INTRODUCTION:For the long the term production has been associated only with a factory situation where goods

are produced in physical sense. Factory has been defined as any premise in which persons are employed for the purpose of making, altering, repairing, ornamenting , finishing, cleaning, washing, breaking, demolishing or adopting for sale, any article. However by generalizing the concept of production as the process through which goods and services are created we can include both manufacturing and service organization within the purview of production management . Thus the essential features of production function are to bring together people, machines any materials to provide goods or services thereby by satisfying the wants of the people. A system may be defined as a purposeful collection of people, object and procedure for operating within an environment. Thus every organization can be represented as a system consisting of interacting sub-system .The features of a system are that these have inputs and outputs. The basic process of the system is to convert the resource inputs into some useful form of outputs. Due to the different efficiency of conversion process we may have undesirable outputs too such as pollution, scrap or wastage, rejection, loss of humane life(in a hospital) etc. Using the general concept of production which include services we can call such system as production system. FIG 1 OF PAGE 3 UNIT(1)

Fig.1 describe a generalized concept of production system. It takes resource inputs and processes them to produce useful outputs in the form of goods or services. Inputs and Outputs:Inputs to the system may be labour, material, equipment(machine), facilities, energy, information and technology. Similarly outputs from a system may be in terms of finished products, transported goods, delivered messages, cured patient, serviced customer etc. Productivity of conversion process:Now there is a main question of how we know that we are managing our system operation well. This concern the efficiency with which we are converting our inputs into outputs. This conversion efficiency can be calculated by the ratio of output/input, a term which is

generally known as the productivity of the system. It is obvious that productivity can be improved by maximizing the desirable form of outputs from the system from a given level of resource inputs or alternatively by requiring a minimum amount of resource input for a given level of output from the system. Thus Productivity(P)= Output(O)/ Input(I). Management of production system is essentially concerned with the management for productivity. An alternative way of looking at the concept of productivity is to look at the amount of waste generated in the system then productivity can be improved by reducing wastefulness of the system. Thus a simple way to look at the productivity improvement is to attack wastes of all types of resources materials, labour, capacity of machines, time, space, capital etc. Manufacturing and Service systems:As stated earlier the generalized model of the production system includes both manufacturing system as well as service system. Example of manufacturing system are manufacturing of automobiles, computer, textile etc. Example of service system include a post office, banks, hospitals, telephone exchange etc.

OBJECTIVE OF PRODUCTION MANAGEMENT

In general terms the objective of an organization may be to produce the goods or services in required quantities and quality as per schedule and at a minimum cost. Thus quantity, quality and time schedule are the objective that determine the extension of customer satisfaction. If an organization can provide all these at minimum cost then the value of goods created or services rendered enhances and that is the only way to remain competitive. Thus various objectives can be divided into performance objective and cost objectives. Performance Objective Performance objective include: 1. Efficiency or productivity as output per unit of input. 2. Effectiveness concern whether a right set of outputs is being produced. Where efficiency may refer to doing things right, effectiveness may means doing the right things.

3. Quality is the extent to which a product or services satisfies the customer needs. The output has to conform to quality specification laid down before it can be accepted. 4. Lead times or throughput time is the time elapsed in the conversion process. Minimization of idle time, delays, waiting etc will reduce throughput time. 5. Capacity Utilization means percentage utilization of manpower, machines etc. 6. Flexibility means if the conversion process has the flexibility of producing a combination of outputs it is possible to satisfy a variety of customer needs. Cost Objectives Attaining high degree of customer satisfaction on performance front must be coupled with lower cost of producing goods and rendering services Thus cost minimization is an important system objective. Cost can explicit (visible) or implicit(hidden). These could be tangible in economic terms or intangible in social cost terms- such as delayed supplies, etc. While managing production system we must consider both the visible and invisible costs. Some example are as follows: a) Explicit(visible) costs Material Cost Direct and Indirect labour cost. Scrap/rework cost Maintenance Cost

b) Implicit(Invisible) Costs Cost of carrying inventory Cost of stock outs, shortage, back-logging, lost sales Cost of delayed deliveries Cost of material handling Cost of inspection Cost of dissatisfaction Downtime cost

TYPES OF PRODUCTION SYSTEM: On the basis of material flow characteristics the production system can be grouped into following four categories: a) b) c) d) Mass production or Flow line production system Batch production system Job shop Unit manufacture of projects

Mass production or Flow line production system These systems have simplest flow characteristics constituting straight line flow. Facilities are arranged according to sequence of operation where the output of one stage become input to the next stage. The whole system is cascaded. Major production management problems in mass production systems are balancing of production /assembly line, machine maintenance and raw material supply. In a production line there is a series of production centers, if worked is unbalanced then the most bottle necked production stage will govern the whole output rate. This will results in increased throughput times and poor capacity utilization thus contributing to low productivity. Hence a production or assembly line should be designed such that its workload is as evenly balanced as possible. Maintenance become important because if any production stages is under breakdown it will block the whole line unless quickly resorted back into operational effectiveness. Raw material to first stage is important to avoid shortage and subsequent starvation of the whole line .

BATCH PRODUCTIO SYSTEM:

If a variety of product are made with relatively small volume of production it may not be possible to lay a separate line for each product. In such case batch production system is carried out when a product is made in a certain quantity called as batch quantity on a machine and after awhile it is discontinued and another product is scheduled in a certain batch quantity. Thus various products compete for the share of the machine. This machine are of general purpose. Material flow in such system is more complex than in mass production system. Accordingly the planning and controlling aspects are relatively more difficult. Some prominent problem are :

a) b) c) d) e)

Optimal layout planning for th e production system Aggregate production planning to absorb demand fluctuations economically Machine job allocation problem Determination of economic batch quantity Scheduling and sequencing of operation

Production control assumes significance in such systems as the status of progress of various product must be chased up and effectively monitored.

JOB SHOP: A job shop does not have its own standard product but accept whatever customers orders come in. Thus it is a group of facilities and processes a wide variety of customers order in varying batch size. Each order may be a new order requiring process planning, sequencing and tooling. Material flow in job shop like situation is quite complex. A dynamic job shop where even customer orders come in a random fashion is a very difficult system to analyze at least from he point of view of production ,planning and control The main problem is dispatching priority rule to determine the sequence in which various waiting job orders are to be processed on manufacturing facilities.

UNIT MANUFACTURER OR PROJECTS Suppose we want to make a ship due to large size of the product the entire concept of material flow should change. In the previous three cases the manpower and facilities were fixed and product(material) was moving from place to place . Here product remain fixed and manpower facilities put work on it some chosen sequence. Since such product are not made in large number and have long throughput time we can treat such product as project. Thus project planning ,scheduling and monitoring techniques based on network model such PERT,CPM can be used for planning and control of such production systems.

PLANT LOCATION

Plant location refers to the choice of region and the selection of particular site for setting up a business or factory. But the choice is made only after considering cost and benefits of different alternative sites. It is a strategic decision that cannot be changed once taken. If at all changed at considerable loss, the location should be selected as per its own requirement and circumstances. Each individual plant is a case in itself. Businessman should try to make an attempt for optimum or ideal location. An ideal location is one where the cost of the product is kept to minimum, with a large market share the least risk and the maximum social gain. It is the place of maximum net advantage or which gives lowest unit cost of production and distribution. For achieving this objective, small scale entrepreneur can make use of locational analysis for this purpose.

LOCATIONAL ANALYSIS: Locational analysis is a dynamic process where entrepreneur analyses and compares the appropriateness or other wise of alternative sites with the aim of selecting the best site for the given enterprise. It consist the following: a) Demographic Analysis : It involves study of population in that area in terms of total population in numbers . Age, composition ,per capita income, educational level, occupational structure etc. b) Trade Area Analysis: It is an analysis of the geographic area that provides continued clientele to the firm. He would also see the feasibility of accessing the trade from alternative site. c) Competitive analysis: It helps to judge the nature , location, size and quality of competition in a given trade area. d) Traffic analysis: To have a rough idea about the no. of potential customers by the proposed site during the working hours of the shop, the traffic analysis aims at judging the alternative sites in terms of pedestrian and vehicular traffic passing a site.

e) Site Economics: alternative sites are evaluated in terms of establishment cost and operational cost under this. Cost of establishment in basically a cost incurred for permanent physical facilities but operational cost are incurred for running business on day to day basis, they are also as called running cost.

The above cost statement indicates that site B is preferable to site A keeping in mind economic consideration only although in some respect site A has lower cost. By applying the definition of ideal location which in the place of maximum net advantage or which gives lowest unit cost of production and distribution site B would be preferred. Selection criteria: The important consideration for selecting a suitable location are given as follows: Natural or climatic conditions. Availability and nearness to the sources of raw material. Transport cost in obtaining raw material and also distribution or marketing finished product to the ultimate users. Access to market( Small businesses in retail or whole sale or services should be located within the vicinity of densely populated area). Availability of infrastructural facilities such as developed industrial sheds or sites, link road, nearness to railway station , air ports or sea ports availability of electricity , water, public utilities, civil amenities and means of communication are important specially for small scale businesses. Availability of skilled and non skilled labour and technically qualified and trained managers. Banking and financial institution are located nearby.

Location with links(to develop industrial areas or business centers result in savings and cost reduction in transport overhead , miscellaneous expenses. Strategic consideration of safety and security should be given due importance. Government influences (Both positive and negative incentive to motivate an entrepreneur to choose a particular are made available .Positive includes cheap overhead facilities electricity, banking, transport, tax relief, subsidized and liberalization . Negative incentives in form of restriction for setting up industries in urban areas for reason of pollution control and decentralized of industries. Residence of small business entrepreneur wants to set up nearby their home lands.

One study of location al consideration from small scale units revealed that the native place or homelands of the entrepreneur was the most important factor. Heavy preference to homeland suggest that small scale enterprise not freely mobile low preference for govt. incentives suggest that concession and incentives cannot compensate for poor infrastructure.

PLANT LAYOUT : Plant layout refers to the arrangement of physical facilities such as machinery, equipment, furniture etc. with in the factory building in such a manner so as to have quickest flow of the at the lowest cost and the least amount of handling I processing the product from the receipt of material to the shipment of finished product. According ti Riggs, the overall objective of plant layout is to design a physical arrangement that most economically meets the required output-quantity and quality. According to J.L.Zundi, Plant layout ideally involves allocation of space and arrangement of equipment I such a manner that overall operating costs are minimized. IMPORTANCE: Plant layout is an important decision as it represent long term commitment. An ideal plant layout should provide the optimum relationship among output, floor area and manufacturing process. It facilitates the production process, minimizes material handling, time and cost, and allow flexibility of operation, easy production flow, make economic use of the building , promotes economic use of manpower provide safety, maximum exposure to natural light and ventilation .It also important because it affects the flow of material and processes, labour efficiency, supervision and control , use space and expansion facility.

ESSENTIALS: An efficient plant layout is one that can be instrumental in achieving the following objectives: Proper and efficient utilization of available floor space. To ensure that work proceeds from one point to another point without any delay. Provide enough production capacity. Reduce material handling cost. Reduce hazards to personnel. Utilize labour efficiency. Increase employee morale. Reduce accident. Provide for volume and product flexibility. Provide ease of supervision and control. Improve productivity.

TYPES OF LAYOUT : Plant layout facilitates the arrangement of machines , equipment, and other physical facilities in a planned manner within the factory premise . The layout differs from plant to plant , from location to location and from industry to industry but the basic principles governing plant layout are more or less same.

a) Product or Line Layout: Under this machine and equipments are arranged in one line depending upon the sequence of operation required for the product. The materials move from one workstation to another sequentially without any backtracking or deviation. Under this machine are grouped in one sequence. Therefore material are fed into the first machine and finished goods travel automatically from machine to machine, the output of one machine become the input of the next machine. The grouping of machine should be done keeping in mind the following general principles. All the machine tools or the other items of equipments must be placed at the point demanded by the sequence of operations. There should no points where one line crossed another line. Materials may be fed where they are required for assembly but not necessarily at one point. All the operations including assembly, testing packing must be included in the line.

A line layout for two products is given below.

Advantages:

Low cost of material handling , due to straight and short route and absence of backtracking. Smooth and uninterrupted operations . Continuous flow of wrk. Lesser investment in inventory and Work in Process. Optimum use of floor space. Shorter processing time or quicker output. Less congestion of work in the process. Simple and effective inspection of work and simplified production control. Lower cost of manufacturing per unit.

Disadvantages: High initial capital investment in special purpose machine. Heavy overhead charges. Breakdown of one machine will hamper whole production process. Lesser flexibility as specially laid out for particular product. Suitability: Mass production of standardized product. Simple and repetitive manufacturing process. Operation time for different is more or less equal. Reasonably stable demand for the product. Continuous supply of materials. Therefore the manufacturing units involving continuous manufacturing process , producing few standardized product continuously on the firms own specification and in anticipation of sales would prefer product layout ex. Chemicals, sugar, paper, rubber . etc PROCESS LAYOUT: In this type of layout machines of a similar type are arranged together at one place. Ex. machines performing drilling operation s are arranged in the drilling department, machines performing casting operations be grouped in the casting department . Therefore machines are installed in the plants , which follow the process layout.. Hence such layout typically have drilling department. Milling department. Wielding department, heating department and painting department, etc. the process or functional layout is followed from historical period. It evolved from the handicraft method of production .The work has to be allocated to each department in such a way that no machines are chosen to do as many different job as possible that is emphasis is on general purpose machine.

The work which has to be done , is allocated to the machines according to loading schedules with the object of ensuring that each machine is fully loaded. Process layout is shown in the following diagram.

Process layout showing movement of two product. The grouping of machines according to the process has to be done keeping in mind the following principles. The distance between departments should as short as possible for avoiding long distance movement of materials. The Department should be in sequence of operations . The arrangement should be convenient for inspection and supervision. Advantages: Lower initial capital investment in machines and equipments. There is high degree of machine utilization as a machine is not blocked for a single product. The overhead costs are relatively low. A Change in output design and volume can be more easily adapted to the output of variety of products. Breakdown of one machine does not result in complete work stoppage. Supervision can be more effective and specialized . There is a greater flexibility of scope for expansion.. Disadvantages: Material handling cost are high due to backtracking. More skilled labour is required resulting higher cost. Time gap or lag in production is higher.

Work in progress inventory is high needing greater storage space . More frequent inspection is needed which results in costly supervision.

Suitability: Products are not standardized . Quantity produced is small. There are frequent changes in design and style of products. Job shop type of work is done. Machines are very expensive. Thus process layout or functional layout is suitable for job order production involving non repetitive processes and customer specification and non standardized products , ex. Tailoring , light and heavy engineering product , made to order furniture industries jewellery. FIXED POSITION OR LOCATION LAYOUT In this type of layout , the major product being produced is fixed at one location . Equipment labour and components are moved to that location. All facilities are brought and arranged around one work centre. This type of layout is not relevant for small scale entrepreneur . The following figures a fixed position layout regarding shipbuilding .

Advantages : It saves time and cost involved on the movement of work from one workstation to another. The layout is flexible as changed in job design and operation sequence can be easily incorporated. It is more economical when several orders in different stages of progress are being executed simultaneously. Adjustment can be made to meet shortage of materials or absence of workers by changing the sequence of operations. Disadvantages: Production period being very long, capital investment is very heavy.

Very large space is required for storage of material and equipment near the product . As several operation are often carried out simultaneously, there is possibility of confusion and conflict among different work groups. Suitability: Manufacture of bulky and heavy products such as locomotives, ships, boilers, generators , wagon building, air craft manufacturing, etc. Construction of building , flyovers, dams. COMBINED: Certain manufacturing units may require all three process namely intermittent process(job shops), the continuous process(mass production shops) and the representative process combined process (i.e. miscellaneous shops). In most of industries , only a product layout or process layout or fixed location layout does not exists. Thus ,in manufacturing concerns where several as products are produced in repeated no. with no likelihood of continuous production , combined layout is followed . Generally, a combination of the product and process layouror other combination are found, in practice ,ex. For industries involving in the fabrication of parts and assembly , fabrication tends to employ the process layout while the assembly areas often employ the product layout. In soap manufacturing plant, the machinery manufacturing soap is arranged on the product line principle but ancillary services such as heating , the manufacturing of GLYCERIN, the power house, the water treatment plant etc. are arranged on a functional basis.. FACTOR INLUNCING LAYOOUT: While deciding his factory or unit or establishment or store, an entrepreneur should keep the following factors in mind. Factory building : The nature and the size of the building determines the floor space available for layout.. While designing the special requirements e.g. air-conditioning , dust control, humidity control etc. must be kept in mind . Nature of product: Product layout is suitable for uniform product whereas process layout s more appropriate for custom made product. Production process: In assembly line industries , product layout is better . In job order intermittent manufacturing on the other hand process layout is desirable. Type of machinery: General purpose machines are often arranged as per process layout while special purpose machines are arranged according to product layout. Repairs and maintenance: Machines should be so arranged that adequate space is available between them for movement of equipment and people required for repairing the machines. Humane needs :Adequate arrangement should be made for cloakroom , wash room, lockers , drinking water, toilets and other employee facilities, proper provision should be made for disposal of effluents, if any. Plant environment: Heat , light, noise ,ventilation and other aspects should be duly considered , e.g. paint shops and plating section should be located in another hall so that dangerous fumes can be removed through proper ventilation etc. Adequate safety arrangement should also be made

PRODUCTION PLANNING AND CONTROLLING:Once the decision has taken regarding the product design and production process and system the next tasks is to take steps for production planning and control as this function essentially required for efficient and economical production . Gorden and Carson observe production; planning and control involved generally the organization and planning of manufacturing process .Especially it consists of the planning of routing, scheduling, dispatching inspection and co ordination, control of materials ,methods machines, tools and operating times. The ultimate objective is the organization of the supply and movement of materials and labour , machine 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 planned development. Production control regulates and stimulates the orderly how of materials in the manufacturing process from the beginning to the end.

STEPS IN PRODUCTION PLANNING AND CONTROL: Production planning and control is the process that comprises the performance of some critical; functions on either side, viz., planning as well as control. (Ref. fig.)

Production planning:-Production planning may be defined as the technique foreseeing the every step in a long series of separate operation , each step to be taken at the right time and in the right place and each operation to be performed in maximum efficiency. Routing ; Under this , the operations , their path and sequence are established. To perform these operations the proper class of machines and personnel required are worked out. The main aim of routing is to determine the best and the cheapest sequence of operations and to ensure that this sequence is strictly followed. Routing procedure involves the following activities: 1. An analysis of the article to determine what to make and what to buy. 2. To determine the quality and type of material. 3. Determining the manufacturing operation and their sequence. 4. A determination of lot sizes. 5. Determination of scrap factors. 6. An analysis of cost of the article. 7. Organization of production control forms.

Scheduling: It means working out of time that should be required to perform each operation and also the time necessary to perform the entire series as routed, making allowances for all factor concerned. It mainly concerns with time element and priorities of a job. The pattern of scheduling differs from one job to another. Loading: The next step is the execution of the scheduled plan route chalked out it includes the assignment of the work to their operator at their machines or work places. So, loading determines who will do the works as routing determines where and scheduling determines when it shall be done. GANTT charts are most commonly used in small industries in order to determine the existing load and also to foresee how fast a job can be done .The usefulness of their technique lies in the fact that they compare what has been done and what ought to have been done.

Production control:- Production control is the process of planning production in advance of operations , establishing the extract route of each individual item part or assembly, setting , starting and finishing of each important item, Assembly or the finishing production and releasing the necessary orders as well as initiating the necessary follow-up to have the smooth function of the enterprise.

Dispatching: Dispatching involves issue of production orders for starting the operation. Necessary authority and confirmation is given for 1. Movement of materials to different work stations. 2. Movement of tools and fixtures necessary for each operation. 3. Beginning of work on each operation. 4. Recording of time and cost involved in each operation. 5. Movement of work from one operation to another in accordance with the route sheet. 6. Inspecting or supervision of work. Dispatching is an important steps as it translate production plans into production..

Follow-up: Every production programme involves determination of the progress of work, removing bottle necks in the flow of work and ensuring that the productive operations are taking place in accordance with the plans. It spots delays or deviations from the production plans. It helps to reveal to detects in routing and scheduling, misunderstanding of orders and instructions , under loading or overloading of etc. All problems or deviations are investigated and remedial measurer are undertaken to ensure completion of work by planned date. Inspection; This is mainly to ensure the quality of goods . It can be required as effective agency of production control. Corrective Measures: Corrective action may involve any of those activity of adjusting the route, rescheduling of work changing the work loads, repairs and

maintenance of machinery or equipment control over inventories of the cause of deviation is the poor performance of the employees. Certain personal decision like tranning , transfer, demotion, etc. may have to be taken. Alternate methods may be suggested to handle peak loads.

Scheduling: It means working out of time that should be required to perform each operation and also the time necessary to perform the entire series as routed, making allowances for all factor concerned. It mainly concerns with time element and priorities of a job. The pattern of scheduling differs from one job to another which is explained below: Production Schedule: The main aim is to schedule that amount of work which easily be handled by planned and equipment without interference . Its not independent decision as it takes into account following factors. 1. Physical plant facilities of the type required to process the material being scheduled. 2. Personal who possess the desired skills and experience to operate the equipment and perform the type of work involved.. 3. Necessary materials and purchased parts Master schedule : Scheduling usually starts with preparation of master schedule which is weekly or monthly breakdown of the production requirement of each product for a definite time period by having this as a running record of total production requirements the entrepreneur is in better position to shift the production from one product to another as per the changed production requirements . This forms a base for all subsequent scheduling activities. A master schedule is followed by operator schedule which fixes total time required to do piece of work with a given machine or which shows the time required to do each detailed operation of a given job with a machine or process. Manufacturing Schedule : It is prepared on the basis of type of manufacturing process involved it is very useful where single or few products are manufactured repeatedly at regular intervals .Thus it would show the required quality of each product and sequence in which the same to be operated. Scheduling of job order manufacturing: Scheduling acquires the greater importance in job order manufacturing . This will enable the speedy execution of job at each at centre point.

MATERIAL HANDLING:-

Material handling is the art and science and involving the movement , packaging and storing of substances in any form. Objective : In order to perform the activities of material handling the basic goal is to minimize the production cost . The objectives are as follows: 1. To reduce the cost by decreasing inventories, minimizing, the distance to be handled and increasing productivity. 2. To increase the production capacity by smoothing the work flow. 3. To minimize the waste during handling. 4. To improve distribution through better location of facilities and improved routing . 5. To improve the equipment and space utilization. 6. To improve the working condition. 7. To improve the customer service. Basic Material handling systems: The different material handling system can be classified according to the type equipment used , material handled , method used or the function performed. Equipment oriented system: Depending upon the type of equipment used there are several systems. Overhead system. Conveyer system Tractor tailer system. Fork-lift truck and pallet system. Industrial truck system. Underground system. Material Oriented System : These may be of following types. Unit handling system. Bulk handling system. Liquid handling system. A unit load consists of a number of items so arranged that it can be picked up and moved as a single entity such as a box , bale, roll etc. Such a system is more flexible and requires less investment.

Method Oriented system: According to the method of handling and method of production the material handling system can be: Manual system.

Mechanized or automated system. Job shop handling system Mass production handling system.

Function oriented System: The system can be defined according to the material function performed as follows: Transportation system. Conveying system. Transferring system. Elevating system.

MATERIAL HANDLING EQUIPMENT: There are both the manual and powered kind of handling equipment. Apple(1977) has classified the handling equipment into four basic types , viz., conveyer, cranes, and hoists, trucks and auxiliary equipment. Conveyers These are gravity or powered devices used for moving uniform loads from point to point over fixed paths, where the primary function is conveying. Equipments used under this category are: Belt Conveyer. Roller conveyer. Chain conveyer. Bucket conveyer. Trolley conveyer. Screw conveyer. Pipe line conveyer. Vibratory conveyer. Chute.

Cranes, Elevators, and Hoists

These are overhead devices used for moving varying loads intermittently between point within an area, fixed by the supporting and binding rails, where the primary function is transferring or elevating. Some examples are as follows: Overhead traveling crane Gantry crane. Jib crane Elevators. Hoists. Stacker cranes. Winches. Monorail. Industrial trucks and vehicle These are hand operated or powered vehicle used for movement of uniform or mixed load intermittently over various paths having suitable running surface and clearances where the primary function is maneuvering or transporting. These include: Fork lift trucks. Platform trucks. Industrial tractor and tailor. Industrial cars. Walkie trucks. Two wheeled hand trucks or trolley. Hand stacker . Auxiliary Equipment These are the devices or attachments used with handling equipment to make their use more effective and versatile. These include: Ramps. Positioner . Pallets and skids. Pallet loader and unloader. Lift truck attachments. Dock boards and levelers. Containers Below the hook device. Weighing equipments.

Material handling equipments: BELT CONVEYOR.

MOBILE CRANE.

ROLLER CONVEYER.

HAND TROLLEY.

MONORAIL.

FORK LIFT TRUCK.

PRODUCTION MANAGEMENT: Production management is a system whose function is to convert a set of inputs into a set of desired outputs. Production systems depicted under with help of chart

Production management involves the managerial decision regarding design of the product and the production system i.e. determination of production processes and production planning and control. DESIGN OF PRODUCTION SYSTEM: Production system is the framework within which the production activities of an enterprise take place .An appropriate designing of production system ensures the coordination of various production operation . There is no single pattern of production system which is universally applicable to all types production system varies from one enterprise to another. Broadly one can think of three type of production systems which are mentioned here under : Continuous Production: It refers to the production of standardized product with a standard set of process and operation sequence in anticipation of demand. It is also known as mass flow production or assembly line production . This system ensure little work in process inventory and high product quality but involves large investments in machinery and equipment. The system is suitable in involving large volume and small variety of output e.g. oil refineries reform, cement manufacturing etc. Job Manufacturing: It involves production as per customers specification each batch or order consists of a small lot of identical products and is different for other batches. The system require comparatively smaller investments in machine and equipment .It is flexible and can be adapted to changes in product design and order

size without much inconvenience. This system is most suitable where heterogeneous products are produced against specific orders.. Intermittent production: Under this system the goods are produced partly for inventory and partly for customers orders. Ex. Components are made for inventory but they are combined differently for different customers . Automobile plants, printing press etc.

MAINTENACE MANAGEMENT: Maintenance is usually viewed only as a repair function . It is however, a combination of any action carried out to retain an item in , or restore it to, an acceptance condition. In fact maintenance keeps or ensures that the entire production system is kept reliable , productive and efficient . All departments of a production system may have been designed beautifully without giving due consideration to maintenance management. Objective of maintenance: To maximize the availability and reliability of all assets, especially plant equipment and machinery , and obtain the maximum possible return on investment. To extend the useful life of assets by minimizing wear and tear and deterioration. To ensure operational readiness of all equipment required for emergency use at all times, such as standby units, fire fighting and rescue unit etc. To ensure the safety of personnel using facilities . TYPES OF MAINTENANCE: Emergency maintenance : An unplanned maintenance which is necessary to put in hand immediately to avoid serious consequences , for instance loss of production, extensive damaged to assets or for safety reasons. Emergency should remain exceptions rather than the rule. To ensure such a posibilty, it is better to have planned maintenance systems. Planned maintenance: Maintenance organized and carried out with forethought , control and records to a predetermined plan. Planned maintenance can be split up into essentially two main activities namely preventive and corrective. Preventive maintenance : Also termed diagnostic or predictive maintenance is maintenance carried out at predetermined intervals, or to other prescribed criteria and is intended to reduce the likelihood of an equipments condition falling below the required level of acceptability. Corrective maintenance: Maintenance carried to restore an item which has ceased to meet an acceptable condition. It involves minor repairs , that may crop up between inspections. Design out maintenance: It is yet another policy which is practiced frequently in developed countries. The policy aims at minimizing the effect of failure and at eliminating the cause of maintenance.

Running maintenance: Maintenance which can be carried out when the item is in service. Shutdown maintenance: Maintenance which can only be carried out when the item is out of service. A time based preventive maintenance: This policy is effective when the failure of any item of an equipment is time dependent and the item is expected wear out within the life of the equipment. More over the total cost of replacement of the item should be substantially less than those of failure replacement repair.