factors influencing plant location?

SELECTION OF SELECTION OF SELECTION OF OPTIMUM
REGION COMMUNITY SITE SELECTION OF
SITE
Availability of raw Availability of Soil,size and Optimum site

materials labour topography is selected
on the
basis of
compartiv
e
economic
Civic amenities Disposal of waste
Nearness to market for workers
Existence of
Availability of power complementa
ry
Finance and
Transport facilities resarch
Availability of
water and
Suitablity of climate resource
3. Explain the three aspects of plant location?
E Regional factors

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Community factors Site factors
Regional factors: Selection of a region should be determined by availability of raw

materials, nearness of sources.
Communityfactors: The factors generally considered in selection of community,

supply of labour, wage rates, banking and supplementary industries.
Site factors: They are determined by two factors; Prize of land, Disposal of waste.
4. What are the factors influencing selection of site? (NOV/DEC-2011, NOV-2012)
The important factors influencing selection site:
 Availability of cheap land to build and expand the plant.

 The terrain should be flat and strong enough to sustain heavy
machines.
 Facilities to upkeep and general maintenance should be available in
near by area.
 Housing facilities for workers.
 Social, educational and recreational facilities.
 Post and telecommunication facilities.
 Cost of laying water supply.
 Cheap facilities for disposing of trade.
5. Explain the characteristics of efficient layout? (APRIL/MAY-2014)
 Smooth flow of production

 Maximum utilization of available space
 Facilities the movement of men, material and machines
 Involves minimum handling

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 Provides better conditions

 Flexibility
 Location of stores
 Facilities supervision and control
 Provision of safety
 Co-ordination and integration
6. What are the advantages of good layout? (NOV-2010)

 TO THE WORKERS:
1. Reduction in the effort of the workers
2. Fewer material handling operations
3. Extension of the process of specialization
4. Ensuring efficiency
 In labour costs:
1. Reduction in number of workers
2. Increase in production per man-hour
3. Reduction in the length of haul
 In other manufacturing costs:
1. Maintenance and tool replacement
2. Spoilage and scrap minimized
3. Saving motive power
 In production control:
1. Provision adequate made
2. Increase pace of production
3. Achievement of production targets
4. Reduction in the number of stock
 In supervision:
1. Helps in easing the burden of supervision
2. Reduces the level of inspection and costs
inspection

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7. What are the objectives of plant layout? (APRIL-2012, NOV-2012)
 Economy in material handling: Economy in handling materials

, work-in-progress and finished stock.
 Optimum utilization of resources: Ensuring optimum utilization of
men, materials, space available.
 Better inventory control: Minimizing work-in-progress and
maximizing inventory turnover.
 Good work flow: Minimizing chances of delay and eliminating
bottlenecks in the production system.
 Efficient control: Ensuring efficient control of supervision and
production.
 Safety: Ensuring safety for the workers by eliminating or at least
minimizing chances of accidents.
 Better service: Providing adequate service centers at convenient
locations.
PART-C ANSWERS
1. Explain the trends in location of industries?
Priority for the suburban areas:

The industrialists show their preference for the suburban area as the site for establishment of a
new unit or relocation of the existing one. The industrial policy of the government does not
permit the establishment of a new unit or expansion of an existing one in city areas. At the same
time infrastructure facilities are developed in the suburban areas.
Industrial development in the notified backward areas:

In order to have balanced regional development, the Central Government as well as the State
Government has notified certain backward areas Different types of incentives like cash subsidy,
tax relief, financial assistance with low interest rates, cheaper land and power supply etc are
provided. So, many such areas have been developed substantially in the recent times.
Establishment of Industrial estate

Industrial estate is a piece of vast land sub-divided into different industrial plots wherein factory
sheds are constructed. The Government of India has planned a national policy for the
development of industrial estates. It assigned the responsibility of the development of industrial
estates to State Development Corporation (SDC) has developed many industrial estates
practically in all the districts of the state. Industrial estates have also been developed by private
entrepreneurs and Chambers of Commerce. The plots of land along with factory sheds and
infrastructure facilities are developed in the industrial estates and are sold to the prospective
promoters. The establishment of industrial estates has greatly affected the location of industries.
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Decentralization of industries
Under the conscious industrial policy of the Government, concentration of industrial units is
prevented through licensing policy. New units are not permitted to be started in certain
industrially congested areas. Similarly, existing units either establish their additional plants in a
less developed area or sometimes relocate the whole unit in such areas.
Increased role of the Government in the decision of location of industries

Government through its persuasive and compulsive methods greatly influences the location
decision in recent times. It provides certain attractive incentives to the promoters to establish
their units in less developed areas, at the same time it does not permit excessive industrialization
in certain developed areas.
Competition between Government and institutions

As industry provides job opportunities to the local population, many local organizations attempt
to tempt the prospective promoters to establish the units in their areas. They provide different
types of incentives like cheap land, relief in local taxes etc. Sometimes the objective of local
organizations and the government comes in conflict on the issues of location of industries. Thus,
the whole pattern of decision about the location of industries has undergone substantial changes
in recent times.
2. What are the principles of plant layout? (MAY-2012)
Principlesof a good plant layout are

1. A good plant layout is the one which is able to integrate its workmen, materials, machines in
the best possible way.
2. A good plant layout is the one which sees very little or minimum possible movement of the
materials during the operations.
3. A good layout is the one that is able to make effective and proper use of the space that is
available for use.
4. A good layout is the one which involves unidirectional flow of the materials during operations
without involving any back tracking.
5. A good plant layout is the one which ensures proper security with maximum flexibility.
6. Maximum visibility, minimum handling and maximum accessibility, all form other important
features of a good plant layout.
3. Write the steps involved in planning layout? (APRIL-2011)

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(i) The first thing is planning a layout is to study the objectives, production plan and the
nature of machines, equipment and manufacturing operations involved in the production
process.
(ii) Accumulate layout data machine data cards, machine load charts and templets of
equipment.
(iii) On the basis of information collected in step develop process charts which are vital in the
development of a sound layout. These charts summaries the production activities that are
required to achieve the manufacturing objectives.
(iv) Develop an over-all flow plan of operations for efficient processing and materials
handling. The best flow of work both horizontal an vertical and the integration of
operations form the receipt of the raw materials to storage of finished goods are the
objectives to be attained. Process charts. Machine load data, production rate desired etc.
should be considered in drafting the plan.
(v) The sequence of mechanical operations is studied to fix the position of respective
machines performing desired operations.
(vi) Select best suited type of building and develop a tentative plot plan for the site. The
exact specifications of the building are designated only after the layout is developed in
considerable detail.
(vii) Layout templates or models of individual production machines and space for service
activities: materials handling, receiving and shipping, inspection, storage, maintenance,
offices etc. according to flow plan operations.
(viii) Decision about the location of services facilities like cafeteria, toilets etc. Inside the

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plant building is taken, keeping into consideration the requirements of the produciton
process and comforts of the workers
4. What are the different types of plant layout? (NOV-2010)
Process Layout
Advantages:
1. In process layout machines are better utilized and fewer machines are required.
2. Flexibility of equipment and personnel is possible in process layout.
3. Lower investment on account of comparatively less number of machines and lower cost of
general purpose machines.
4. The diversity of tasks and variety of job makes the job challenging and interesting.
5. Supervisors will become highly knowledgeable about the functions under their department.
Product (Assembly Line) Layout
• Product layouts are used to achieve a smooth and rapid flow of large volumes of products or
customers through a system.
• A job is divided into a series of standardized tasks, permitting specialization of both labor and
equipment.
• The large volumes handled by these systems usually make it economical to invest huge amount
of money in equipment and job design.
• Operations are arranged in the sequence required to make the product. For instance, if a portion
of a manufacturing operation.
Product Layouts
Advantages
1. The flow of product will be smooth and logical in flow lines.

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2. Throughput time is less.
3. Simplified production planning and control systems are possible.
4. Less space is occupied by work transit and for temporary storage.
Fixed-Position Layouts
In fixed-position layouts, the materials or major components remain in a fixed position, and
workers, materials, and equipment are moved as needed.
5. Explain the factors influencing plant layout? (NOV-2010, NOV-2013, APRIL/MAY-

2013, APRIL/MAY-2014)
Some of the major factors which affect plant layout are: (1) Policies of management (2) Plant
location (3) Nature of the product (4) Volume of production (5) Availability of floor space (6)
Nature of manufacturing process and (7) Repairs and maintenance of equipment and machines.
(1) Policies of management:

It is important to keep in mind various managerial policies and plans before deciding plant
layout.Various managerial policies relate to future volume of production and expansion, size of
the plant, integration of production processes; facilities to employees, sales and marketing
policies and purchasing policies etc. These policies and plans have positive impact in deciding
plant layout.
(2) Plant location:

Location of a plant greatly influences the layout of the plant. Topography, shape, climate
conditions, and size of the site selected will influence the general arrangement of the layout and
the flow of work in and out of the building.
(3) Nature of the product:

Nature of the commodity or article to be produced greatly affects the type of layout to be
adopted. In case of process industries, where the production is carried in a sequence, product
layout is suitable. For example, soap manufacturing, sugar producing units and breweries apply
product type of layout. On the other hand in case of intermittent or assembly industries, process
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type of layout best suited. For example, in case of industries manufacturing cycles, typewriters,
sewing machines and refrigerators etc., process layout method is best suited.
(4) Volume of production:

Plant layout is generally determined by taking into consideration the quantum of production to be
produced. There are three systems of production viz.,
(5) Availability of floor space:

Availability of floor space can be other decisive factor in adopting a particular mode of layout. If
there is a scarcity of space, product layout may be undertaken. On the other hand more space
may lead to the adoption of process layout.
(6) Nature of manufacturing process:

The type of manufacturing process undertaken by a business enterprise will greatly affect the
type of layout to be undertaken.
(7) Repairs and maintenance of equipment and machines:

The plant layout should be designed in such a manner as to take proper care with regard to
repairs and maintenance of different types of machines and equipment being used in the industry.

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Unit-4 – (Work Study, Method Study &Work measurement)
Type: 100% Theory
Question & Answers
PART – A Answers
1. What is work study? (nov /dec-2011)
Work Study is the systematic examination of the methods of carrying out

activities such as to improve the effective use of resources and to set up
standards of performance for the activities carried out.
2. What is meant by motion study? (nov /dec-2011)
The Gilbreths made use of scientific insights to develop a study method based upon the analysis of work
motions', consisting in part of filming the details of a worker’s 'activities and their body posture while
recording the time.
3. Define the term work measurement? (nov -2012)
Work measurement is the application of techniques designed to establish the time for an average worker to
carry out a specified manufacturing task at a defined level of performance. It is concerned with the length of
time it takes to complete a work task assigned to a specific job.
4. What is meant by work sampling? (nov-2012)
Work sampling is the statistical technique for determining the proportion of time spent by workers in various
defined categories of activity (e.g. setting up a machine, assembling two parts, idle…etc.).
5. What is time study? (april/may-2014)
Time study is a direct and continuous observation of a task, using a timekeeping device (e.g., decimal minute
stopwatch, computer-assisted electronic stopwatch, and videotape camera) to record the time taken to
accomplish a task and it is often used when there are repetitive work cycles of short to long duration
RAAK/BBA/DHARANIKUMARI/IIYEAR/III Sem/UBA31/PM/UNIT-IV/Answer/VER
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Unit – 4 Answer 1 of 12
6. What is meant by standard time? (april/may-2013)
The standard time is the time required by an average skilled operator, working at a normal pace, to perform a
specified task using a prescribed method. It includes appropriate allowances to allow the person to recover
from fatigue and, where necessary, an additional allowance to cover contingent elements which may occur
but have not been observed.
7. List the steps involved in work study?
Steps involved in work study

1) Breaking the activity / task into smaller elements (sub-units).
2) Recording time taken to complete each element of the activity (using any time recording device like a
stopwatch) and compute the aggregate total time for the activity.
3) Computing standard time for the activity. For this purpose allowances for stoppages / delays are added to
time taken for each element.
8. Define method study? (nov-2011)
Method study is the process of subjecting work to systematic, critical scrutiny to make it more effective
and/or more efficient. It is one of the keys to achieving productivity improvement.
9. List the scope of method study?
 Layout of shop floor and working areas or work stations.

 Working conditions i.e. ergomics etc.
 Handling distances (material movement)
 Tooling and equipment used.
 Quality standards to be achieved.
 Operators and operations in achieving the production targets.
 Materials to be used.
 Power required and available.
 Work cycle time.
 Working processes.
10. What is speed rating?
In this method it is fixed by the observer by comparing the operators movement with his own concept of
normal pace.
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11. What is performance rating?
Performance rating is the step in the work measurement in which the analyst observes the
worker's performance and records a value representing that performance relative to the analyst's concept of
standard performance.
12. Define objective rating?
In this method the operators speed is rated against a single standard pace which is independent of job
difficulty. The observer merely rates the speed of movement of activity, paying no attention to job itself.
13. Difference between work measurement and methods study?
Point of Distinction Work Measurement Method Study

Techniques or elements Time study, work Motion study facilities
sampling layout
Results Time standards Improved methods,
equipments
Uses Cost estimation, Work design, standards
incentive, planning
14. List the objectives of work measurement?
(1) Target time for each job can be scientifically estimated, with this estimate realistic schedules and
manpower requirements can be prepared.
(2) Sound comparison of alternative methods is possible by comparing their basic times.
(3) Useful wage incentive schemes can be formulated on the basis of target times.
(4) It can lead to proper balancing of the work distribution.
15. What is synthetic data ?
Synthetic data are "any production data applicable to a given situation that are not obtained by direct
measurement"
PART – B Answers
1. What are the objectives of method study? (nov/dec-2011)
Important objectives of method study are:

(1) The improvement of processes and procedures.
(2) Factory and work place layout improvement.
(3) Improvement in the design of plant and equipment.
(4) Reduction in unnecessary fatigue and movements.
(5) Use of improved materials, machines and manpower.
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(6) Better Working conditions.
2. Explain briefly the objectives of work measurement? (nov/dec-2011)
Work measurement may be defined as “the art of observing and recording the time required to do each
detailed element of an Industrial activity/operation.”
 Target time for each job can be scientifically estimated, with this estimate realistic schedules and
manpower requirements can be prepared.
 Sound comparison of alternative methods is possible by comparing their basic times.
 Useful wage incentive schemes can be formulated on the basis of target times.
 In can lead to proper balancing of the work distribution.
 It can help to analyse the activities for performing a job with the view to eliminate or reduce
unnecessary or repetitive operations so that human effort can be minimized.
 To standardise the efficient method of performing operations.
 To standardise conditions for efficient performance.
 To determine man and machines ratio for effective and efficient utilisation of both.
 To provide information’s and basis for production planning and scheduling activities.
3. Describe standard time and allowance? (nov-2012)
The standard time is the time required by an average skilled operator, working at a normal pace, to perform
a specified task using a prescribed method .It includes appropriate allowances to allow the person to recover
from fatigue and, where necessary, an additional allowance to cover contingent elements which may occur
but have not been observed.
The standard time can be determined using the following techniques:
a. Time study
b. Predetermined motion time system
c. Standard data system
d. Work sampling.
4. What are t he procedure of method study? (nov-2012)
o Selecting the work to be studied.

o Obtaining all the relevant information’s or facts regarding the exiting method by direct observation.
o Examining these facts critically but impartially.
o Developing the most effective and practical method.
o Defining the new method so as to create its identity.
o Installing the new method.
o Maintaining this method by regular routine checks.
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5. State and explain the importance of work study? (april/may-2014)
Work Study is the systemeatic examination of the methods of carrying out

activities such as to improve the effective use of resources and to set up
standards of performance for the activities carried out.
In competitive business environment , it is necessary that the employees work harder, be more productive so
that, production costs be kept low to meet global competition. Operations managers have to continuously
strive for low production costs , high product quality and improve every facet of manufacturing .In this
direction ,improving labor productivity and reducing costs by improving work methods and simplifying the
work, needs special attention by operations managers. To facilitate this, the work study technique (now
known as industrial engineering) has been developed over a period of time.
6. Differentiate time wage with piece wage? (april/may-2014)
Following are the main differences between piece rate system and time rate system.
1. Meaning
Piece rate system is a method of wage payment to workers based on the quantity of output they have
produced. Time rate system is a method of wage payment to workers based on time spent by them for the
production of output.
2. Nature Of Payment
Piece rate system pays the workers according to the units of output produced. Time rate system pays the
workers according to the time spent in the factory.
3. Emphasis
Piece rate system gives emphasis on larger quantity of output. Time rate system emphasis on better quality of
output.
4. Discrimination
Piece rate system discriminates the workers and pays more wages to efficient and skilled workers. Time rate
system does not discriminate the workers and pays the same wages to efficient and inefficient workers.
5. Supervision
Piece rate system requires strict supervision to get the required quality output. Time rate system requires
strict supervision to get required quantity of output.
6. Determination Of Labor Cost

Piece rate system helps to fix per unit labor cost in advance. Time rate system does not help to fix labor cost
per unit in advance.
7. Flow Of Production
Piece rate system does not bring uniformity in the flow of production and causes an excessive wastage of
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inputs. Time rate system helps maintain a uniform flow of production and ensures an efficient use of
materials, tools and equipments.
7. Write the importance of work measurement? (nov-2013)
 Manpower planning
Work measurement data is used for manpower planning. This is because it gives information about the total
hours required to perform the job. This helps to estimate the number and type of employees who are required
to do the job. It ensures that there will not be any excess staff.
Work measurement data also helps to estimate the number of machines and equipment that will be required
in the future. This helps to find out the number of employees who will be required to handle these machines
and equipment.
 Production planning and scheduling

Work measurement data is used for production planning and scheduling. This is because this data is used for
making production standards. This data is also used for scheduling. Scheduling means to fix starting and
finishing time for each job. This cannot be done without work measurement data.
 Estimating productions costs

Work measurement data helps to estimate the production cost. This is because it gives management accurate
data about production time. This data helps to estimate the labor costs. Secondly, indirect costs such as fuel
and power consumption, rent and salaries of staff, etc. also depends on the production time factor.
 Cost reduction and control

Work measurement data is used to reduce and control costs. It helps to reduce the labor cost. This is because
it provides a guideline to the employees to work efficiently and effectively. This helps to make optimum use
of the available manpower. So the labor cost will reduce.
Work measurement data helps to reduce material costs. It also helps to increase machine productivity. All
these steps help to reduce and control production costs.
 Rational basis for incentives

Work measurement data is used for making incentive schemes for the employees. Incentive schemes
motivate employees to work hard. The efficient employees are rewarded by giving them a higher wage rate.
Work measurement fixes the standard-time for doing the work.
 Performance appraisal
Performance appraisals are done to find out whether the employees are efficient or not. It is done to find
strengths & weaknesses of employees.
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Work measurement helps to do performance appraisals. This is because it fixes the standard-output and
standard-time for each employee. The employees who produce the standard-output within the standard-time
are efficient and vice versa. Thus, it also helps to find out the strengths and weaknesses of the employees.
 Training of employees
Work measurement helps to train the employees, especially the new employees. It divides the full job into
small elements (parts). It gives complete details about each element of the job. It gives details about; how to
do each element, the time taken for each element, the machines and tools involved in each element, etc.
These details are used for training the employees.
 Comparing alternative methods

There are many methods for doing a job. Work measurement data helps to choose the best method for doing
a job.
 Accepting new orders

Work measurement data tells us when will each job be completed. So, it helps the company to decide
whether to accept new orders or not. In other words, it helps to find out whether the new-order will be
completed within a specific time limit.
8. Explain the various techniques of work measurement? (nov-2013)

Work measurement data also helps to fix the selling cost of product. This is because it estimates the
cost Work measurement is the application of techniques designed to establish the time for an average
worker to carry out a specified manufacturing task at a defined level of performance. It is concerned with the
length of time it takes to complete a work task assigned to a specific job.thelabor cost. Selling cost is decided
after fixing the estimated production cost.
 Time study
 Activity sampling
 Predetermined motion time systems
 Synthesis from standard data
 Estimating
 Analytical estimating
 Comparative estimating
Time Study
Time Study consists of recording times and rates of work for elements of a specified job carried out under
specified conditions to obtain the time necessary to carry out a job at a defined level of performance.
Activity Sampling
Activity sampling is a technique in which a large number of instantaneous observations are made over a
period of time of a group of machines, processes or workers. Each observation records what is happening at
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that instant and the percentage of observations recorded for a particular activity or delay is a measure of the
percentage of time during which the activity or delay occurs.
Synthesis
Synthesis is a work measurement technique for building up the time for a job at a defined level of
performance by totaling element times obtained previously from time studies on other jobs containing the
elements concerned, or from synthetic data.
Estimating
The technique of estimating is the least refined of all those available to the work measurement practitioner. It
consists of an estimate of total job duration (or in common practice, the job price or cost). This estimate is
made by a craftsman or person familiar with the craft. It normally embraces the total components of the job,
including work content, preparation and disposal time, any contingencies etc., all estimated in one gross
amount.
Analytical estimating
This technique introduces work measurement concepts into estimating. In analytical estimating the estimator
is trained in elemental breakdown, and in the concept of standard performance. The estimate is prepared by
first breaking the work content of the job into elements, and then utilising the experience of the estimator
(normally a craftsman) the time for each element of work is estimated - at standard performance. These
estimated basic minutes are totalled to give a total job time, in basic minutes. An allowance for relaxation
and any necessary contingency is then made, as in conventional time study, to give the standard time.
Comparative estimating
This technique has been developed to permit speedy and reliable assessment of the duration of variable and
infrequent jobs, by estimating them within chosen time bands. Limits are set within which the job under
consideration will fall, rather than in terms of precise capital standard or capital allowed minute values. It is
applied by comparing the job to be estimated with jobs of similar work content, and using these similar jobs
as "bench marks" to locate the new job in its relevant time band - known as Work Group.
9. What are the steps involved in time study? (nov-2010)
1) Obtaining and recording all information of job, operator, and surrounding conditions likely to affect the
carrying of the work.
2) Recording the complete description of the method and breaking down the operation into elements.
3) Measuring with timing device and recording the time taken by the operator to perform each element of
operation.
4) At the same time assessing the effective speed of operator to predetermined normal speed.
5) Converting the observed times, to normal times.
6) Determining the allowances to be made over and above the normal time for the operation.
7) Determining the allowed time for the operation.
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PART C-ANSWERS
1. Discuss various allowances? (nov/dec-2011)
Definitions:
Allowances in time study can be defined as the extra time figures which are to be added to the basic time of
an operation to account for personnel desires, delays, fatigue of operators, any special situation and the
policies of the firm or organization. Standard time of a job is obtained by adding various allowances to the
basic or normal time of the job.
Type of Allowances:
1. Relaxation Allowance:
Relaxation allowance is the most essential part of the time added to the basic time. Other allowances like
contingency allowances, policy allowances or other special allowances are applied under certain conditions
only. Relaxation allowances are added so as to allow the worker or operator to recover from fatigue.
Relaxation allowances itself can be sub-divided into two categories:
o Fixed Allowances:
Fixed allowances consist of the allowances given for personnel needs or desire. These personnel needs
includes going for watching getting a drink etc. It is also agreed that women need more personnel time than
man. The usual percentage of the personnel allowances is 5% for male workers and 7% for women.
Fixed allowance also includes the allowances for the basic fatigue. This allowances is given to take account
of the energy expanded during work and to remove the monotony. Usually, it is taken as 4% a worker who
carried out the job while seated, who is engaged in a light work under good working conditions and makes
only the normal use of hands, legs and his senses.
o Variable Allowances:
In calculating the relaxation allowance, variable allowances are added to the fixed allowances which are
made, depending upon the circumstances of the job. Variable addition is given be improved.
Following factors are to be taken into account:
1. Standing
2. Weightlifting applications.
3. Light conditions.
4. Abnormal posture or position.
5. Visual strains.
6. Air conditions or availability.
7. Aural strenes.
8. Mental stress.
9. Mental monotony.
10. Physical monotony.
2. Contingency Allowances:
It is also known as delay allowance. It accounts for some other contingencies such as unexpected work as
well. “A contingency allowance is an allowances of time that is to be added in normal time or to be included
in standard time to meet the legitimate and unexpected items of work or delays, the precise measurement of
which is not economical due to their irregular and infrequent nature of occurrences.”
Other and Special Allowances:
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There are some other and special allowances which are to be added for certain conditions. These allowances
are provided for certain reasons and for come specific period of time. Some of their allowances are:
1. Special Allowances:
As the name suggests, these allowances are added for some special conditions. Most of these allowances are
temporary and are taken out as soon as conditions normalise.
These include the following:
(a) Start up, shut down, and tooling:
These allowances are given per work period. These allowances compensate for the time loss during cleaning
and tooling periods and the shut down at the end of the work period.
(b) Setup and change over:
These types of allowances are provided when a new type of product is started. There include the time taken
in set up of machine. Dismantling the previous work piece or tool for new set up is also included in it as the
worker is forced to be idle when the new set up is mounted or the previous one is being withdrawn. These
allowances are withdrawn as soon as the production starts completely.
(c) Rejection reworks and excess work:
A rejection allowance is provided to compensate for rejection of work. This product rejection is inherent in
much process because of come uncontrollable factors. Reworks also present this similar picture. So, these
allowances are added for certain conditions when the work is not being done under standard conditions and
some excess work results.
(d) Learning, training and implementation:
And the name suggests, these allowances are given to the trainees before they acquire full ability to perform
a task within the actual standard time. Some of the workers are engaged in implant training of new
operatives and thus some of their production time is lost in this process. Thus, at this stage, training
allowances are added.
2. Policy Allowances:
Policy allowance is not a part of time study. It can be permanent or temporary in nature. It is applied
according to the policy of the firm in which the time standard is to be applied. Policy allowance is given to
honour the wage agreements that are made by the employers with the trade unions.
2. Explain the steps involved in method study production? (nov-2013)

 Selection of the Job:
The first step, once the Method Study idea is conceived, is the orientation and determination of objectives.
The problem must be defined. Some common problems the Method Study investigator faces and is usually
required to solve are:
(a) Bottlenecks that disrupt smooth flow of materials or processes
(b) Products that need to be produced economically by the application of cost-reducing techniques
(c) Economic utilization of space, including land and buildings
(d) Economic utilization of labour, material and plant
(e) Elimination of idle item or non-value adding time caused by problems of flow, queues and congestion
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 Record the Facts:

Adequate facts about the existing system must be collected before discarding the method or procedure. This
is to ensure an objective record of the way the job is carried out is maintained. To eliminate the chance of
bias, this record is based on direct observation by the concerned investigator. It is not compiled from second-
hand accounts, the manager’s version on how he thinks the job is done or an operator’s description of how
the job is done.
 Critically Examine the Facts:
This is an important stage of Method Study; the information that is being collected is scrutinized, and each
part of the job is critically examined to determine whether any part may be:
(a) Eliminated altogether
(b) Combined with another part of the job
(c) Changed in sequence
(d) Simplified to reduce the content of work involved
For effective examination of the facts, the following questions are generally asked:
(a) What is done and why?
(b) Who does it and why that person?
(c) Where is it done and why there?
(d) When is it done and why then?
(e) How is it done and why this way?
 Develop the New Method:
The alternatives selected are used to reshape and develop the new method, layout or procedure. These may
require test runs to determine their feasibility. It is preferable that tests of this nature are carried out at a place
away from the work site, if possible. It is good to involve the departmental officers to ease the problems of
acceptance for the new method in the department. The end result must be an improved method. It must be
acceptable to the departmental staff and workers. It must meet all their practical requirements and technical
specifications.
 Install the Method:

Prior to installing the new method, decisions must be taken on:
(a) Ordering of new plants or materials (if any)
(b) Phasing in changes in the production process
(c) Deciding the extent of redeployment
(d) Introducing new documentation procedures
(e) Setting new quality standards and test procedures
(f) A detailed timetable for effecting these changes
 Maintaining the Method:
When a method has been installed, it tends to change slowly as a result of minor alterations made by the
operators or supervisors. To detect any alterations, a reference standard (job instruction sheet) is needed
against which the job can be compared. Likewise, a corresponding document for an incentive scheme, which
also contains details of the standard time for each job, called a job specification, is prepared.
With this data, changes in method can be detected. If changes are considered to be useful, the instruction
sheet can be amended to incorporate them. If they are thought undesirable, they can be removed through line
management.
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3. Advantages of work sampling over work study?

The study of work sampling has some general advantages related to the work condition:
 One of them is the sufficient time available to perform the study. A work sampling study usually
requires a substantial period of time to complete. There must be enough time available (several weeks or
more) to conduct the study.
 Another characteristic is multiple workers. Work sampling is commonly used to study the activities of
multiple workers rather than one worker.
 The third characteristic is long cycle time. The job covered in the study has relatively a long cycle time.
 The last condition is the non-repetitive work cycles. The work is not highly repetitive. The jobs consist
of various tasks rather than a single repetitive task. However, it must be possible to classify the work
activities into a distinct number of categories.
4. Why is work measurement needed? (april/may-2013)

Work measurement is the application of techniques designed to establish the time for an average
worker to carry out a specified manufacturing task at a defined level of performance. It is concerned
with the length of time
Work measurement helps to uncover non-standardization that exist in the workplace and non-value
adding activities and waste. A work has to be measured for the following reasons:
a) To discover and eliminate lost or ineffective time.
b) To establish standard times for performance measurement.
c) To measure performance against realistic expectations.
d) To set operating goals and objectives.
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Unit-5– (Quality control and types of inspection)
Type: 100% Theory
Question &Answers
PART – A QUESTIONS
1. What is centralized inspection? (nov /dec-2011)

Inspection is the most common method of attaining standardisation, uniformity and quality of
workmanship. It is the cost art of controlling the product quality after comparison with the established
standards and specifications. It is the function of quality control. If the said item does not fall within the
zone of acceptability it will be rejected and corrective measure will be applied to see that the items in
future conform to specified standards.
2. What is meant by quality control? (nov /dec-2011)

Quality control can be defined as that Industrial Management technique by means of which product of
uniform acceptable quality is manufactured.
3. What is meant by inspection in the methods of quality control? (nov -2012)
 Pre-production inspection
 During production inspection

 Final random inspection
4. What is meant by Aesthetics? (April/may-2014)
The branch of philosophy that deals with the nature, expression, and perception of beauty, as in the fine ar
ts.The study of the psychological responses to beauty and artistic experiences.
5. What is time study? (april/may-2014)
Time study is a direct and continuous observation of a task, using a timekeeping device (e.g., decimal
minutes topwatch, computer-assisted electronic stopwatch, and videotape camera) to record the time
taken to accomplish a task[3] and it is often used when:[4]
RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA31/PM/UNIT-V/Answer/VER

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Unit – 5 Answer Page 8 of 8
6. What is meant by X-chart? (Nov-2013)
Depending on the type of variation chart used, the average sample range or the average sample
standard deviation is used to derive the X-bar chart's control limits. Categories: Statistical charts and
diagrams. Quality control tools.
7. Mention the need of quality control? (Nov-2013)
 To establish the desired quality standards which are acceptable to the customers
 To discover flaws or variations in the raw materials and the manufacturing processes in
order to ensure smooth and uninterrupted production.
8. Define R-chart? (nov -2010)
An Xbar-R chart plots the process mean (Xbar chart) and process range (R chart) over time for
variables data in subgroups.
9. List the types of control charts? (Nov-2010)
 Xbar and Range Chart
 Individual-X Moving Range Chart
 Xbar and Standard Deviation Chart
10. What is the objectives of quality control? (April/May-2013)
 To analyse in detail the causes responsible for such deviation.

 To undertake such steps which are helpful in achieving the desired quality of the
product.
11. Mention any two uses of control charts ?(April/May-2013)
 To determine the average amount

 To determine the spread about the average
 To determine if the process is in control (only common cause variation, see Jan 2004 e-zine on
the website)

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 To show the result of improvement efforts
12. What is TQM?
Total Quality Management (TQM) is a comprehensive and structured approach to organizational

management that seeks to improve the quality of products and services through ongoing refinements in
response to continuous feedback.
PART – B QUESTIONS
1 .What are the advantages of centralized inspection? (nov/dec-2011)
Centralised Inspection
The inspection takes place at a centre that is close to one or more of the manufacturing centres.
 The quality check-ups are improved
 There is closed supervision
 There is no pressure put on the workers
 The inspection costs are low
2. Explain briefly the objectives of quality control? (nov/dec-2011,2010
 To establish the desired quality standards which are acceptable to the customers?
 To discover flaws or variations in the raw materials and the manufacturing processes in order to
ensure smooth and uninterrupted production.
 To evaluate the methods and processes of production and suggest further improvements in their
functioning.
 To study and determine the extent of quality deviation in a product during the manufacturing
process.
 To analyse in detail the causes responsible for such deviation.
 To undertake such steps which are helpful in achieving the desired quality of the product.
3. Explain the objectives of inspection? (nov-2012)
1. To collect information regarding the performance of the product with established standards for
the use of engineering production, purchasing and quality control etc.
2. To sort out poor quality of manufactured product and thus to maintain standards.
3. To establish and increase the reputation by protecting customers from receiving poor quality
products.

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4. Detect source of weakness and failure in the finished products and thus check the work of
designer.
4. What are the advantages of floor inspection? (nov-2012)
It suggests the checking of materials in process at the machine or in the production time by patrolling
inspectors. These inspectors moves from machine to machine and from one to the other work centres.
Inspectors have to be highly skilled. This method of inspection minimise the material handling, does not
disrupt the line layout of machinery and quickly locate the defect and readily offers field and correction.
(1) Encourage co-operation of inspector and foreman.

(2) Random checking may be more successful than batch checking.
(3) Does not delay in production.
(4) Saves time and expense of having to more batches of work for inspection.
(5) Inspectors may see and be able to report on reason of faculty work.
5. State the differences between inspection and quality control? (april/may-2014)
Inspection is the most common method of attaining standardisation, uniformity and quality of
workmanship. It is the cost art of controlling the product quality after comparison with the established
standards and specifications. It is the function of quality control. If the said item does not fall within the
zone of acceptability it will be rejected and corrective measure will be applied to see that the items in
future conform to specified standards. Inspection is an indispensable tool of modern manufacturing
process. It helps to control quality, reduces manufacturing costs, eliminate scrap losses and assignable
causes of defective work.
Quality control can be defined as that Industrial Management technique by means of which
product of uniform acceptable quality is manufactured.
6. State the various types of inspection in quality? (Nov-2013)
(1) Inspection of incoming materials. It is also called receiving inspection. It consists of

inspecting and checking of all the purchased raw materials and parts that are supplied before they
are taken on to stock or used in actual manufacturing. Inspection may take place either at
supplier’s end or at manufacturer’s gate. If the incoming materials are large in quantity and
involve huge transportation cost it is economical to inspect them at the place of vendor or
supplier.

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(2) Inspection of production process. The work of inspection is done while the
production process is simultaneously going on. Inspection is done at various work centres of men
and machines and at the critical production points. This had the advantage of preventing wastage
of time and money on defective units and preventing delays in assembly.
(3) Inspection of finished goods. This is the last stage when finished goods are inspected
and carried out before marketing to see that poor quality product may be either rejected or sold at
reduced price.
7. Write the benefits of quality control? (nov-2013)
 To decide about the standard of Quality of a product that is easily acceptable to the customer.
 To check the variation during manufacturing.
 To prevent the poor quality products reaching to customer.
The control process involves a universal sequence of steps as follows :

(1) Choose the control subject.
(2) Choose a unit of measure.
(3) Set a standard value i.e., specify the quality characteristics
(4) Choose a sensing device which can measure.
(5) Measure actual performance.
(6) Interpret the difference between actual and standard.
(7) Taking action, if any, on the difference.
8. How TQM is followed in practice? (April/may-2013)
An overview of TQM quality management practices highlights the different approaches or practices
followed to ensure the highest level of customer satisfaction in a product or service. It involves all
stakeholders and stresses on the importance of work responsibility from every member.
Total Quality Management is
 led by top management
 involves all departments and members
 a continuous process
It involves
 Leadership
 Customer satisfaction
 Collective responsibility
According to an analysis of TQM quality concepts, the customer comes first and is of the highest priority.
It is the desire for utmost customer satisfaction that drives a company, organization or firm to work
towards quality. When TQM is integrated as part of the work ethics, it becomes a 'way of life' for the
organization as a whole irrespective of the work being part of an operation or a project.

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PART – C QUESTIONS
1. What do you understand by quality control? explain the advantages (nov/dec-2011)
Quality control (QC) is a procedure or set of procedures intended to ensure that a manufactured product
or performed service adheres to a defined set of quality criteria or meets the requirements of the client or
customer. QC is similar to, but not identical with, quality assurance (QA).
 Include better products and services ultimately establishing a good reputation for a company.
 Higher revenue from having more satisfied customers.
2. Explain the P and X chart with illustration? (nov-2013)
In statistical quality control, the p-chart is a type ofcontrol chart used to monitor the proportion of
non conforming units in a sample, where the sample proportion nonconforming is defined as the
ratio of the number of nonconforming units to the sample size.
The control limits for this chart type are where is the estimate of
the long-term process mean established during control-chart setup.

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An x bar chart is used to monitor the average value, or mean, of a process over time. For each
subgroup, the x bar value is plotted. The upper and lower control limits define the range of
inherent variation in the subgroup means when the process is in control.
The Chart Construction Process In order to construct x bar and R charts, we must first
find our upper- and lower control limits. This is done by utilizing the following formulae:
UCL = µ+ 3σ √n
LCL = µ - 3σ √n
3. Briefly explain the TQM with its approaches and techniques? (Nov-2010)
As you consider your approaches of Total Quality Management (TQM), you have to evaluate which
methods best suit your company and your management style. The term came from the teachings of the
late statistician and industrial consultant, W. Edwards Deming, who promoted five basic principles:
 Reduce errors that occur during the manufacture or presentation of a product or service.
 Render efficiency among the components (staff or company departments) necessary to produce
the product or service.
 Utilize the most modern equipment or procedures available.
 Maintain constant levels of employee training and education.
 Assess levels of customer satisfaction.
4. Explain the various control charts used in quality control? (april/may-2013)

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 C chart. In this chart we plot the number of defectives (per batch, per day, per machine, per 100
feet of pipe, etc.). This chart assumes that defects of the quality attribute are rare, and the control
limits in this chart are computed based on the Poisson distribution (distribution of rare events).
 U chart. In this chart we plot the rate of defectives, that is, the number of defectives divided by
the number of units inspected (the n; e.g., feet of pipe, number of batches). Unlike the C chart,
this chart does not require a constant number of units, and it can be used, for example, when the
batches (samples) are of different sizes.
 Np chart. In this chart, we plot the number of defectives (per batch, per day, per machine) as in
the C chart. However, the control limits in this chart are not based on the distribution of rare
events, but rather on the binomial distribution. Therefore, this chart should be used if the
occurrence of defectives is not rare (e.g., they occur in more than 5% of the units inspected). For
example, we may use this chart to control the number of units produced with minor flaws.
 P chart. In this chart, we plot the percent of defectives (per batch, per day, per machine, etc.) as
in the U chart. However, the control limits in this chart are not based on the distribution of rare
events but rather on the binomial distribution (of proportions). Therefore, this chart is most
applicable to situations where the occurrence of defectives is not rare (e.g., we expect the percent
of defectives to be more than 5% of the total number of units produced).

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UBA31 Production Management

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UBA31 Production Management

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ACADEMIC YEAR: 2016 – 2017 REGULATION CBCS - 2012

(UBA31) – (Production Management)

2. What are the intermediate objectives of production management? (Nov 2010)

3. What is Production Management? (Nov 2011)& (Nov 2013)

4. Mention the meaning of Production Control. (Nov 2011)

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

5. Define the term Production. (Nov 2012)

6. What is Mass Production? ( Nov 2012)

7. Define Productivity?(Apr 2013)

8. List out any few scope of Production Management?

9. Give the meaning of Continuous Production?

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

10. Define Batch Production?

11. List out the Characteristics of Continuous Production?

12. What are the characteristics of Mass Production?

13. Give the meaning of Quality.

14. What do you mean by Productivity?

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

15. List out the various functional areas in PM.

The above functions of production management are briefly discussed below.

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Selection of Production Process:

Selecting Right Production Capacity:

Quality and Cost Control

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Maintenance and Replacement of Machines

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3. What are the characteristics of Production Management? (Nov 2011)

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4. Give a brief history of the development of Production Management?(Nov 2012)

 The primary objective of production management was that of efficiency – efficiency of

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

Effectiveness as a Function of Internal Climate:

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Advent of Operations Research Techniques:

 While manufacturing products, the production function organizes its resources in

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

 Interface of Production and other FunctionsAccountants have to understand the basic

 Management Accountants must know process costing and variance analysis.

 Financial Managers take capital budgeting decision, based on production requirements.

 Marketing Managers have to understand production schedules to meet their delivery

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

 Personnel department is interested in understanding job analysis, job descriptions, job

 Entrepreneurs owe their success to successful production planning supported by

More about Production Function:

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

3. Production function is always defined with respect to a given technology. If there is an

8. Write objectives of Production Management? (Nov 2013)&(Apr 2013)

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

Timeliness of delivery is one of the important parameter to judge the effectiveness

9. Differentiate Productivity and Production(Nov 2013)

 Productivity of an organization is defined as the ratio of outputs produced by the

Productivity = Output / Inputs

 Production is the total output produced by an organization in a given period. These

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

 There can be many different types of productivity measurement depending on the

 Some of the most common types of productivity measurements include labor

1. Explain the scope of Production Management?(Nov 2010)& (Nov 2013)

Plant layouts and material handling

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1

Production and planning control

 A strong production management department is able to analyze the different options

RAAK/BBA/DHARANIKUMARI/II YEAR/III Sem/UBA 31/PM/UNIT-1