The document discusses the scope, importance and objectives of production management. It describes the conversion process of taking inputs and transforming them into outputs through various resources. The roles and responsibilities of a production manager are outlined, including minimizing costs, improving productivity and quality. The organization structure positions the production manager between the managing director and subordinate managers. Key qualities for effective production management are also listed.
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The document discusses the scope, importance and objectives of production management. It describes the conversion process of taking inputs and transforming them into outputs through various resources. The roles and responsibilities of a production manager are outlined, including minimizing costs, improving productivity and quality. The organization structure positions the production manager between the managing director and subordinate managers. Key qualities for effective production management are also listed.
The document discusses the scope, importance and objectives of production management. It describes the conversion process of taking inputs and transforming them into outputs through various resources. The roles and responsibilities of a production manager are outlined, including minimizing costs, improving productivity and quality. The organization structure positions the production manager between the managing director and subordinate managers. Key qualities for effective production management are also listed.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
The document discusses the scope, importance and objectives of production management. It describes the conversion process of taking inputs and transforming them into outputs through various resources. The roles and responsibilities of a production manager are outlined, including minimizing costs, improving productivity and quality. The organization structure positions the production manager between the managing director and subordinate managers. Key qualities for effective production management are also listed.
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SCOPE,IMPORTANCE AND OBJECTIVE
OF PRODUCTION MANAGEMENT Prepared by SUPRIYA CHATTERJEE-01 BHUSHAN CHINCHMALATPURE-02 NILESH CHOGALE-03 KRUSHNANT DEVKER-04 UMESH DISALE-05 Contents Introduction
Operation concept of Production
Objective of production management
Conversion process of production
Components of production function
Importance
Scope
Responsibilities of production manager
Organization for production
Qualities of production manager
Introduction
It is the process by which goods and services
are produced Operation concept of production
It includes both manufacturing as well as
service organizations Operation function is the heart for any organization Operation function is the process of changing inputs into outputs thereby adding value to some entity Objectives of production Management
Producing right kind of goods
Maximizing output of goods
Quality objective
Capacity utililisation
Cost objective Conversion process of production Organization Inputs Resources Transformation Output
Steel Two-wheeler Fabrication and Motor Bikes and sheets,Engine,Tyres,C Tools, Dyes, workers factory Assembling Scooters ontrol panel
Imparting Business School Graduates Faculty members MBA’s knowledge and skill
Food Food,Chef, Preparations,creatin Satisfy Restaurants Food loving customers Beverages, g conductive Customers Ambience,captains Environment Scope of PM Maintenance and replacement
Cost reduction Work study and job design and cost control
Quality Process assurance and selection and control planning
Product Inventory selection and control design
Plant layout Capacity planning and material handling Production planning and Plant location control Importance
To ensure smooth and efficient operation
Minimization of production cost
To Improve productivity of business firm
Maximize profit Reduction of waste Responsibilities of production manager
To forecast the requirement
Utilize the factor Reduce quality costs Reduce material handling costs Improve labor productivity Minimize throughput time To build team spirit Organization for production Managing director
Foreman Foreman Foreman Foreman Machine assembly Paint shop Gear shop shop Qualities of production manager
Intelligence Enthusiasm and perseverance Imagination Resourcefulness Self control Sympathy Communication ability Flexibility Type Public (BSE: 500470) Industry Steel Founded 1907 Headquarters Mumbai, India[1] Area served Worldwide Ratan Tata (Chairman) Key people B Muthuraman (Vice Chairman) HM Nerurkar(MD) Hot and cold rolled coils and sheets Wire and rods Products Construction bars Pipes Structurals and forging quality steel Revenue ▼ $21.582 billion (2010)[2] Profit ▲ $-423.5 million (2010)[2] Total assets ▲ $24.446 billion (2010)[2] Total equity ▲ $5.082 billion (2010)[2] Employees 81,269 (2010)[3] Parent Tata Group Website TataSteel.com OBJECTIVES
To findthe reason behind the
implementation of TOP? To study steps taken by TISCO for reducing costs To study the long run benefits of low cost production Data collection TISCO appointed McKinsey and Booz-Allen & Hamilton to study its operations and suggest ways to cut costs.
A TOP programmed was formed called as WAVE which
divided into 5 phases.
The Phase I of a Wave was two weeks long. During this
phase, the cost base was examined and the items that had a maximum impact on the bottom-line were identified. ANALYSIS 1
No longer control steel prices which are
dictated by international markets. It aimed achieving large improvements in throughput, quality and cost in the short term. In the long run, TOP was expected to enable the TISCO to achieve high rates of performance improvement Analysis 2 by adopting innovative strategies and other cost-cutting exercises. For example, TISCO stopped using manganese, an expensive metal used to increase the strength and flexibility of steel. to reduce its manpower costs-reduced its workforce from 78,000 to 40,000 employees. adopted Performance Ethic Program me (PEP), Performance Management System (PMS). It would identify and reward strong performers, formed a small cross-functional in-house team consisting of consultants Analysis 3
