Assignment No: #1

Course: Production & Operations Management (8418)

Semester: Autumn, 2021
Level: BBA
Name: Noroz Khalid Qureshi
Roll No: By-481373

QUESTION 1:
What is Production and Operation Management? How could you analyze the problems of
production management? Discuss with examples.
ANSWER:

Production Management
The goal of all manufacturing companies is to maximize profit. This comes about through the
utilization of a well-designed production process that continually pursues process improvements
and gains in efficiency. This process requires solid production management to realize these gains
and apply them to the bottom line.
As an integral part of overall business management, production management is the process of
transforming raw materials or components into finished products. It is the management of the
physical materials, adherence to design specifications, equipment utilization, performance, and
labor to implement the company’s production strategy.
Production management requires the coordination and supervision of people, materials, and
equipment. This requires managers to continually make decisions in four key areas:
 Production Planning
 Production control
 Process Improvement
 Equipment Maintenance
Operation Management
Operations management is a field of business concerned with the administration of business
practices to maximize efficiency within an organization. It involves planning, organizing, and
overseeing the organization’s processes to balance revenues and costs and achieve the highest
possible operating profit. An operations manager is tasked with ensuring that the organization
successfully converts inputs such as materials, labor, and technology into outputs in an efficient
manner.

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Operations management is a field of business that involves managing the operations of a business
to ensure efficiency in the execution of projects. It means that the individual in charge of the
department will be required to perform various strategic functions. Some of the functions include:
 Product Design
 Forecasting
 Supply Chain Management
 Delivery Management
Difference between production and operations management
While integrally linked, there is a difference between production and operations management. In
any factory, the production manager applies management principals specifically to the production
process. On the other hand, the role of operations management is broader as it relates to business
activities outside of manufacturing.
Operations managers apply business management principals to ensure that the entire organization,
and not just production, runs smoothly and efficiently. This not only involves direct input into the
production process. It also includes responsibility for services that may accompany production
such as customer service or field service.
Operations management also encompasses inventory, warehousing, and supply chain. This may
include purchasing and delivery systems. And they may manage quality departments and quality
initiatives as well. Other functions involved in operations management include:

 Strategic Plans: Operations management is involved in making sure that effective

strategies are developed to maximize all company resources in tandem.
 Finance: Operations management is often involved in the capital and operational
budgeting and planning.
 Product Design: Operations managers are responsible for ensuring that the products
developed can be manufactured by the factory efficiently and at optimal cost.
 Forecasting: Operations management is a bridge between sales and production and may
be tasked with forecasting to predict which products and services are required for the
future.
Analyze the problems of production management
During the manufacturing process, there are many production issues that can occur: poor quality,
long lead times, high on-hand inventory, supply chain interruptions, etc. These things all affect the
product you’re putting out there, which in turn affects the public’s perception of your brand.
The most common problems tend to fit into four categories:
1. Quality problems: High defect rate, high return rate and poor quality.
2. Output problem: long lead time, unreasonable production schedule, high inventory rate,
supply chain interruption.
3. Cost problem: Low efficiency, idle people or machines.
4. Management problem: Potential safety hazard, bad working conditions.

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One great example of how a major quality problem can really cause problems down the line,
recently happened to one of my clients in the UK. It was a wood product, but the moisture content
of the wood was never tested. In addition, the product was not packed well for a wood product.
So, when the goods arrived in the very damp climate of Britain, they began to mold quickly and
the damage was irreversible. All the inventory had to be destroyed.
All that needed to happen was a closer eye on the details, and the whole situation could have been
avoided with a plan to manage for the high moisture content of the wood. They needed to be 100%
clear on what their raw materials were comprised of, and what would need to happen to keep the
product in retail-ready condition. Neither of these things happened and the whole production run
was a loss.
For Example
In the example above with the wood, it would have been helpful if it had been considered that
moisture content in their raw materials would play a role in the overall quality of the final product.
As the client of the factory, it is your job to tell them how you expect your products made, in the
most finite detail you’re able to get to. It is up to you to consider these details and to convey them
to the factory. And to hold them accountable for making it right.
Never forget that the factory will always try to please you they will always say “yes”, even when
they may have trouble meeting your request. So you must be extremely specific say exactly what
the moisture content of the wood needs to be, for example. When they send you a sample, have
that sample tested. Make sure the craftsmanship where you want it to be. Make sure the factory
understands. This is you providing strong, clear communication, staying on good terms with your
factory, and keeping a firm grip on your quality standards.
They may also choose to provide other options if they can’t meet your criteria, such as including
desiccant packs into the shipping boxes.
Corrective Action Plan
Now that we know what the problem was, it’s time to implement a Corrective Action Plan (CAP)
to make sure it doesn’t happen going forward. Specify the right wood, source the right wood, test
the sample, proceed only when testing is satisfactory.

QUESTION 2:
What is product design? Discuss and analyze the evaluation of product design with examples.
ANSWER:
Product design

The definition of product design describes the process of imagining, creating, and iterating
products that solve users’ problems or address specific needs in a given market.
The key to successful product design is understanding the end-user customer, the person for whom
the product is being created. Product designers attempt to solve real problems for real people by

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using empathy and knowledge of their prospective customers’ habits, behaviors, frustrations,
needs, and wants.
Ideally, product design’s execution is so flawless that no one notices; users can intuitively use the
product as needed because product design understood their needs and anticipated their usage.
Good product design practices thread themselves throughout the entire product lifecycle. Product
design is essential in creating the initial user experience and product offering, from pre-ideation
user research to concept development to prototyping and usability testing.
But it doesn’t end there, as product design plays an ongoing role in refining the customer
experience and ensuring supplemental functionality and capabilities get added in a seamless,
discoverable, and non-disruptive manner. Brand consistency and evolution remain an essential
product design responsibility until the end of a product’s lifespan.
And it’s much more than just what users see on their screens. System design and process design
are critical behind-the-scenes components that eventually drive users to see and interact with the
interface design.
Analyze the evaluation of product design with examples.

By performing continuing product evaluations, you get to know your targets audience and what
they think about your company’s product or services. Product evaluations will help you to stay
head and will bring you data with invaluable knowledge about your customer’s needs.

Product design evaluation is essential for all manufacturing industries to explore the soundness
and effectiveness of the product design. This paper presents a mathematical model for evaluating
and analyzing the product design alternatives using graph theory and matrix approach. In this
paper, various contributing factors are identified and their relative importance has been considered.
A digraph model is constructed to represent the abstract information of the product design which
takes into account of all the factors and is much useful for visual analysis. The digraph model is
converted into matrix form, which is used for computer processing. An index is obtained from the
product design evaluation function, derived from the matrix for all product design alternatives and
it shows the effectiveness of the product design. Indices are calculated for all product design
alternatives and they are ranked in ascending order and the product design corresponding to the
first rank is selected as best one. The proposed methodology is quite versatile from the point of
view that it integrates all factors of the product design.

QUESTION NO 3:

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How a manager involves employees in TQM process to control the quality of product?
Discuss with examples.

ANSWER:
WHAT IS TMQ?
Total quality management (TQM) is defined as a management technique that focuses on long-term
performance through customer satisfaction. All members of an organization participate in a TQM
endeavor by working to improve processes, products, services, and the culture in which they
operate.

Total Quality Management is described as management's ongoing effort to upgrade and improve
processes and systems in order to assure superior product quality. Customers must be taken care
of by every business. Their opinions are crucial. Total Quality Management develops processes
and systems based on customer input and other studies, which ultimately aid in the organization's
development.

A manager's job is to act as a facilitator in the workplace. It is your responsibility to assist staff
with TQM implementation. It is your obligation as a manager to pick and designate the suitable
people to act as line managers and oversee the entire project. Employees you hire should be
dependable and hardworking, as well as capable of handling a critical project like complete quality
management. The manager's job is to provide resources for comprehensive quality management,
schedule time for various training programmers, and recognize employees who come up with
various improvement ideas and methods that will assist the company deliver superior quality
products.

BENEFITS OF TQM:
As worldwide standards for total quality management have been developed, the term "total quality
management" (TQM) has gone out of favor as a term to define an organization's quality policy and
method. For additional information, please read our sections on quality management systems.
Total quality management benefits and advantages:
 Higher productivity
 Enhanced market image
 Elimination of defects and waste
 Reduced costs and better cost management
 Higher profitability

Primary elements of TQM:

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TQM is a management system for a customer-focused firm that has all employees participating in
continuous improvement. It integrates the quality discipline into the organization's culture and
actions through strategy, data. Here are few important elements of TQM in the following:
Total employee involvement:
All personnel are involved in achieving common objectives. Only once fear has been removed
from the workplace, empowerment has occurred, and management has given the appropriate
environment can total employee commitment be achieved. Continuous improvement efforts are
integrated with typical business activities in high-performance work systems. One type of
empowerment is self-managed work teams.
Strategic and systematic approach:
A critical part of the management of quality is the strategic and systematic approach to achieving
an organization’s vision, mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality as a core
component.
Communications:
Effective communications is critical in preserving morale and inspiring personnel at all levels
during times of organizational change, as well as in day-to-day operations. Strategies, methods,
and timeliness all play a role in communications.
Integrated system:
Although an organization may consist of many different functional specialties often organized into
vertically structured departments, it is the horizontal processes interconnecting these functions that
are the focus of TQM.
 Micro-processes add up to larger processes, and all processes aggregate into the business
processes required for defining and implementing strategy. Everyone must understand the
vision, mission, and guiding principles as well as the quality policies, objectives, and
critical processes of the organization. Business performance must be monitored and
communicated continuously.
 An integrated business system may be modeled after the Baldrige Award criteria and/or
incorporate the ISO 9000 standards. Every organization has a unique work culture, and it
is virtually impossible to achieve excellence in its products and services unless a good
quality culture has been fostered. Thus, an integrated system connects business
improvement elements in an attempt to continually improve and exceed the expectations
of customers, employees, and other stakeholders.

Continual improvement:

A large aspect of TQM is continual process improvement. Continual improvement drives an

organization to be both analytical and creative in finding ways to become more competitive and
more effective at meeting stakeholder expectations.

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A manager's job is to act as a facilitator in the workplace. It is your responsibility to assist staff
with TQM implementation. It is your obligation as a manager to pick and designate the suitable
people to act as line managers and oversee the entire project. Employees you hire should be
dependable and hardworking, as well as capable of handling a critical project like complete quality
management. The benefits of overall quality management must be communicated to all other
members of the organization by a manager. On a common platform, call employees and discuss
the benefits and relevance of overall quality management.

Total quality management guarantees that staff have a thorough understanding of their target
customers before making any modifications to procedures and systems in order to offer higher-
quality products and improve customer satisfaction. To expand their customer base and levels of
customer satisfaction, firms implement total quality management or any other quality management
approach. Total Quality Management helps a firm build a database of loyal consumers who will
stick with them no matter what.

Keys points:

 It's utilized to improve customer service, optimize supply chain management, and ensure
that personnel are properly trained.
 The goal is to increase the quality of an organization's outputs, such as goods and services,
by improving internal practices on a continuous basis.

Example:

Toyota's use of the Kanban system is perhaps the most well-known example of TQM. A Kanban
is a physical signal that sets in motion a chain reaction that leads to a certain action.
Toyota used this concept to develop its just-in-time (JIT) inventory management system.
To make its assembly line more efficient, the company decided to keep just enough inventory on
hand to fill customer orders as they were generated. Therefore, all parts of Toyota's assembly line
are assigned a physical card that has an associated inventory number. Right before a part is
installed in a car, the card is removed and moved up the supply chain, effectively requesting
another of the same part. This allows the company to keep its inventory lean and not overstock
unnecessary assets. Effective quality management resulted in better automobiles that could be
produced at an affordable price.

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QUESTION 4:
What is man machine analysis and why it is important? Discuss that how man machine
analysis is conducted to get desired results
Answer:

Human Factors engineers regard humans as an element in a “man-machine” system. A “man-

machine system” means that the man and his machine have a reciprocal relationship with each
other. A man is effectively a single channel device, although one that time shares. An
ergonomically sound system provides optimum performance because it takes advantage of the
strengths and weaknesses of both its human and machine components. This has always been done
intuitively by good designers, but systems ergonomics aims to ensure that this is done
systematically.
Man-Machine System:
A system including a human operator or group of operators and a machine, in which the operator
performs a task involving, for example, the manufacturing of material things, the management of
a type of activity, or the processing of data. Human labor in a man-machine system is based on
interaction with both the object of labor or control and the machine through the mediation of
control components depending on received information.
The information model is a representation of the states of the object of labour or control, the man-
machine system itself, the environment, and the methods for acting on these states, arranged
according to a set of rules. Data display equipment is used to create information models physically.
With an information model in hand, the operator formulates a conceptual model—a collection of
his own ideas about the labour activity's goals and objectives, as well as the states of the object of
labour, the man-machine system itself, the environment, and the procedures for acting on the states
using his own knowledge and experience.
There are five basic classes of man-
machine systems. In the first, the human operator is included in the technological process, to whi
ch he must constantly attend. He is guided in his work by instructions, which cover virtually all p
ossible situations and solutions. Operators at transfer lines and operators who receive and transfe
r information are part of this type of man-
machine system. In systems of the second class, operators monitor and control a process. Operat
ors in radar systems and traffic controllers in transportation systems are part of these systems. Th
e third class of man-
machine systems requires the operator to issue commands to robots, manipulators, and machines
that amplify human muscular energy. In systems of the fourth class, the operator acts as an invest
igator. Decipher clerks and computer operators are examples of operators in this class. In system
s of the fifth class, the operator is called upon to make management decisions.
The human part of man-machine systems is generally described in physicalistic terms, as if man
was a machine. Although this is in good agreement with the tendency of behavioral science to
emulate natural science, it is inherently wrong because it obscures where our knowledge is
deficient. Physicalistic descriptions can only capture those aspects of man which submit to the

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metaphor of the machine, and must fail to account for the rest. This inadequacy of the physicalistic
approach becomes gradually clearer, as the complexity of man-machine systems increases.
Humans, unlike machines, are not designed explicitly as parts of man-machine systems, but have
rather a plethora of capacities of which some are beneficial and some detrimental to the functioning
of the system. Since we cannot simply add to the physicalistic descriptions, the alternative is to
describe man on his own premises—essentially a psychological description with full recognition
of the characteristics of man—and then later combine the physicalistic description of the machine
with the psychological description of man. This approach makes it clear that there are a number of
important things that we do not know about man-machine systems. For instance, how performance
is shaped, how strategies are formed, how mistakes in decisions occur, how tasks can be
meaningfully analyzed, etc. Only by dethatching ourselves from the traditional physicalistic
approach and realizing where the problems lie, can we hope to make significant progress in our
knowledge of man-machine systems.

QUESTION NO 5:
-Explain Transportation Method. Discuss the mechanism of Transportation Method with
examples.

ANSWER:
Transportation Method:
Transportation Models in Operations Management is a type of linear programming that addresses
the problem of transporting goods from various sources to multiple destinations. The goal is to
find the delivery plan that reduces total shipping costs while meeting supply and demand
limitations.
Transportation models are a special form of the linear program. They address a common business
problem of where to get supplies when there is a choice of suppliers all with a limited capacity.
The basic idea is very simple.
To solve transportation problems, you need to know the capacity requirements of the sources and
the destinations and an estimation of the costs of transport between the sources and destinations.
Once this data is available, a number of techniques can be applied to find a low-cost solution.
If a company has three manufacturing units and ten regional distribution centres, for example,
there are 2 x 10 = 20 alternative routes. One of the concerns is how many loads can be transported
over different routes to maximise transportation costs, given the transportation cost per load of
each of 20 routes between production plants and regional distribution hubs and supply and demand
limitations.

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Transportation model is used in the following:
 To decide the transportation of new materials from various centres to different
manufacturing plants. In the case of multi-plant company this is highly useful.
 To decide the transportation of finished goods from different manufacturing plants to the
different distribution centres. For a multi-plant-multi-market company this is useful.
 To decide the transportation of finished goods from different manufacturing plants to the
different distribution centres. For a multi-plant-multi-market company this is
useful. These two are the uses of transportation model. The objective is minimizing
transportation cost.

Transportation Model is a direct shows model created to reduce shipping expenses in providing
products from numerous sources to various areas.
The direct programme model's diplomatic immunity is the transportation model. The Mathematical
Programming Add-in satisfies the needs of designs of this sort with a wide range of modifications.
A conventional transportation model is depicted in the matrix format in the illustration. The
transportation model is based on the idea of 'transplanting' anything, such as a hole from one site
to another without change. It is assumed that changing the concept or interrupting the transmission
in any way will harm and reduce it in some way.
The model needs a couple of secrets pieces of details that include the following:
 Origin of the supply
 Destination of the supply
 Unit expense to ship

TRANSPORTATION MODEL:
We have specific origins in a transportation issue, which might symbolize facilities where we make
things and deliver a required quantity to a variety of locations. This must be done in such a way
that the revenue is maximized or the cost is minimized. As a result, production locations are
origins, while supply locations are locations. The locations and origins are sometimes referred to
as sources and sinks.
The system shipping expenses are revealed in the little boxes within the cells (see transportation
tableau at the initiation of resolving all cells are empty). In such scenarios, for the transportation
approach to work, a dummy storage facility or factory should be included.
Transportation issues are frequently utilized in, surprise, transportation preparation in an
application where products are at a storage facility, one issue may be to designate clients to a
storage facility so as to satisfy their needs. In such a case, the storage facilities are the sources, the
clients are the locations, and the expenses represent the per-unit transportation expenses.

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A direct exhibition approach was created to reduce transportation costs while delivering products
from diverse suppliers to various locations. The transportation model is a one-of-a-kind use of the
direct programming approach. The transportation model is based on the idea of 'transplanting'
anything, such as a hole from one site to another without change. The transportation model is an
example of a model that requires simplified computations. In its most basic form, the transportation
model can be extended to sites other than those where a product is transported directly.
Many companies throughout the world now offer worldwide transactions rather than just local
ones.
Transportation encompasses not just human mobility but also the transport of commodities and
products. Transportation of things or products from a point of origin to a point of destination will
be part of the transaction. As a result, transportation issues play a critical part in transportation.

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