project selection and identification-2.pdf

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UNIT 2 PRODUCT SELECTION AND
PROCESS SELECTION
Objectives
After going through this unit, you should be able to:
• appreciate Product Selection as one of the key strategic decisions of any
organisation, learn the concept of productibility and its effect on product
selection, identify the various stages involved in the product selection
process and have a brief idea of the new product mortality curve.
• know the issues involved in screening a new product idea, identify the
trade offs involved in product design, understand the impact of product
design on process design, identify the various tradeoffs involved in
process selection and know the issues involved in the general
transformation process selection procedure.
• learn the four forms of transformation processes-their characteristics,
advantages and disadvantages, know about the new technologies that are
applicable to the transformation processes, understand the concept of
Process Life-cycle, learn the use of break-even analysis in choosing the
least cost process and appreciate the need to maintain focus in all
production operations.
Structure
1
1.1 Introduction to Product Selection
1.2 The Product Selection Process
1.3 Selection of the Products
1.4 Product Development
1.5 Product Design
1.6 Introduction to Process Selection
1.7 Forms of Transformation Processes
1.8 The Project Form
1.9 Intermittent Flow Processes
1.10 Continuous Flow Processes
1.11 Processing Industries
1.12 Selection of the Process
1.13 Summary
1.14 Key Words
1.15 Self-assessment Exercises
1.16 Further Readings

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2.1 INTRODUCTION TO PRODUCT
SELECTION
Product selection is a strategic decision consisting of “what product is to be
produced – in what form, what features and what number” whereas
Process Selection decides about the quality and quantity of the manpower,
capital requirement and the choice of processes used for the production.
We have looked at operations as the process of converting inputs into outputs
and thereby adding value to some entity. This concept of value addition is
very important for effective management of the operations function.
Although the "conversion' takes place inside the organisation, the addition of
value occurs only when it is perceived to have been done so by the customers
of the product or service in the market place. This concept changes the
orientation of an operations manager from totally inward looking to one who
is alert to the needs of the customers. As we go on to discuss the strategic
decisions in operations management in the next couple of units, this issue
will come up again and again and it is not out of place to remind ourselves
once more that it is not enough to produce a product or service but it has to be
produced so that there is an added value as perceived by the market.
Although we differentiated a product from a service above, this
differentiation becomes very hazy and confusing. For example, if we are
selling a computer, we are selling a product of course. However, instead of
selling the computer if we start leasing it to our customers-what are we
selling now-a product or a service? On the other hand, so far as the customer
is concerned-he is using the computer exactly in the same manner in both
these cases. The difference is only in terms of payment and the legal
ownership of the asset. Similarly, even when the computer is sold outright,
we are also selling after-sales service and other customer support services
along with the computer. Thus, we start seeing that so far as the customer is
concerned he is only buying some benefits in all these cases and these
benefits are services. Services are bundles of benefits, some of which may be
tangible and others intangible, and they may be accompanied by a facilitating
good or goods. If there are no accompanying facilitating goods, e.g. getting a
haircut, we will refer to these services as pure services.
All outputs of an organisation are services and in this unit we would take a
deeper look at output selection. Thus, although we have titled the unit as
product selection, we would like to pursue it as output selection keeping in
view the service nature of any organisation that we presented above. In what
follows, the term product is thus used in its generic sense and is meant to
include services.
A Strategic Decision
Product selection is a strategic decision for any organisation. Such decisions
are long term decisions and the organisation commits itself to the

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product/products selected for a long time to come. What products to produce-
-in what form and with what features--is very important because many other
decisions-for example, the technology used, the capacity of the productive
system, the location of the production facilities, the organisation of the
production function, the planning and control systems, etc. are dependent on
this. The competitiveness and profitability of a firm depend in part on the
design and quality of the products and services that it produces, and on the
cost of production. The design of a product or service may make it expensive
to produce and a change in design may make it possible to produce the same
in a less expensive way. Similarly, one design of a product or service may
require large and expensive additions to capacity of some process whereas a
change in design may make it possible to produce the same with existing
capacity.
Product selection is a strategic decision, thereby involves other
functional areas like marketing, research and development and as well
also the top management therein. The operations management function
provides vital inputs regarding the production of the product or service in
these decisions making.
Producibility
The product selection process is a highly integrative process. Thus product
function, cost, quality and reliability are some of the inputs to this decision.
The producibility of a product/service measures the ease and the speed with
which the output can be produced.
The specialised equipment, specialised skills and specialized toolings,
facilitate in switching production from one product to another etc. and are
thus important factors to assess producibility. It is also important to look at
the complete range of products produced because a new product may either
use the capacity of processes/sub-processes already established or may
require the establishment of capacity of some processes/sub-processes. A
family of similar products is much simpler to produce than a family of
dissimilar products.
2.2 THE PRODUCT SELECTION PROCESS
Product selection is an ongoing process in any organisation. In fact, as the
environment changes, as new technology is developed and as new tastes are
formed, the product should benefit from these developments; otherwise what
is perceived to have added value today may not be perceived as such
tomorrow. For example, jute has been in use as a packing medium for a long
time. However, with changes in technology and consumer taste, the same
product is no more perceived to have added value and therefore, its demand
has reduced.

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Product Selection Stages
The process of creating, selecting, developing and designing the output of an
organisation is shown in Figure I. We will follow the same sequence in our
discussion as well. Output possibilities are generated from many sources:
a) From the field itself through market research. This can take the form of
consumer surveys, dealer surveys and opinion polls etc.
b) From research laboratories. This can be due to a breakthrough achieved
by pure research or applied research in developing new knowledge.
c) From conscious and formalised attempts to generate new ideas for
products or services. These ideas can be generated by using techniques
like brainstorming, panel discussions, scenario building and technology
forecasting etc.
Figure I: Stages of Bringing A New Output to Market
Source: Adapted from Meredith & Gibbs. The Management of Operations, John Wiley, New
York.
The output ideas thus generated are then screened where their match with
corporate objectives and policies is studied and their market viability is
established. A detailed economic analysis is then performed to determine the
probable profitability of the product or service. For non-profit organisations,
this takes the form of a cost-benefit analysis. This is followed by
development of the product or service from a concept to a tangible entity and
finally by design and testing.

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No Smooth Sequence
Although Figure I depicts product selection as a sequential process where one
stage follows another, in reality, the process may not be so smooth as shown.
Thus, economic analysis may have to be done after output development if
reliable cost estimates are not available at the earlier stage. Similarly, new
product features may be added at any of the above stages, thereby initiating a
whole new cycle. Finally, as product selection is an ongoing process, there is
no finality to other process since as some new product ideas are being
processed, still new idea enter the output selection process and this may go
on and on. The product selection process therefore ensures a continuous
match between what is demanded and what is produced.
In some cases, the production process has also to be designed along with the
product or service. This has to be done, for example, when the market
viability of the product depends on low cost and so the production process
has to be decided along with the product design. Or take the case of another
product where it is felt imperative to obtain a large market share right from
the initial launch. It may become necessary to establish a large capacity for
the production process right from the beginning. The production process has
to be designed along with the product in such a case.
New-Idea Mortality Curve
The previous section highlighted the fact that an output possibility has to
cross several hurdles before it enters the market as a commercial product or
service. The new idea mortality curve presents the same in a graphical
manner. Figure II shows the mortality curve for a hypothetical group of fifty
chemical product-ideas. Although the product ideas are hypothetical, still the
stage-wise mortality as well as the time frame shown is quite indicative.
Figure II assumes that after three years of research, fifty potential chemical
product-ideas are available for consideration. Initial screening reduces this
number to about half and after economic analysis, by the end of year four, the
number of potential products decreases to nine. The mortality of ideas
continues over time and by the end of five-and-a-half years, at the completion
of the product and process development stages, the number has already fallen
to about five. Design and testing reduces this further to about three and by the
end of construction, market development and commercialisation, just about
one successful product is left. Figure II is based on international experience,
and situation in India has not been tasted empirically. Thus, the mortality
curve should be treated as an indicative proposition in the Indian context.

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Figure II : New Idea Mortality Curve From Research To Commercialisation For
Chemical-Product Ideas
Source : Adapted from Meredith & Gibbs. The Management of Operations, John Wikey,
New York.
The curve also shows that converting product ideas into marketable products
is a slow process. For chemical products, on an average it takes six years to
commercialise a product after the initial research has been completed, as is
shown by Figure II. At the end of it all, a product commercially launched
may not turn out to be successful and the mortality may extend to the product
as well.
The actual figures in Figure II are only indicative and within an industry
firms differ in the speed at which they can convert a product idea into a
commercial product. Some organisations are more innovative than others and
they are always ahead with more new product ideas. Similarly, some
organisations are more risk-taking than others and attach a high priority to
being a pioneer with new products than others who are relatively risk-averse.
They would like to do a more thorough job of screening, economic analysis,
product development, design and testing and would perhaps also wait-it-out
to see how some others have fared with similar products.
Cost of New Product Ideas
The new idea mortality curve also points to another fact by implication. The
cost of pursuing different new product ideas till their abandonment is also to
be borne by the few successful products. This significantly increases the cost
of new product development and justifies the rationale of collaborative
research. The research and development for a product is carried out at one
place and later on the knowledge gained is made available to the
collaborating organisations, which are then free to make independent product

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developments of their own. A similar concept holds for our industrial
research institutions in the government sector. For example, in the early
stages of development of the television industry in India, Central Electronic
Engineering Research Institute, Pilani (CEERI) around 1980s developed an
indigenous design of a black and white television set and made it available to
television manufacturing organisations for a fee.
2.3 SELECTION OF THE PRODUCTS
At the research stage, the priority should be generation of new ideas. In fact,
it is better not to start the screening process till a reasonable opportunity has
been provided to generate all new ideas. This is because different thought
processes are required for generation of new ideas and for a rational analysis
of the same. Consideration of one new idea may generate a better idea
whereas an evaluative analysis introduced early in the process may hamper
the creative process of idea generation. Some techniques of idea generation,
for example, brainstorming, explicitly prohibit any analysis or criticism
(based on analysis) of suggested ideas at the idea generation stage.
Once a number of potential new product or service ideas have been
generated, the process of screening them to evaluate and select the ‘best’ idea
is set in motion. This can perhaps be discussed in two phases—a qualitative
phase where the new product idea is studied in terms of its match with the
corporate objectives and the corporate strategies of the organisation. The
second phase is more quantitative in the sense that potential costs and
revenues (or benefits) generated by new product are quantified and an
economic analysis is performed to establish the economy viability of the new
product or service idea.
Screening
The new product or service idea is assessed to establish its market viability as
well as to find out if it is in the larger corporate interest of the organisation to
add this new product or service to the current outputs of the organisation.
A product or service has to have sufficient demand or else it may not make
much sense to produce it at all. Of course, what is considered sufficient by
one organisation may be considered to be grossly insufficient by another.
Also the demand for a product or service is dynamic and although the current
demand for a product or service may be assessed to be low, an organisation
may still decide to retain the new output idea for further analysis if it assesses
that the demand will grow in future. For example, vacuum cleaners are still in
the introduction phase of their product life-cycle in India and an organisation
may select this as its product if it assesses that sales will grow in the near
future.
Each organisation has some corporate strengths and weaknesses. New
product or service ideas should capitalize on the strengths and should attempt

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to reduce the weaknesses to the extent possible. On the other hand, if one of
the determinants of success for a new product or service idea is already
perceived to be a corporate weakness, such a product or service does not have
a good ‘fit’ with the strength and weakness profile of the organisation. For
example, if strong design capability is identified as a corporate strength of an
organisation then adding heat exchanges to its list of products—which have
to be custom designed and built is trying to exploit a corporate strength. On
the other hand, another organisation which has identified design capability as
one of its weaknesses would perhaps select centrifuges which are standard
products and offered off-the-shelf.
It is important to realise the strengths and weaknesses are relative and also
perceptive. The same feature can be perceived to be strength by one
organisation and as weakness by another. For example, low investment in
capital assets can be considered to be a strength since this gives the
organisation greater flexibility in product selection and adjusting to changes
in demand whereas the same can be perceived to be a weakness when
capacity cannot be hired from outside or the quality of jobs got done from
outside is unsatisfactory. What is important is to ensure that there is a close
match between the strengths and weaknesses of the organisation and the
requirements for the product or service to succeed.
In product selection, many organisations try to get synergistic results by
exploiting one or more of the following four factors:
i) Familiarity with similar products or services
ii) Familiarity with the same or similar production or transformation process
to produce the product
iii) Familiarity with the same or similar markets or market segments
iv) Familiarity with the same or similar distribution channels
Thus, it is perhaps natural for a firm manufacturing ceiling fans to include
heat convectors in its product list, wherein it can benefit from its familiarity
with similar production process, similar market segments and even the same
distribution channel. On top of it, it can also reduce its weakness of having a
highly seasonal capacity utilisation.
The above discussion also highlights the fact that any new idea for product or
service has also to be seen in relation to the effect on the existing products or
services. A new product may find a market for itself by cannibalizing one of
the existing products. A new brand of a biscuit may create its market by a
corresponding reduction in demand of another brand from the same firm
unless the two are carefully targeted a different segments.
We have referred to the strengths and weaknesses of an organisation as
relative, but relative to what? Of course relative to the competition. If there is
no competition, which is very unlikely, there is no need to match the product
requirements with the relative strengths of an organisation. For totally new

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products or services, even if there is no competition presently, very soon
competition will perhaps develop and it is the desire to remain ahead of the
competition that provides the motivation for continuous inflow of new
product ideas. Whatever be the relative strengths and weaknesses of any
organisation, it is very unlikely that an organisation can be successful if its
strengths are only in marketing, finance and other non-operational areas. In
fact for long term success, it is almost imperative that sound operations
management is one of the strengths of the organisaton.
Sometimes a new product of service idea having very poor match with the
existing strengths and weaknesses of the organisation is consciously adopted.
This can happen if the organisation feels that the existing products or services
have reached the decline phase of their product life-cycles either on their own
or due to some changes in the environment e.g. government policy,
introduction of better and cheaper substitutes and changes in prices of some
inputs etc. For example, when ITC Ltd. Decided to diversify into hotels, this
new service idea did not exploit any of the four familiarity factors (explained
earlier) which could have given some synergistic results.
Economic Analysis
An economic viability of a new product or service idea ties up most of the
concepts that we have talked so far in quantitative terms to the extent
possible. What this means is that the economic value of the returns must
exceed the economic value of the costs incurred to produce the output. For
commercial organisations, the measurement of the returns and costs is
relatively straightforward and economic analysis in a way becomes
synonymous with profitability analysis. The cash flows generated as well as
consumed, if the new product or service idea is implemented, have to be
estimated for the life of the project. However, since there is a time value of
money these cash flows cannot be directly added or subtracted. So, the cash
flows are discounted to take care of the time value of money and the net
present value of all cash flows is obtained—or else the cash flows are used to
find an internal rate of return. The details of how to discount cash flows are
discussed in the further course.
Non-Profit Organisations
For non-profit organisations, there may not be a cash inflow at all, or else the
cash inflows may occur at externally fixed prices. For such organisations
economic analysis generally means a cost benefit analysis, which is similar to
the cash flow analysis mentioned earlier but now the net present value of all
benefits less that of all costs is used as an indicator of economic viability. The
benefits imply an addition of real resources to the society as a whole whereas
the costs imply using up real resources as a result of implementation of the
new product or service idea. These items of cost and benefit are valued so
that they reflect the social willingness to pay for the same. Wherever free
market conditions exist, the market prices can be used to value the costs and

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benefits. On the other hand, economic prices are first estimated and then used
to value those costs and benefits for which free market conditions do not
exist,
Economic analysis is, therefore, much more difficult for non-profit
organisations than for organisations having a profit motive.
2.4 PRODUCT DEVELOPMENT
Product development concerns itself with modifications or extensions
provided to ideas so as to improve the functioning, the cost, the value-for-
money of the product. Development effort improves the performance of the
product, adds options and additional features and even adds variants of the
basic product. On the whole, development effort is innovative vis-à-vis
research which is more inventive—the thrust being on developing new
product ideas, technologies and processes.
Product Development is the work contributing towards improvement in
the existing knowledge by why of improved ideas, systems and
techniques etc.
Development Efforts
Figure III charts the development effort over time for a typical product. The
figure also shows the effort made for research to show the relative magnitude
of effort as well as the timing of the two. Development starts after research
has established an idea which has been examined, evaluated and even refined.
The development effort rises initially as the performance of the product or
service is improved and as the product itself graduates to the growth phase of
its product life-cycle. The development effort still continues to rise but now
the result is mainly providing options. As the product reaches its maturity, the
development effort has peaked and thereafter gradually starts reducing. In
this phase, product variants are developed and offered so as to lengthen the
life cycle. This is followed by extensions of the product and Figure III
highlights the fact that product development is an ongoing process which
starts as the product is launched in the market and continues till it is
withdrawn from the market.
What is more important — research or development? Development can start
only when research has produced a product or service idea which is
technically feasible and economically viable. However, greater effort is
expanded on development as compared to research in most parts of the world
today than it was, say 30 years ago. This is partly because the new products
e.g. colour television, are more complex and require longer to debug and to
improve their performance. This could also be true because research has
become very expensive and organisations are under pressure to
commercialise research as early as possible, even before the product or
service ideas have been refined and debugged. But one possible consequence

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of this shift away from research is that organisations make themselves
vulnerable to technological breakthroughs which can give rise to a whole new
generation of the product or service itself. The tradeoff between research and
development is an important strategic decision for most organisations.
Figure III: The Development Effort Through The Product Life-Cycle of A Product
Source: Meredith & Gibbs, The Management of Operations, John Wiley, New York.
2.5 PRODUCT DESIGN
Product Design is defined as visible and tangible expression of an idea.
At the design stage, detailed specifications are provided so that manufacturer
can produce what has been designed. This means not only providing
dimensional specifications but even specifications regarding capacity, horse
power, speed and colour etc. are laid down and the task of manufacturing is
to convert the design into physical entities.
Product Variety
There are two distinctly different priorities that can affect the design of a
product or a service. The higher the standardisation, the greater will be the
ease in producing. On the other hand, customers have different needs and by
adding variety, one can satisfy more customers. Standardisation attempts
reduction in variety and better use of productive facilities, thereby achieving
lower unit costs. If the demand for the product or service is strong when the
price is low, organisations will try to minimize unit costs through
standardisation and most of the competitions will be based on prices. There
are other cost-related advantages due to standardisation. It simplifies
operational procedures and thus reduces the need for many controls. The

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organisation can buy raw materials and components in bulk and thus get
quantity discounts. It enables steady flow of materials through work centres
and thus reduces the number of production set-ups related to change in flow.
It reduces the total inventory of raw materials, work-in-process and finished
goods. Finally, since the effective volumes become larger as the variety is
reduced, high-volume production methods become viable thus giving
economies of scale in production itself.
Standardisation is a very useful concept but production needs have been
given the highest priority in this scheme of things. This may be a very good
approach to product design as long as cost is the primary basis of
competition. Otherwise, one can design a product to suit the diverse needs
and tastes of the customer. All watches are meant to display the right time but
still a company like TITAN has hundreds of models of watches with different
movements, dial shapes, sizes and other features. By adding variety, an
organisation attempts to satisfy the varied needs and tastes of its customers
and competes on non-price considerations as well.
One method used to obtain variety or perceived variety and yet hold down
cost is through modularisation. A product is designed using modules or sub-
assemblies that are interchangeable and each different combination of
modules gives a new variety of the product. For example, two different
movements, three dial shapes, two dial sizes for each shape and three
different colours will give 2x3x2x3i.e. 36 varieties of watches, yet making
large quantities of standard modules.
Design simplification attempts to simplify the design so that the product or its
parts become simpler to produce. This might mean combining two or more
parts into one so that some assembly operations are eliminated. In some other
situation, this might involve replacing screw fastened parts by parts which
can be snapped tight in place without any fasteners. Design simplification
gives pay-offs in terms of lower production costs and in some cases by lower
material costs as well.
Structuring of Options
Options provide variety to a product increasing its attractiveness to a
spectrum of users while retaining operations as simple as possible. We can
see optioned products everywhere — from computers and office furniture to
automobiles and machine fools. Even services have options built-in, for
example in vehicle insurance.
Structuring the options is a major part of making a product line competitive
when not competing on costs alone. However, options bring in their own
complications as well. For example, pricing becomes much more complicated
since each option may not have the same margin. A lot of sales effort is
required explaining options or determining what the customer wants and it
complicates the customer's choice. Options also give the customers an
opportunity to change their mind and this creates additional difficulties where

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the product is made-to-order. All options are not used to the same extent and
low-usage option parts become hard to plan and control when mixed with a
high-usage option part.
CAD/CAM
A part can be computer designed (computer-aided design) and its fabrication
instructions can be generated by computer-aided manufacturing(CAD/CAM).
This has the advantage that the manufacturing equipment is not tied up for
long periods during setting up time. Practically all the preparation time is in
programming where detailed instructions regarding the physical task to be
performed and the sequence in which these have to be performed are written
into a programme which can be read and executed by a computer having the
machine tool or any other manufacturing equipment under its control. This
then allows for very small batch sizes without losing on economy. Finally,
because information regarding the design and the manufacture of the product
and component is available on computer files, it is possible to use the data
together with other information on materials, tools, etc. for production
planning and control purposes thus achieving computer-integrated
manufacturing (CIM).
Design Characteristics and Tradeoffs
By now it should be quite clear that there are many product features which
can be affected by product design. In fact, Operations Management normally
has a major role to play while final product characteristics are set.
The key elements to be considered in product design are:
a) Function: the new design must properly meet the recipient's need and
perform the function for which it is designed.
b) Cost: the total cost incurred in producing the new design should not be
excessive, else that will affect its demand.
c) Quality: the quality of' the new design should be as high as possible,
within the constraints of the cost. Quality can cost money and superior
quality will increase the cost and reduce demand, whereas inadequate
quality will affect the performance and lead to complaints and fall in
demand.
d) Reliability: the new design should function normally without failures for
the expected duration. This is more important for complex designs
involving many elements and the design must provide for redundancies
and high reliability of elements so that high system reliability can be
obtained.
The other elements which are also important in a product design, perhaps to a
lesser degree are:
e) Appearance: if the new design can be made more attractive, without
sacrificing on the other attributes, that is only likely to improve the

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demand. The relative importance of appearance varies from product to
product and in many industrial equipment, it may have a relatively small
effect.
f) Environmental Impact: the new design should not degrade the
environment.
g) Product Safety: the new design should not pose a hazard to the
recipient.
h) Productivity: the new design should be producible with ease and speed.
i) Maintainability: this is particularly applicable to consumer durables and
industrial equipment. If a failure occurs in the equipment, it should be
easily repairable with a minimum of down time.
j) Timing: this is particularly relevant for design of services. The service
should be available when desired by the recipient
k) Accessibility: this element is also applicable to services. The recipient
should be able to obtain the service without difficulty. The last two
factors are important for design of services since services cannot be
inventoried.
In both product and service design, many alternatives usually exist that will
meet the basic function of the output. The design task is to recognise the
major characteristics of the demand and to carry out a detailed analysis of the
tradeoffs available among the various design alternatives, so as to meet the
needs of the recipients as closely as possible. Sometimes, when the needs of
the recipients are diverse, design will produce different models or versions of
the same basic product to satisfy the needs of different segments of the
market. This can be seen from the various models of television produced by
almost every television manufacturer or the economy and the executive
classes of air travel offered by Airlines companies.
The Impact of Product Innovation on Process Innovation
The design of a product or service has very close linkages with the design of
the process required to produce it. In some cases, the product design itself
becomes feasible only because of technological innovations. Throughout the
product life-cycle, the process of product development goes on and we have
looked into this aspect in section 2.4. It has been found that similar
innovations take place in process design as well and this is shown in Figure
IV below.

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Figure IV: Product And Process Innovations in the Life-Cycle of a Typical Product
Source : Buffa E S, Modern Production/Operations Management, Willey Eastern, New
Delhi.
Figure IV: shows that in the first stage, product innovations are primarily
need-stimulated and the emphasis is on maximizations of product
performance.
The process is typically uncoordinated in this stage and process innovations
are primarily output-rate stimulated. Product innovations are gradually
decreasing while process innovations pick up at this stage.
In stage two, both product and process innovations are technology-
stimulated. The productive system design emphasises cost minimization as
competition in the market begins to emphasise price. Process innovations
start dominating over product innovations as they yield greater reduction in
cost.
The product or service has reached maturity and saturation by the third stage
and innovations are stimulated primarily by cost considerations. The
productive processes become highly integrated and product-focused
operations try to achieve economies of scale by having integrated plant of
large capacities.
2.6 INTRODUCTION TO PROCESS SELECTION
The transformation process that converts inputs into outputs with added value
is the core element in the operations function. The selection of the process is
therefore a strategic decision for most organisations. The process selected
will, to a very large extent, determine both the quality and quantity of men
and women to be employed as well as the amount of capital required for the
production of goods and services. Infact, many organisations are slowly
coming round to the view that operations has been the missing link in the

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traditional approach of formulating a corporate strategy wherein the
production or operations function is expected to play a supportive role to
marketing.
Undoubtedly, marketing has to establish what is to be produced to satisfy the
needs of the customers. However, the traditional approach is partly based on
the view that PRICE= COST +PROFIT". Looked at this way, the price of a
product or service is obtained by adding a profit element to the cost incurred
in producing the same. This view of looking at profit and price may not have
any serious problem if the environment is less competitive. But as markets
become more competitive, the customers have more choice in terms of
product attributes like design, functions, ease of use, performance, quality
and cost.
The transformation process, therefore, has to be so selected that it can
provide the desired product attributes and at the same time remains cost-
effective. This can be best achieved by taking a strategic view of the
production/operations function and by integrating the operations function
including process selection while formulating the corporate strategy of the
firm.
In this unit, we shall discuss the major factors involved in the selection of the
the transformation process, the various alternative process forms available
and the process involved in selecting an appropriate transformation process.
Process Selection as an Adaptation
The major considerations in any process selection e.g. capacity, flexibility,
lead time, efficiency in using resources are so interdependent that changing
the process to alter one will almost invariably alter the others as well. There
are numerous tradeoffs available while selecting a process—between
different materials, between requirements of labour and capital, between
volume and variety, between cost of production and flexibility and so on. It is
important to know the consequences of every such tradeoff.
The transformation process selection is a complex decision because of the
existence of so many tradeoffs, many of which are also interdependent.
Generally speaking, there is no concept like the best process for a particular
conversion. Rather, many times it is an attempt to find a process which
produces acceptable levels of attainment on many objectives some of which
are incongruent. For example, we want a process which is flexible as well as
instrumental in producing outputs with least cost.
Obviously, we cannot have both and so our attempt will be to select a process
which has acceptable levels of flexibility and cost. One can give similar
examples from the other tradeoffs mentioned earlier. Such a situation only
highlights the need to integrate these decisions while formulating the
corporate strategy of the firm.

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By now it should be clear that any change in the host of factors mentioned
above will have a profound effect on the process selected. For example, with
the passage of time, if the volume or the variety of the products/services
produced undergoes a change, a different process form might become more
appropriate. Therefore, the process selection continues to remain an adaptive
process.
Process Selection and the Environment
As a strategic decision, the process selection decision is influenced by the
environment to a very great extent. With newer materials becoming available,
as such a different transformation process might become more appropriate.
This phenomenon can be seen very clearly wherever plastics are being used
as newer substitutes of some natural material. Metal containers giving way to
plastic containers mean a totally different transformation process for the
company manufacturing containers. New synthetic packaging materials have
caused significant changes in the process involving packaging of consumer
products.
Similarly, development of new technology may render a process obsolete as
the new technology is more economical, uses cheaper material or produces
goods with a higher quality level. Bolts can be made by machining hexagonal
rods. However, with the development of cold forging, the material wastage
involved in metal cutting can be totally eliminated giving rise to a process
which is not only more economical but faster as well. Not only the
manufacturing technology, but the technology involved in organising the
operations function also has an effect on the process selected. This can be
seen when concepts like Group Technology or Autonomous Working are
used and we shall discuss these concepts later in this unit.
The competitors might also affect the process selected for a transformation.
For example, when the competitors can deliver the product or service much
faster than us, this may lead to a review of the form of process selected for
our operations function. Similarly, when we want to compete on non-price
factors like quality. custom-made product designs, shorter lead times or
easier availability, the transformation process has to be geared to the
combination of such factors that we consider to be important.
2.7 FORMS OF TRANSFORMATION PROCESS
Process selection is actually a generic decision and in practice this refers to
the selection of sub-processes and sub-sub-processes depending on the type
of output that is produced. If the output is a product then, following the
design of the product, this can be broken down into sub-assemblies and sub-
sub-assemblies till we reach an elemental level of components which cannot
be broken down further. Now, for each of such components we have to
decide whether to produce it ourselves or to buy from outside. If it has to be
produced by us, then the process selection decisions concern the technology

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to be used, the sequence of operations to be performed, including in process
storage and transportation from one work centre to another, equipment
required for the transformation, staffing, the detailed work place layout,
design of special tools, jigs and fixtures and so on, If the product requires an
assembling of components and sub-assemblies, then the assembly process has
also to be selected and designed appropriately. In fact, there may be no best
way to produce a product or service; rather it may always be possible to
improve both the output and the process selected to produce it.
Establishing the Volume and the Variety
One of the major considerations for process selection is knowing where we
want to peg our organisation on the volume/variety continuum. The
volume/variety continuum can be conceived of as an imaginary straight line,
one end of which refers to very high product variety implying each product to
be different from each other, consequently having very low volume viz., only
one of each product. As we shall see later in this unit, such high variety
requires the use of highly skilled labour, general purpose machines and in
general, detailed and complex operations, planning and control systems.
The other end of the continuum refers to very low product variety implying a
single standard product that is produced in very high volumes. Such a
combination enables us to use highly automated, mass production processes
using special purpose machines and simple production planning and control
systems.
Produce-to-stock or Produce-to-order
A related consideration for process selection is whether the product is to be
produced and stocked in our warehouses to be sold as and when the demand
occurs, or is to be produced only on receipt of an order from the customer. It
is a related consideration because, usually standard products with less variety
are produced in batches and as sales proceed, we draw the products from the
inventory. When the inventory level touches a predetermined minimum level,
a fresh batch of the product is produced and such a cycle goes on. In this
system, goods are produced in anticipation of sales orders and the customer
gets immediate delivery and does not have to wait. However, such a system
can work only with inventoriable products and the shorter the shelf life of a
product, the higher the risks undertaken by the producer. For example,
newspapers have a very short shelf life and so the risks of overproducing as
well as under producing are high.
When we produce-to-order, the production process starts after receiving the
sales order in quantities dictated by each sales order. All custom-made
products are produced-to-order since the exact specifications are known only
after receipt of the order. In such a system the customer has to wait while his
products are being produced and so the longer the lead time for production,
the longer the waiting period.

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Services, by their very nature, cannot be inventoried and so services have to
be produced to order. The transformation process in such a system has
be so selected and designed that the waiting time for a customer is not
excessive.
Finally, we can have a combination of both these systems as well. For
example, where a large number of options are provided on the product, the
components and sub-assemblies might be produced to stock whereas the final
assembly is carried out on order. In restaurants, food is semi-cooked in
batches i.e. produced to stock and the final dish is prepared on receipt of a
customer order i.e. produced-to-order.
Effect of Output Characteristics
In the previous sections we have said that the form of the transformation
process depends to a large extent on output characteristics like
volume/variety and whether produced-to-stock or produced-to-order. Figure I
illustrates these comments by showing the relationship in a diagrammatic
form.
Figure V : Effect of Output Characteristics on The Form of Transformation Process
Source : Adapted From Hayes, R.H. et al., “Link Manufacturing Process and Product Life
Cycles.” Harvard Business Review.
The horizontal axis which shows the output characteristics is represented in
terms of the batch size. On one extreme we have products produced in
batches of size one, i.e. each product is different from the other. On the other
extreme we have products produced in infinitely large batch sizes, These are
products with no variety and have the characteristics of a commodity like
fertilizer, sugar and cement etc.

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The form of transformation process is similarly represented on the vertical
axis. The top end represents the project form where each project is followed
by another project-no two projects are exactly alike and detailed planning,
scheduling and monitoring has to be performed to keep the project costs and
durations under control. As we go down the vertical axis the flow of
materials becomes more smooth and uniform. These can be categorised as
batch production or interrupted form, mass production or continuous form,
and finally, as the name implies the processing form wherein there is no
interruption in the flow of materials at all, as in a petroleum refinery or a
fertiliser plant. In the subsequent sections we are going to discuss each of
these process forms in somewhat more details.
However, we would like to point out a couple of things in Figure V before we
proceed further. First, as is shown in Figure V we would not find any process
corresponding to the lower left hand region or the top right hand region of the
Figure. That is to say, when the batch size is very small it is not at all
advisable to use the continuous or the processing form of transformation.
Similarly, when the batch size is really large, it is again inadvisable to use the
project or the interrupted form.
The second point that emerges from Figure V is that for any batch size, there
is usually a choice available in choosing the processing form. Thus, even in
the same industry one may find different competitors using different
processing forms and thus trying to create a special niche for themselves. For
example, one manufacturer of ceiling fans might choose the interrupted form
whereas another might decide to adopt the continuous form of production and
both might coexist in the same competitive market.
It is also not difficult to see that Figure V also holds good for services (except
that there is no processing form for service). The service provided by a
lawyer on a law-suit is almost always of a project form. Services provided by
a government agency is usually of the interrupted form whereas for some
high volume services the continuous form is employed. In fact, in recent
years, as the service sector is growing faster than other sectors, more and
more services are gradually being pushed down the vertical axis of Figure V.
Fast food service is a typical example of this phenomenon.
2.8 THE PROJECT FORM
Project operations are characterised by complex sets of time-bound activities
that must be performed in a particular order. Distinctly different from all
other forms of transformation process such that each project has a definite
beginning and a definite completion, the project form of transformation is
very useful when complex tasks involving many different functional
specialisations have to be performed against strict deadlines.
If the output of the transformation process is a product, such products are
generally characterised by immobility during the transformation, Such

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operations are referred to as Fixed Position assembly and can be seen in the
production of ships, aircrafts, and construction of buildings, roads, etc. As
projects have limited lives, a project team is usually set up to manage a
project. Resources such as men, materials and equipment are brought
together for the duration of the project. Some materials are consumed in the
transformation process, while others like equipment and personnel are
redeployed for other uses at the end of the project.
We give below a small list of projects to clarify our understanding of a
project:
• setting up a new thermal power plant
• building a hospital
• modernising a textile mill
• constructing roads, bridges, buildings
• organising an annual sales conference
• launching a new product
• punching and delivering a programme like Diploma in Management
• computerising the purchase and the inventory control system
• conducting a two-week training programme.
The number and importance of project operations is growing at a very fast
rate in most societies, including ours. We shall now discuss some of the
possible reasons for this growth in project operations. The benefits from
various development programmes are delivered through projects. With the
spread of education and rise in income levels, people themselves organise
projects in the areas of community development, travel and tourism, social
functions etc. Each knowledge area is getting more and more specialised and
on many jobs we now need inputs from different specialisation areas. The
project form is very suitable to handle inter-disciplinary specialist groups.
The fast-pace of technological developments is forcing many companies to
adapt to the new technologies. Such developments are taking place not only
in the manufacturing technologies but also in packaging technology, material
handling technology, computer technology and so on. Implementing a change
is usually carried out through a project operation. Increased competition,
similarly, is forcing companies to launch projects on cost reduction, higher
productivity, better methods and so on.
Whenever a transformation process is to be carried out under severe time and
cost constraints, i.e. whenever the penalty associated with time and cost over-
runs is severe, the project form of transformation is the most suitable. With
ever-higher prices of equipment and labour, the cost of delay in many
activities is becoming intolerably high and that is another reason for the
speedy growth in project operations.

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Choosing the Project Form
There are many situations in which the project form of the transformation
process is the most appropriate. Obviously, if the tasks involved are for a
limited duration, there is perhaps no alternative to using the project form of
operations to carry out the tasks within the time frame prescribed.
The project form also offers extremely short reaction times to changes-both
internal and external. Thus, if the outputs belong to high technology areas
where the product design and/or the process technology is changing at a very
fast pace and the operations have always to be kept abreast of the latest
developments, again the project form may be found useful, For example, the
project form of operations is used very often when we are selling chemical
plants.
When a transformation process requires inputs from many specialisation
areas, the project form of organisation is known to perform well. This is
because the project form draws upon a mixed complement of personnel from
different functional specialisations (e.g. mechanical engineers, civil
engineers, chemical engineers, marketing and financial specialists etc.).
However, the same feature of mixed complement of personnel does not allow
the project form to advance high technology areas. Another process form
where operations are organised by functional specialisations may be more
appropriate if advances in high technology areas is one of the desired
objectives. In the latter form, a group of specialists help in developing a
process related to their field of specialisation. Such a group usually has
access to specialised manpower as well as equipment which also contributes
towards advancing technology. In the project form, generalised resources
(staff and equipment) which are usually used as specialised resources will
have a poor utilisation.
When the tasks involved are of very large scale involving many inter-
dependent activities, the project form of operations is typically chosen. This
is because the project form is better suited for detailed planning, monitoring
and control of a large number of inter-related activities many of which are
performed by different agencies.
Characteristics of Project Processes
Project operations are different from other forms of transformation process in
the way resources are organised and deployed as also in the planning and
control of various activities that constitute the project. In the following sub-
sections we discuss some of these characteristics of project operations.
Short Life-cycle
Projects are designed to have a definite beginning and a definite end. Project
processes are therefore different from all other forms of transformation
processes in that they have a specific completion. At the end of one project,
resources from this project could be redeployed elsewhere in other project,

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processes or other operations. In fact, even during the life of a project,
resource requirements are not uniform. Thus in the initial phase, resource
requirements including manpower, are at a low level, But there is a fast build-
up during which more and more resources are absorbed in the project. This
build-up, however, gradually levels off and then there is a cutting back as the
project nears its completion. However, the resource requirements in terms of
a particular skill (e.g. design engineer, high pressure welder etc.) or a
particular equipment (e.g. concrete mixer, pile driver etc.) may vary more
unevenly and so resource levelling remains one the major difficulties in
project planning and scheduling.
Consequent Personnel Problems
This phenomenon of a fast build-up, a levelling off and final cut back in
resource requirements can give rise to two related personnel problems.
When there is a fast build-up, staff is generally borrowed from other
departments and also some are hired for a short duration. Thus, they may
have limited loyalty and short-lived interest in the project. This is further
compounded by the fact that the staging area or the site for many projects
could be in a different and relatively undeveloped geographical region and
that causes some dislocations in the normal life of the persons involved.
Finally, the persons may have limited experience with the special tasks
involved in the project.
As each project has a limited duration and as the end of the project draws
near, the staff may start spending more time getting prepared for the next job.
This is especially true if they are hired for the project and have to look for
alternate jobs once the project is over. In the process, the project may get
dragged beyond its scheduled date of completion.
Matrix Organisation
When multiple project operations are under way, a matrix organisation
structure is generally used. In a matrix organisation, project representatives
for each project are designated by different functional areas. As shown in
Figure VI there are project representative from Engineering, Operations,
Finance and so on for Project A. There are similar representatives for Project
B and other projects. Thus, each functional manager holds the resources and
each project manager coordinates the use of designated resources through the
project representative concerned. This form of organisation allows
coordination across functional departments for better use of resources.
However, a major disadvantage of this form of organisation is that an
employee has two supervisors--one in the project and another in his “home”
or functional department. The need for coordination between functional and
project managers is essential so that there are no conflicts in regard to
questions such as: Who will evaluate and reward employees? Who is
ultimately responsible for the discipline of employees? In the absence of such

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coordination the project representative may find himself or herself in the
unenviable position of having to satisfy two bosses with different priorities.
Figure VI: Matrix organisation structure for project management
Importance of Scheduling and Control
A project generally involves many tasks-each having its own specialisation
and perhaps to be executed by a different agency. However, they have a strict
precedence requirement-like one task cannot even begin until two other
predecessor tasks have been completed. The cost of delay in completion of
the project is also usually very high, many times with explicit penalties being
mentioned as well. Because of all these reasons the scheduling and control of
various activities in a project assumes great importance. Some network
planning techniques like CPM and PERT have been specially designed to
resolve these issues.
2.9 INTERMITTENT FLOW PROCESSES
When the output variety is large, each output takes a different route through
the organisation, uses different inputs, requires different operations and takes
a different amount of time and also sequence, the intermittent form of
processing is often used. In this system, each output, or small group of
similar outputs (referred to as a batch or a lot), follows a different processing
route through the facility, from one location to another. The facilities are

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organised around similar operations functions. For example, in an
engineering organisation there is a foundry, a machine shop, a press shop, a
tool room, a paint shop and so on. In a hospital, there is a blood bank, an X-
Ray department, a pathological laboratory and so on. The flow through these
departments depends on the exact needs of a patient. The intermittent process
is especially suited for service organisations because each service is often
customised and so each one requires a different set of operations in a
different sequence.
Characteristics of the Intermittent Form
Referring to Figure V the intermittent process form is generally suitable when
the variety is large and consequently the volumes are low. The transformation
process should be able to take care of this large variety and also in a manner
that the cost of the processing is not excessive.
Flexibility
When an organisation wants to produce a variety of outputs using common
facilities, it wants to have flexibility in its operations. This is achieved by
employing general purpose machines and equipment as well as having staff
with a wide range of skills. The facilities are laid out in accordance with the
general flow and for specific outputs, there may be a lot of movement as well
as backtracking depending on the sequence of operations required. Not only
the processing, even the inputs required for different outputs could be quite
different.
Even if the final product does not have excessive variety, e.g. in
manufacturing of typewriters, the intermittent form is still used for the
manufacture of components: This is because a large number of components
are assembled into a typewriter and the same facilities could be used in
making many different components in batches. One batch of 1000 pinions
could be produced this week and the next batch may have to be produced
only after one month. By splitting into batches in this manner, a large number
of different components can be produced on a common set of machines. All
this is possible because the intermittent form of processing is flexible.
Around Standard Operations
The transformation processes are organised around standard operations in the
intermittent form. In a bank, this would result in departments like cash,
advances, deposits, savings bank accounts and so on. Any customer who
wants to deposit or withdraw cash, has to go to the cash department for this
purpose.
In such a scheme, each functional group is a specialised group and performs
all tasks connected with that specialisation. That is why the workers need to
have a width of skills so that they can perform a range of tasks-of course
within the specialisation. A machine operator in a grinding shop will not be
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different types of grinding machines needs the ability to read blueprints and
perhaps also the ability to set up' grinding machines to perform different jobs.
The amount of specialisation achieved by organising around standard
operations enables the organisation to solve complex and specialised
problems. Thus, a difficult grinding job is more likely to be carried out by an
organisation having a grinding shop than by another having project
operations or even continuous flow processing where grinding operations are
also being performed.
Material Handling and In-process Inventory
As the grouping of facilities is around standard operations, the partly
processed output is to be transported from one standard operation to another.
The amount of material handling for an output or a batch of output depends
on the number of standard operations to be performed and also the distance
between the locations where the operations are performed. For all the outputs
of the organisation, therefore, the amount of material handling would depend
on the output mix and the layout of different facilities. A great deal of effort
is made to design the facilities layout so that the material handling is reduced
for a targeted output mix.
Again, as the same facilities are being used for the processing of many
outputs, the flow of materials through the facilities is not smooth, but
interrupted. After one operation, the partly processed output or batch of
outputs may have to wait if the facilities required for the next operation are
busy on the processing of another output on batch. Such material is referred
to as work-in-process and the consequent in-process inventory is typical in
intermittent flow processing.
Difficulty in Management of Resources
Since each output or batch of outputs is different, the planning and control of
the operations function is very difficult under intermittent flow processing.
Elaborate planning and control procedures are used so that the movement of
each output or batch of outputs can be tracked and all the inputs required for
a particular output or batch be made available in time. The planning and
control becomes more difficult in the absence of accurate time standards as
the outputs may not be repetitive.
Advantages of the Intermittent Form
In transformation processes, there is always a trade-off between flexibility of
operations and the efficiency of use of resources. Intermittent transformation
processes are chosen whenever flexibility is considered more important than
mere efficiency.
Variety at Low Cost
The intermittent form of processing is appropriate when we want to respond
to demands of small volume and high variety. The primary advantage of this

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form of processing is, therefore, the ability to produce a wide variety of
outputs at a reasonable cost.
The choice of machines and equipment, the skill of the staff, the layout of the
facilities and all related decisions emphasise the need to have flexible
operations which are also not very costly. In intermittent flow processing,
general purpose machines are generally used as these are cheaper than special
purpose machines, since they are in greater demand and generally available
from more suppliers. Also, they are easier and cheaper to maintain and
dispose of thus reducing the cost of obsolescence. Because of the diversity in
outputs, all the equipment do not have hundred per cent utilisation. The cost
of unutilised equipment is low, as the equipment is simple general purpose
and not very costly.
High Capacity Utilisation
As facilities are grouped around standard operations, all the outputs requiring
a particular operation will have to be sent to the section carrying out that
operation. Thus, there will be a high capacity utilisation for equipment
grouped around that operation. The cost involved in providing special
environmental conditions for some operations e.g. airconditioning,
dehumidifying, dust proofing etc. is also minimised as all such equipment is
physically close to each other when the organisation is laid out for
intermittent form of processing.
Staff Advantages
Each worker performs a complete operation under intermittent processing—
e.g. completing an analysis on a form, painting a component or product etc.
This, complemented by the fact that the task itself is not repetitive, provides
the workers pride of workmanship and increased responsibility. There is
usually a high morale, in the group when all the group members are similarly
skilled and work in the same location.
Disadvantages of the Intermittent Form
The intermittent form will not remain the best form of processing if the
volumes for some outputs become high. The in-process inventories could
become excessively high and the operations planning and control could get
out of hand necessitating the use of expediters.
More Costly for High Volumes
The initial cost for general purpose machines, which are mostly used in
intermittent processing, is low. But they are usually slower than special
purpose machines and also give lower quality of outputs. The skilled
operators are paid more than the semi skilled or the unskilled. The end result
being that although the fixed costs are lower for general purpose machines,
the variable costs per unit of output are higher. For low output volumes,
therefore, the general purpose equipment could be the cheapest as well.

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However, as output volumes rise, the advantage in terms of a lower fixed cost
is more than compensated by a higher component of variable cost and thus
the special purpose machines may offer the least cost alternative.
Complex Operations Planning and Control
As mentioned earlier the planning and control of operations is very complex
for the intermittent form. When the number of jobs on the shop floor rises to
high levels, it becomes almost impossible to keep track of individual jobs.
Over and above the paperwork involved, "expediters" are employed to
reorder priorities and track down specific jobs.
The requirement of each output being different, in the absence of such
detailed planning and control there may be production bottlenecks on some
facilities whereas resources may remain idle at some other facilities. It is easy
to see that there may be a host of reasons causing such idling of resources –
e.g., machine breakdown, raw material non-availability, delay in a previous
operation, absent worker, non-availability of tools etc. etc. It is the job of
operations planning and control to ensure that all the inputs required for a
particular operation are made available when the operation is planned.
Large In-process Inventory
Intermittent processing would always have some in-process inventory.
However, as the variety of outputs and the scale of operations increase, the
in-process inventory becomes larger. On top of it, there will be a fast build-up
of in-process inventory if there is any laxity in the operations planning and
control function. This increases the space requirement of operations and also
disturbs the appearance of the operations area at times making it even unsafe.
The material handling equipment used in intermittent operations is generally
mobile and is more expensive than the fixed position handling equipment like
chutes and conveyor belts. It also requires more space for movement thus
adding to the space requirement.
New Technology for Intermittent Flow Operations
There have been quite a few developments towards increasing the efficiency
of intermittent flow operations. Many of these developments are based on
using the computer for many planning and control activities and some, like
group technology are based on using continuous flow principles for outputs
which have a large variety.
Computerised Production and Inventory Control Systems
Many different types of computer packages are available which can link the
input and output requirements, check with the inventory at hand and
automatically raise purchase orders and also prepare different types of
statements for planning and control purposes. Given a schedule of output
requirements, the computer can work out the requirement of raw material and

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other bought out items and can plan the procurement and production of these
so that there is no hold up of production due to non-availability of material.
Integrated Computer-Aided Manufacturing
These computer packages tie up the previous systems with mechanical
systems that control machinery and material handling equipment. These
packages do not carry out manufacturing of parts alone but also process
planning, costing, tool design, production planning, material ordering etc.
The rate of development in this area is extremely rapid and is also
accelerating. Computers are used for both planning as well as execution of
the plans.
Manufacturing Resource Planning (MRP II)
If the computerised production and inventory control systems could be linked
with other planning and accounting systems of the organisation, it would
result in comprehensive computer packages on manufacturing resource
planning. Such a system would integrate marketing, finance, personnel,
payroll and other systems and can prepare statements on funds requirement,
promotional need, capacity planning and so on.
Group Technology
Group technology has developed over the years to become a complete
philosophy rather than a single technique. The common thread running
through all these techniques is the attempt to find groups which can be used
in organising the transformation process. The purpose of grouping is to
overcome some of the disadvantages of intermittent flow processing, and the
grouping can be of component parts, machines, equipment and people.
In general, component parts are grouped into families so that the processing
required for members of a family is similar. The machines and equipment are
also grouped into cells so that the volumes through a cell are higher and the
variety smaller. Therefore, the principles used in continuous flow processing
can be used for each of these groups.
The benefits expected from group technology are really fourfold:
i) reduced amounts of time and costs because the nature of operations and
their sequence is similar for a family of component parts
ii) reduced material handling as the machines and equipment in a cell are
physically close to each other
iii) shorter throughput times as the waiting period between operations is
minimal
iv) reduced in-process inventories, again because of minimal waiting
between operations.

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2.10 CONTINUOUS FLOW PROCESSES
As distinct from intermittent flow processes, all outputs are treated alike in
this form of processing and the workflow is thus relatively continuous. The
production process is therefore geared to produce one output, perhaps with
some options added on. The variety is small and volumes are high thus
making it worthwhile to focus the transformation process on the output. This
would mean arranging the facilities in the sequence in which they are
required for the output, using high speed special purpose machines, laying
out the facilities to minimise the movement of materials and designing the
production system so that there are no bottlenecks as well as no idle time for
any of the resources.
Traditionally, services were considered to be too customised for this form of
processing. However, we are now finding that by standardising the service
and also by increasing the volume of output, it is possible to use continuous
processes even for services. One can give the example of fast food joints or
periodic servicing of automobiles towards these trends.
Characteristics of Continuous Processes
The continuous process form is characterised by relatively standardised
outputs and consequently fixed inputs, fixed sequence of operations and also
fixed processing time. As the variation from one output to another is very
small, the transformation process is selected and designed to maximise the
efficiency of the resources and in the process flexibility of operations is
sacrificed.
a) High Volumes
If an organisation is planning to produce only a small variety of outputs
and in high volumes, it will find the continuous processing form a very
attractive proposition. Because of high volumes, one can choose those
production facilities which are of special purpose and perhaps custom-
built so that the initial costs are high, but they can produce the output at a
low variable cost. The higher the volumes the further these tradeoffs shift
towards higher fixed costs and lower variable costs. This is because the
variable costs are low and the high fixed costs are spread over a high
volume of output thus making the continuous processing form the least
cost processing form for high volumes.
b) Easier Planning and Control
As all outputs follow the same path from one operation to the next, there
is no need to keep track of each output for planning and control
purposes. In other words, all operations being standardised with standard
operation times and no waiting between operations, if the time when
processing starts for an output is known, all subsequent operations
including the final completion of the output can be predicted quite
closely.

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and Facilities
Planning
This implies that there is virtually no in-process inventory since there is
no waiting between operations. Also, as the transformation process is
designed specially for this output the amount of movement between
operations is minimal. Further, as volumes are high, special purpose
fixed position material handling equipment like chutes. Conveyors etc.
which have low space requirements and operate at low variable costs can
be used.
c) Linear Workflow
All the facilities are arranged in the sequence in which they are required
for the production of outputs. The material therefore moves from one
facility to another or from one location to another with no backtracking
at all. That is why product organisations of this form are often called
flow shops.
When the continuous form of processing is used for production of an
output, we have, what is called a product line. In many product lines we
can actually see the material moving on a conveyor and workers
removing one unit from the conveyor for processing and putting it back
on the conveyor at the end of the operation so that it goes to the next
location for the next operation. It is, therefore, important that the work
content at each of the locations be exactly equal so that no location has a
bottleneck nor does a location have idle time. The rate of output will be
governed by the slowest location (referred to as work station in the
context of a production line).Sometimes, when there is a large variability
in the operation times, a small in-process inventory is allowed to be built
up to cushion out the effect of such variations.
When only assembly operations are performed on a line, such a line is
called an assembly line. Assembly of many low variety production is
carried out using assembly lines—for example automobiles, television
sets and domestic electrical appliances etc.
Advantages of the Continuous Form
The continuous form of processing requires a great deal of effort while
designing. But once implemented, it offers many simplicities in its operation.
a) Low Unit Cost
The main advantage offered by continuous process operations is the low
per unit cost of production. As discussed earlier, this is achieved by
selecting equipment which provides low variable costs of operation
perhaps at high initial costs which are distributed over large production
volumes. Further cost saving is possible due to bulk purchasing of
materials, efficient facility utilisation, low in-process inventories and
lower material handling costs.
b) Lower Operator Skills The machines used in continuous processes are
generally special purpose and so their operation is simpler, with few

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Product Selection
and Process
Selection
setups required. The operator skills required are therefore lower which
improves the availability of workers with requisite skills and also gives
rise to lower labour costs.
However, the special purpose machines are more complex in their design
and functions and so are more difficult to maintain. Thus, higher
maintenance skills are required and since the experience of working on
any of these machines is limited, the time taken for diagnosis and repair
is longer. Similarly, spare parts availability itself could be difficult for
special purpose machines.
c) Simpler Managerial Control
As the workflow is streamlined in the continuous form, the planning and
control of production is much simpler. With standardised operations and
operation times, the predictability of operations is higher. This implies
that the performance on meeting delivery dates is better.
In fact, while operating an interrupted processing system, if one of the
outputs establishes a high growth in volume, it may be worthwhile
exploring the possibility of setting up a production line for this output.
Although the component parts are produced using interrupted processing,
the final assembly is carried out on an assembly line for many products.
Disadvantages of the Continuous Form
Although the continuous form of processing offers a low cost alternative
when volume of production is high and the variety low, there are some
disadvantages in organising the production in this form.
a) Difficult to Adapt
As the whole production process is designed for a particular output, any
change in the output characteristics is difficult to obtain. Because of this,
important changes in product design are often not made, which can affect
the competitive strength of the organisation. Each production or
assembly line is designed for a particular rate of production. Sometimes,
it is difficult even to change the rate of output. This causes serious
difficulty when the demand for the output increases or decreases.
b) Possibilities of Stoppage of Line
If there is a break down at any work station or in the material handling
equipment, the whole line may come to a standstill. In the absence of
work-in-process, production at all workstations will suffer till the line
can be started again.
c) Balancing the Line
The work content at cach of the workstations should be exactly equal to
avoid bottlenecks and idling of resources. However, if it is not possible
to exactly equalise the work content, the output rate is governed by the

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Operations
Management –
An Overview
and Facilities
Planning
slowest work station which implies that workers at all other work
stations are less busy. This remains a sore point among the workers.
d) Low Worker Morale
A worker’s task is highly repetitive in the continuous form of processing
and for high output rate production lines the task may also be very
insignificant and unchallenging. This dehumanising aspect of the
workers' role causes boredom, monotony and very soon starts affecting
the morale of workers.
e) High Initial Cost
The special purpose machines and equipment used in continuous form of
processing have very high initial cost. It is also costly to service and
maintain. Also, such special purpose equipment is very susceptible to
obsolescence and it is not easy to find a buyer for such equipment or to
modify these for other uses.
New Technology for Continuous Flow Process
Recent developments in computer applications have had their effect on
continuous flow operations as well. The attempt in all this is to increase the
flexibility of production and assembly lines.
a) CNC/DNC
Machines and processes which have been automated using some form of
electronic system are said to use numerical control or NC. In the early
NC machines, instructions for machine control were coded on punched
paper tapes to be read by tape readers. In CNC (Computer Numerical
Control) machines, relatively simple programmes can be stored in the
memory of the computer and so it is not necessary to read the control
tape for every item manufactured. This is an advantage since the control
tapes and the associated tape readers are among the most unreliable
components of an NC machine.
In DNC (Direct Numerical Control) machines, programmes for a number
of NC machines are stored in a single computer of larger capacity than
the type used in CNC. Also, the integration of a number of machines and
processes by one computer enables a set of machines to work as a
manufacturing system, with parts scheduling and process monitoring.
Automation by numerical control can be thought of, as soft automation
as this allows fast changeovers from one component part to another.
b) Robotics
According to the Robot Institute of America, “A robot is a
reprogrammable multi-functional manipulator designed to move
material, parts, tools or specialised devices through variable
programmed motions for the performance of a variety of tasks.”
Robots have come in a big way in the task of moving, transferring and

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Product Selection
and Process
Selection
manipulating materials in between operations as well as during some
specialised operations. An industrial Robot has three principal
components:
i) One or more arms, usually situated in a fixed base, that can move in
several directions
ii) A manipulator, being the “hand” that holds the tool or the part to be
worked
iii) A controller that gives detailed movement instructions.
Robotics is helping continuous flow processes to changeover from one
output to another since the material handling equipment, which was
earlier designed as part of a production or assembly line, can now be
independently programmed.
c) CAD/CAM/CAE
This trilogy of terms stands for computer aided design (CAD), computer
aided manufacturing (CAM) and computer aided engineering (CAE). In
these systems, the computer aids in the design process by providing
different images of the designed product from different view—the
computer screen acting as the designer's drawing board. The CAM ties
the NC machines with the material handling equipment so the
manufacturing operations are working together. In CAE, the computer is
used to aid in analysing engineering problems, particularly structured
analysis where the structure has previously been designed using CAD. In
its widest sense, these imply the automation using computer control of
all activities necessary to take a product from concept to its completed
manufacture.
d) Flexible Manufacturing
Current usage of the term flexible manufacturing relates to automated
manufacture. Traditionally, automation in manufacturing has been
possible only for high volume low variety products where the production
process adopted had been of the continuous flow process form. Such
process had suffered from inflexibility—not only in terms of output
characteristics but also of output rate. In flexible manufacturing an
attempt is made to introduce flexibility not only in terms of component
design but also operation sequence, batch sizes and overall production
capacity. Flexible manufacturing tries to combine the advantages of
conventional automation with the strategic advantages attached to
intermittent processing viz increased variety. improved response to
customer orders, updated product designs etc.
2.11 PROCESSING INDUSTRIES
The processing industries e.g., fertiliser, petrochemicals, petroleum, milk and
drugs, etc. also use continuous processing. However, they deserve a special

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Planning
mention as they differ from organisations producing either discrete products
or services. In general, the operations in these organisations are highly
automated with very sophisticated controls, often electronic or computerised.
The labour requirements are generally low and the role of the production
workers is limited to monitoring and taking some corrective action if
necessary. However, maintenance of equipment is very critical and the skills
required in maintenance are of high order.
A Single Input
In processing industries, there is usually a single principal input material
which is processed into one or more different products. In discrete
manufacturing, on the other hand, there are many different input materials
which are processed and assembled to form the product.
Analytic and Synthetic Processes In an analytic process, a single input is
processed into many separate outputs. A typical example would be a
petroleum refinery, where the single input, viz. petroleum is processed into
petrol, diesel, naphtha, furnace oil and a host of other intermediates. In a
synthetic process, on the other hand, many different inputs are synthesised
into one output. For example hydrogen, sulphur and oxygen are combined
together to make sulphuric acid. Processing industries generally use analytic
processes whereas continuous flow processing in discrete manufacturing
generally use synthetic processes.
Continuous Processing
In spite of the differences mentioned above, there is a basic similarity in the
concept as well as the approach followed in both flow shops and the
processing industries — only the variety in outputs is nil so far as processing
industries are concerned. Because of this, automation could be carried out to
its physical limits and the process is designed for a specific mix of outputs.
The result is that initial set up of equipment and procedures is even more
complex and critical than for continuous flow processing.
2.12 SELECTION OF THE PROCESS
In this section we would address ourselves to the issue of selecting the
appropriate process form or mix of forms for an organisation to produce its
output. The details are involved in the actual designing and laying out of the
transformation processes, the laying out of the workplaces, the designing of
the planning and control procedures and the assurance of quality, etc. These
are the subject matter of the complete course and would be taken up later in
other units.
Combination of Process Forms
The four forms of processing that we have referred to earlier, are really four
simplified extremes of what is likely to be observed in practice. We will find

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Product Selection
and Process
Selection
very few organisations using only one of these processing forms in its pure
sense. In fact by alluding to concepts like group technology and flexible
manufacturing we have referred to systems which attempt to combine the
advantages of two or more of these pure forms.
Most organisations combine two or more of these process forms to produce
different components and the final product. In many industries including
automobiles, domestic electrical appliances etc. the components are made
using the intermittent form of processing whereas the final assembly is based
on continuous flow processing.
Production of Services
Like products, services could also be produced using different process forms.
Although the intermittent processing form has been the typical form used for
services, services as those provided by a lawyer are more like project
processes. Again, by standardising the outputs and consequently increasing
the volume of standard outputs, many services are now produced using the
continuous flow process form. We have already given the example of fast
food service in this context. Another example comes from Russia where a
flowline has been used for routine eye surgery whereby patients are literally
passed along a line from one surgeon to another, each of whom performs a
small part of the total operation. We are, therefore, slowly coming to realise
that services can be mass produced.
Product/Process Life-cycles
In Units 1 and 2 we have referred to the life-cycle which a typical output
undergoes — from its introduction through growth, maturity and decline
phases. There is a similar life-cycle for the process used to produce the
output. FigureV can be interpreted to show that the product and the process
life cycles are related.
When an output is just introduced, it is made in small volumes in an
inefficient, uncoordinated manner which might start using the project form.
However, very soon it is produced in small batches using the intermittent
processing form. As the output goes through the growth phase, more and
more sub-processes are designed using the continuous flow processing form.
Finally, in the maturity phase, the product competes mostly on price. The
volumes are high and highly cost efficient methods are required to produce
the product at a low cost. The continuous flow processing form is then the
most suitable form of process.
Break-even Analysis For Process Forms
The progress along the process life-cycle is shown below in Figure VII using
break-even analysis for each of the process forms. At the introduction stage,
the product is first produced with little or no commitment of equipment and
facilities using mostly labour intensive methods. The process form used is the
project form and most of the cost is variable cost including the cost of labour.

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Operations
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and Facilities
Planning
As the product passes on the growth phase, general purpose machines and
equipment are organised into the intermittent form to produce the output in a
flexible manner. Finally, when the continuous flow processing form is used
towards the maturity phase of the product life-cycle, the fixed costs of
operation are very high and the variable cost per unit of output is quite low.
Figure VII also shows the least cost process at any stage of the life-cycle
(heavy line) and it can be easily seen that as volumes rise, a different form of
process might become the least cost alternative.
Figure VII: Break-even analysis of process from selection with phases of life-cycle.
Maintaining the Focus
The point to note is that the process form adopted should evolve as the
market and the output evolve. If a company feels that its competitive strength
lies in having a flexible production system which can respond very fast to
specific customer needs, then as the outputs move into another phase of their
life-cycle in which a different process form is preferable, it drops the output
or licenses it to someone else and switches to another output more
appropriate to its competitive strengths.
Each factory or office should have a clearly defined focus in its operations
and the process form adopted is one of the key elements that creates the
focus. It is not possible to have a production system which can satisfy all
sorts of demands made on it — e.g., fast response to changes in output
design, low cost of production, high capacity utilisation of resources, and so
on.

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Selection
2.13 SUMMARY
We have looked at the processes of bringing new product and services to the
market in this unit and the role of operations in that process. We identified all
outputs of an organisation as services, sometimes along with a facilitating
good and sometimes without that. Product selection is a strategic decision for
the organisation and the top management as well as functions like marketing,
R & D and engineering have a role in the making of product selection
decisions.
We looked at the stages involved in bringing new output from an idea stage
into a tangible entity in the market. New product ideas are generated through
market research, research laboratories themselves or conscious, formalised
attempts. These ideas have a very high mortality and the new idea mortality
curve showed that hardly 1 or 2 percent of all new ideas are carried through
to the market.
New product ideas are first screened for market viability and their fit with
corporate strengths and weaknesses. These are then subjected to an economic
analysis. New product ideas are then developed, features are added or
dropped, variations introduced and the product is finally designed and tested
for a commercial bunch.
Product designs attempt to introduce a product having characteristics as close
to what is desired by the customers as possible and this involves tradeoffs
between elements like the function, cost, quality, reliability and others like
producibility, maintainability, product safety and environmental impact, etc.
We found that product innovations and process innovations are closely linked
to the life-cycle of the product itself.
We have looked at the various process forms that can be used to effect
transformation of inputs into outputs. Having established the strategic nature
of process selection decisions, we explored the various considerations which
affect the process selection. The major consideration in choosing an
appropriate process form is the output characteristics in terms of its volume
and variety. A related consideration is whether the output is produced-to-
stock (push production) or produced-to-order (pull production).
When the output is produced in very low volumes and the output variety is
large, the project form of transformation is often the most appropriate. Project
processes have short life-cycles and need a high level of coordination so that
in spite of strict precedence relationships between activities, the project is not
delayed beyond its scheduled date of completion.
For low volume high variety output, the intermittent flow processing form
offers the advantage of flexibility at reasonable cost, whereas for high
volume low variety outputs, the continuous flow processing form is often
used. We have looked at the characteristics of these process forms in great

74
Operations
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and Facilities
Planning
detail and also discussed the advantages and disadvantages of each of these.
We have also mentioned some of the new technologies for each of these
process forms.
When the output has no variety, and if it is a commodity, the processing form
offers great cost savings by using highly automated transformation processes
where the role of production workers is only to monitor the processes and
take corrective action, if needed.
We have noted that most organisations adopt a combination of different
process forms. Just like products, even services can be mass produced if the
variety can be reduced giving rise to high volumes.
2.14 KEY WORDS
Producibility: of an output refers to the ease and speed with which the
output can be produced.
New-Idea Mortality Curve: shows in a graphical form the number of output
ideas surviving after each of several hurdles till the ideas get converted to
outputs and enter the market.
Product Design: It is defined as a visible and tangible expression of an idea
and the design process originates from a set of requirement and moves
through idea generation and product selection.
Product Development: Refers to modifications or extensions provided to
ideas so as to improve the functioning, the cost and the value-for-money of
the product.
Standardisation: attempts reduction in variety and better use of productive
facilities, thereby achieving lower unit costs.
Modularisation: involves designing the output using modules that are
interchangeable and each different combination of modules gives a new
variety of the output.
Product: is used here in its generic sense and is meant to include services;
same as output.
Output Ideas: refer to ideas regarding possible new outputs which, after
refinements and modifications, could result in some outputs offered in the
market.
Screening: the process of establishing the market viability of a new output
idea as well as to find the desirability of adding the new output to the outputs
of the organisation.
An adaptive process: A process which has to continually adapt to many
external factors.
Assembly Line When only assembly operations are performed on a line it is
called an assembly line.

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Product Selection
and Process
Selection
Produce-to-Stock: A production policy which allows products to be
produced and stocked in our warehouse and sold as and when demand occurs.
Produce-to-order: A production policy which allows outputs to be produced
only on receipt of an order from the customer.
Project form of processing: Used to produce an output which is one of a
kind.
Reaction time Time required for an organisation or a system to react to a
change either internal or external.
Matrix organisation: A form of organisation structure in which a dual
system of grouping is adopted, e.g., a person is assigned to a project which he
or she retains membership of the functional organisation.
Intermittent form of processing: When the output variety is large, the
production facilities are organized specialisation-wise, thus making the
material flow non-uniform, zig-zag and intermittent.
Flexibility: refers to the ease with which a productive facility can be used to
produce different outputs.
In-process inventory: The stock of semi-finished products usually required
to cushion the effect of unequal production rates and to balance the high set
up cost for some operations
Group technology: Attempts to find groups of component parts, machines,
equipment and people which can be exploited while organising the team
formation process.
Line balancing: Implies that each work station in a production or an
assembly line has an equal work content so that no work station has an idle
time, nor does it have bottlenecks.
NC or numerical control refers to the use of some form of electronic system
for automating machines and process,
Flexible manufacturing is the approach towards making automated
manufacture flexible both in terms of output characteristics and output rate.
Analytic process: In an analytic process, a single input is processed into
many separate outputs
Synthetic process: In a synthetic process, many different inputs are
synthesised into one output.
2.15 SELF-ASSESSMENT EXERCISES
1) There are many stages involved in bringing a new output to the market.
Why can't the stages be performed in a smooth sequence?
2) Give examples of some organisations where you feel the new-idea
mortality rates would be low. Why?
3) Can services be standardised? Should they be standardised?

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Operations
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and Facilities
Planning
4) How should an organisation balance the different design characteristics
in a new product?
5) What are the important factors to be considered while finding the 'fit' of
an output to an organisation?
6) Explain the Product Selection and stages involved therein.
7) What is producibility? How does it affect product selection?
8) “Product development and design is basically a research and
development activity". Elaborate the statement with suitable examples.
9) Explain Product design. How does it influence the Process Design?
10) Discuss with suitable examples the process of launching a new product
in the market.
11) The equipment used in intermittent flow shops is less specialised than
that used in continuous flow shops. What about the labour?
12) Can flexibility or economy be obtained only at the cost of each other?
13) Why do you think is managing a high-volume continuous operation
easier than managing a high-variety intermittent operation ?
14) Explain why the in-process inventory is likely to be higher for an
intermittent operation than for a continuous flow operation?
2.16 FURTHER READINGS
Adam, E.E. and R.J. Ebert. Production and Operations Management (2nd
EDITION); Prentice-Hall: Englewood-Cliffs.
Buffa, E.S. Modern Production/Operations Management (8th
edition); Wiley
Eastern: New Delhi.
Hall, R.W. Attaining Manufacturing Excellence, Dow-Jones Irwin:
Homewood.
Meredith, J.R. and T.E. Gibbs. The Management of Operations (2nd
edition);
John Wiley & Sons: New Work.
Wild R. Essentials of Production and Operations Management (2nd
edition);
Holt, Rinehart and Winston: London.
M.E.Thukaram Rao Production and Operations Management (1st
edition)
New Age International (P) Ltd. New Delhi 110002.
S.K. Sharma and Savita Sharma. Industrial Engineering and Organization
Management. Katson Books. S.K. Kataria& Sons, New Delhi 110002.
Martand Telsand. Industrial Engineering and Production Management, S.
Chand & Company Ltd., New Delhi 110055.

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