Workshop Management Notes PDF

***Topic 1*** **George R. Terry point of view." Management is a distinct process, consisting of planning, organizing, actuating, and controlling, performed to determine and accomplish stated goals by the use of human beings and other resources."** According to his definition, management is a proce...

***Topic 1*** **George R. Terry point of view." Management is a distinct process, consisting of planning, organizing, actuating, and controlling, performed to determine and accomplish stated goals by the use of human beings and other resources."** According to his definition, management is a process a systematic way of doing things. The four management functions included in this process are planning, organizing, directing, and controlling. ***Planning*** refers to managers thinking of their actions in advance. Their actions are usually based on some method, plan, or logic, rather than on a hunch. ***Organizing*** refers to managers coordinating the human and material resources of the organization. ***Actuating*** refers managers motivate and direct subordinates ***Controlling*** refers attempts to ensure that there is no deviation from the plan or norms. 1.2 NATURE/CHARACTERISTICS OF MANAGEMENT ======================================== Following are the nature and characteristics of Management: 1. **Management is an activity.** It is a process of organized activity concerned with efficient utilization of resources of production like men, material, machine, money etc. 2. **Management is a purposeful activity.** It is concerned with the achievement of an objective through its functions. Objectives may be explicit or implicit. 3. **Management concerned with the efforts of a group.** Management is concerned with management of people and not the direction of things. It motivates the workers to contribute their best. 4. **Management is getting things done.** A manager does not do any operating work himself but gets it done through others. 5. **Management applies economic principles.** Management is the art of applying the economic principles that underlie a control of men and materials in the enterprise under consideration. 6. **Management involves decision-making.** It is a decision-making process and the decisions are involved in all the functions of management. 7. **Management coordinates all activities and resources.** It is concerned with coordination of all activities and resources to attain the specific objectives. 8. **Management is a universal activity.** The techniques and tools of management are universally applicable. 9. **Management is an integrating process.** It integrates the men, materials and machines for achieving stated objectives. 10. **Management is concerned with direction and control.** It is concerned with direction and control of human efforts to attain the specific objectives. 11. **Management is intangible.** It is abstract and cannot be seen. It is evidenced by the quality of organization and through its results. 12. **Management is both science and an art.** Management has certain universally applicable principles, laws etc. Hence, it is a science. It is also an art, because it is concerned with application of knowledge for the solution of organizational problems. 13. **Management is a profession.** It is becoming a profession because 14. there is established principles of management which being applied in practice. 15. **Management is an inter-disciplinary approach.** Management as a body of discipline takes the help or other social science like psychology, sociology, engineering, economics, mathematics etc. 16. **Management is dynamic and not static.** Management adopts itself to the social changes and also introduces innovation in methodology. SCOPE OF MANAGEMENT =================== i. Production Management ii. Marketing Management iii. Financial Management (iv)Personnel Management i. **Production Management. *Production function so as to produce the right goods in right quantity at the right time and at the right cost.*** It consists of the following activities. - Designing the product - Location and layout of plant and building ii. **Marketing Management. *It refers to the identification of consumer's needs and supplying them the goods and services, which can satisfy those, wants.*** The activities are as follows: - Marketing Research to determine the needs and expectations of consumers - Planning and developing suitable products iii. **Financial Management. *Financial management seeks to ensure the right amount and type of funds to business at the right time and at reasonable cost.*** The activities are as follows: - Estimate the volume of funds requires for long term and short term needs of business - Selecting the appropriate sources of funds iv. **Personnel Management. *It involves planning, organizing, directing and controlling the*** procurement, development, compensation, maintenance etc. of the human resources in an enterprise. It consists of the following activities: - Manpower planning - Recruitment - Selection - Training and Development 1.4 FUNCTIONS OF MANAGEMENT =========================== 1.5 MANAGEMENT PROCESS ====================== i. **Planning. *Planning is the function that determines in advance what should be done. It*** is looking ahead and preparing for the future. It is a process of deciding the business objectives and charting out the methods of attaining those objectives. In other words, it is the determination of what is to be done, how and where it is to be done, who is to do it and how results are to be ***evaluated.*** This is done not only for the organization as a whole but for every division or department or sub-unit of the organization. It is a function, which is performed by managers at all levels, like top, middle and supervisory levels of management. Plans made by top management of the organizations whole may cover periods as long as five or ten years. Also, plans made by middle or first line managers, cover such shorter periods. Such plans may be for the next days or weeks, or months, etc. for example, for a two-hour meeting to take place in a week. Following are the sub functions of planning: forecasting, decision- making, strategic formulation, policy-making, programming, scheduling, budgeting, problem solving, innovation and research activities. ii. **Organizing. *It refers to coordinate human resources with other resources such as material,*** machine, money etc. Once managers have established objectives and developed plans to achieve them, they must design and develop a human organization that will be able to carry out those ***plans successfully.*** According to Allen, this organization refers to the "Structure which results from identifying and grouping work, defining and delegating responsibility and authority, and establishing relationships." According to Amitai Etzioni, "An organization is a social unit or human grouping, deliberately structured for the purpose of attaining specific goals". - *Identifying the activities necessary to achieve the objectives.* - *Grouping activities into various departments.* - *Assigning duties or tasks to appropriate individuals.* - *Delegating necessary authority to individuals and fixing responsibilities for results.* - *Defining authority and responsibility relationship among individuals.* iii. **Staffing.** Staffing may also be considered an important function involved in building the human organization. ***In staffing, the manager attempts to find the right person for each job.*** Staffing fixes a manager's responsibility to recruit and to make certain that there is enough manpower available to fill the various positions needed in the organization. Staffing involves the ***selection and training of future managers and a suitable system of compensation.*** Staffing obviously cannot be done once and for all, since people are continually leaving, getting fired, retiring and dying. Often too, the changes in the organization create new positions, and these must be filled. iv. **Directing.** After plans have been made and the organization has been established and staffed, the next step is to move towards its defined objectives. ***This function can be called by various names: 'Leading', 'Directing', 'Motivating', 'Actuating',*** and so on. But whatever the name used to identify it, in carrying out this function ***the manager explains to his people what they have*** to do and helps them do it to the best of their ability. - ***Communication,*** - ***Leadership and*** - ***Motivation.*** - *Communication is the process of passing information and understanding from one person to* another. - *Leadership is the process by which a manager guides and influences the work of his subordinates.* - *Motivation means arousing desire in the minds of workers to give their best to the enterprise. It* is the act of stimulating or inspiring workers. If the workers of an enterprise are properly motivated they will pull their weight effectively, give their loyalty to the enterprise, and carry out their task effectively. v. **Controlling. *The manager must ensure that everything occurs in conformity with the plans adopted, the instructions issued and the principles established***. - *Establishing standards of performance.* - *Measuring current performance and comparing it against the established standards.* - *Taking action to correct any performance that does not meet those standards. In the absence of* sound control, there is no guarantee that the objectives, which have been set, will be realized. The management may go on committing mistakes without knowing them. Control compels events to conform to plans. - ***Fixation of standards,*** - ***Recording,*** - ***Measurement,*** - ***Reporting,*** - ***Corrective action.*** **The Role of Industries in Society** ------------------------------------- Industries play a pivotal role in shaping the modern world, influencing everything from economic growth to social development. They provide essential goods and services, create jobs, and drive innovation.   ### **Challenges and Considerations:** - **Environmental Impact:** Industrial activities can have negative environmental consequences, such as pollution, resource depletion, and climate change. Sustainable practices and responsible environmental stewardship are essential.   - **Social Responsibility:** Industries have a responsibility to operate ethically and socially responsibly, considering the well-being of their employees, communities, and the environment. - **Globalization and Competition:** The global economy has intensified competition among industries. Adapting to changing market conditions and remaining competitive is crucial. 7 Pioneers of Management ======================== This article throws light upon the seven pioneers who have contributed towards the development of management. The pioneers are: 1. F.W. Taylor 2. H.L. Gantt. 3. Herrington Emerson 4. H.B. Gilbreth 5. Many Parker Follet 6. Henri Fayol 7. George Elton Mayo. #### **Pioneer \# 1. F.W. Taylor (1856-1915):** F. W. Taylor was a pioneer in propounding scientific principles of management as a result of his research in various areas of industrial activity. He stimulated interest in time study of operations. He has also contributed in the direction of management and therefore, called as "Father of Scientific Management". He changed the philosophy of management as a whole as he gave the scientific approach to the management. **Definition of Scientific Management:** Scientific Management implies application of scientific methods and principles to the difficulties and questions that arise during the management of a business. In other words, scientific management means use of scientific tools, such as definition, analysis, measurement, experimentation and proof in dealing with the problems of Management. Thus, scientific Management may be defined as the **"Art of knowing exactly what is to be done and the best way of doing it"**. Taylor tried to work out some system whereby the interests of management and the workers could be same. His focus was on maximization of worker's productivity. **The various contributions made by Taylor are as follows:** **(i) Development of Science for each Element of an Individual Work:** Analyze the work scientifically thus replacing rule-of-thumb method. It was required to find out a what is to be done by a particular worker how he is to work and what equipment would be necessary to do it. This information was provided to the worker so as to reduce the wastage of material and time etc. and improve the quality of output/work. **(ii) Division of Labor or Functional Management:** Taylor introduced the concept of functional organization. Under functional management every production worker would have eight bosses; each of them would give orders in his function specialty. This is the principle of specialization. It is essential for efficiency in all spheres of activities as well as in work supervision. **(iii) Use of Time, Motion and Fatigue Study:** Efficiency implies finding out the best way of doing a job. The best way of doing a task is that which involves the minimum efforts, time, fatigue and cost. Taylor undertook studies on fatigue incurred by the workers and the time essential to complete the job. He suggested that for improving production rate, the work of each person should be planned in advance and the worker should use predetermined method and given time for a definite work. **(iv) Standardization of Methods, Machines, Tools and Procedures:** Shoveling work and shovel loads revealed the importance of standardization of methods and tasks. Standardization helps hi reducing, time, labor and cost of production. The success of scientific management is related with standardization of system i.e., techniques of production, machines and tools utilized. **(v) Scientific Selection and Training of Workers**: For maintaining production efficiency, it is essential that the workers should be physically and technically sound for the task they are required to perform. Taylor suggested that proper care should be taken while selecting work force and due consideration should be given to their education aptitude and work experience etc. Thus, scientific procedures need to be devised to select workers best suited to perform specific tasks and then to train them within the industry in order to meet the objectives of the enterprise. **(vi) Differential Piece Rate System**: Taylor advocated Differential Piece Rate System of payment which provides an incentive for a worker to achieve high level of optimum output. It distinguishes the more efficient workers from the less efficient workers and motivates to produce more. **(vii) Economy and Profit:** Scientific management lays more stress on the economic aspect of production. Maximum output can be achieved only by optimum utilization of resources and elimination of wastage in all forms in order to minimize cost. Cost control and economy will result in higher wages for workers. **(viii) Cooperation between Labor and Management:** Mental revolution is the most important feature of scientific management as it would create a congenial and favorable atmosphere/environment leading to harmony and cooperation. The objective of maximum prosperity of employees and employers can be achieved only if there is perfect mutual cooperation between the management and the work force. #### **Pioneer \# **2. Henry L. Gantt: Gantt is recognized as one of the-great contributors of the scientific management era. H. L. Gantt was a close associate of Taylor and worked with him. He emphasized the importance of leadership and paid more attention to the human factor involved in production planning and control in business operations. **He is mainly remembered for his contributions as mentioned below:** a. Gantt developed a daily "Balance Sheet Chart" i.e., production control charts known as Gantt charts or Bar charts. These are used to deal with complex activities. In these charts the job or the activities being performed are represented on vertical axis whereas the time elapsed is shown on horizontal axis. This proved to be revolutionary in the area of production planning and control. Gantt charts graphically presented the process of work, by showing the machine operation, quantities completed, man hour performance, deliveries and the work in arrears to facilitate day to day planning of the work. #### **Pioneer \# **3. H. Emerson Philosophy of Efficiency (1856-1915): He concerned himself with the management of the enterprise as a totality and not only with shop management as was done by F.W. Taylor. He popularized scientific management and interpreted the concepts of standard time, standard cost and prevention of wastes of all kinds. In 1912 he advocated 12 principles of improving the efficiency which are (1) Ideas (2) Common Sense (3) Competent Counsel (4) Discipline (5) Fair deal (6) Adequate reliable, Immediate and Permanent record (7) Dispatching (8) Standards and schedules (9) Standardized working conditions (10) Standardized Operations (11) Standard working instructions and (12) Reward for efficiency. According to him, efficiency and hence productivity does not exist in extreme effort but in elimination of undesirable effort and preventing wastes of all kinds, the elimination of women and child labor in competitive employment; Efficiency of a system means that the right work is done in right manner by right men at right place and in right time. He advocated the "Line and staff organization" instead of functional foremanship. As to rewards for efficiency, he suggested the different rates of efficiency besides a guaranteed minimum wage. He was mainly concerned with improving the efficiency of the workers. That is why he is often called the "high priest of efficiency". #### **Pioneer \# **4. Frank B. Gilbreth (1868-1924) and Lillian M. Gilbreth: Frank Gilbreth and his wife Lillian Gilbreth were contemporary of Taylor, but they worked independently on time and motion study. They made memorable contribution to improvement or working methods and thus to discover one best way of accomplishing a task, with marked efficiency and least expatriation. He developed a unique technique of last work. Faster speed work however, did not refer to hurrying with the work but economizing the time sequence by eliminating unnecessary movements and exhausting motions and methods of accomplishing a task. Whereas Lillian concerned herself with the human aspect of management. They considered that the root cause of worker's dissatisfaction was the lack of management interest in them. They stressed that management should understand their requirements and personality. He and his wife Lillian M. Gilbreth maintained that the human aspect must be considered as a major area of consideration and study in the field of management. According to L. M. Gilbreth, the philosophy of motion study says, "Man is considered as the center of activity and as expressing himself in motions, aided by tools and machines using materials as medium of expression". **Some important contributions of Gilbreth are:** **(i) Development of Motion Study:** He defined motion study, "as the science of eliminating wastage in all forms resulting from unnecessary, ill directed and inefficient motion". According to Gilbreth the purpose of motion study was to improve work methods so as to discover or develop one best way of accomplishing a task. He identified seventeen (17) on the job motions and called them THERBLIGS (Therbligs) is Gilbreth spelt back words with the transposition of one letter. He maintained that a therblig analysis could be applied to any job. Further, he developed the system to any job. Further, he developed the system of "Flow Process Chart" which makes the study of various processes of activity easier. He also developed micro motion study and SIMO charts. **(ii) Development of Chrono cyclographs:** He used micro chronometer of speed clock and took photographs by cine cameras of the workers and the clock. Thus, three observations were taken i.e., what movements occurred, how much time they took and what was the direction of movements. This process was termed as Chrono cyclograph. **(iii) Study of Fatigue:** Gilbreth carried out studies on fatigue and its elimination. They concluded that fatigue could be considerably reduced by allowing rest periods, spacing the work and lightening the load. #### **Pioneer \# **5. Mary Parker Follet (1868-1933): Mary Parker Follet was a philosopher and political scientist, gave "Law of the situation" in 1919 and made important contributions in the field of functional authority, leadership, coordination, control and concept to the nature of management and of human relationship within industrial groups. She analyzed the nature of consent on which and democratic group is based through an examination of psychological factors underlying it. #### **Pioneer \# **6. Henri Fayol (1841-1925): A French industrialist during his long and successful carrier as an Industrial manager Mr. Fayol tried to probe into the bottom of the principles of administration and management Fayal analyzed the process of management as he had observed it first-hand. He said that managerial activities at the upper levels are more significant than other activities. He was the first to state principles of management and functions of a manager. Many of the talents which are recognized today as principles of management were originally specified by Fayol. **His conclusion was that all industrial activities could be subdivided in following six groups:** **1. Technical Activities:** Technical activities involve technical knowhow, production, manufacture and adaptation etc. **2. Commercial Activities:** Buying, selling and exchange. **3. Financial Activities:** These activities involve search for and optimum use of capital. **4. Accounting Activities:** Stock taking balance sheets, and cost sheets to determine financial position of the enterprise. **5. Security:** It is related with protection of assets and man power. **6. Managerial or Administrative Activities:** Means to follow management functions like planning, organizing, commanding, coordination and controlling (of all the above activities). All the above-mentioned activities are essential for the successful operation of the enterprise and none of these can be ignored. Though Fayol recognized the importance of first five above activities but the main objective of his study and analysis has been management i.e. to ensure the performance of the work well. #### **Pioneer \# **7. George Elton Mayo (1880-1949): Elton Mayo, an Australian by birth and trained in Psychology is generally recognized as the "Father of Human Relations Approach". Mayo's main contribution to management thought was his emphasis on human and social factors in industrial relationships. He led the team which conducted the Hawthorne investigation at Alarvard in the United States with the collaboration of the Western Electric Company between 1927 to 1936 and financial support of the Rock Feller Foundation. Mayo and his associates' studies revealed that an organization is not only a formal arrangement of men and function but also a social system which can be operated successfully by utilizing the principles of psychology and other behavior sciences. **Mayo was of the opinion that cause of increase in productivity of the workers is not a single factor of changing working period and conditions but a combination of several other factors such as:** \(i) Less restrictive techniques of supervision \(ii) Providing autonomy to workers \(iii) Permitting the formation of small cohesive sub groups of workers \(iv) Creating conditions which encourage and support the growth and development of these groups \(v) Cooperation between workers and management \(vi) Opportunity to be heard and participation in decision making etc. Mayo was the first person to advocate for the understanding of workers difficulties in view of growth of science and technology. He desired the management to understand the problems of work force and make efforts to redress them. ***Topic 2*** ***What Is Production Planning?*** [[Production planning]](https://letstranzact.com/blogs/production-planning) is the process of creating a strategy for manufacturing your products in such a way that your manufacturing business runs smoothly, economical and profitable. It is a detailed plan that includes [[raw materials]](https://letstranzact.com/blogs/raw-materials-inventory), workforce, equipment, and steps to make production well-planned and successful. Production planning also includes how you deliver the goods on time. It consists of all data related to manufacturing operations and the effectiveness of production processes. ***What Is Production Control?*** [[Production control]](https://letstranzact.com/blogs/production-control) is the process that tracks, manages, and controls the production process and helps businesses fulfill the target demand on time. With the proper techniques, production control can guarantee that all the resources and workforce are used best. It helps businesses achieve high performance in the production line with the proper distribution of resources. Production control also makes sure that quality control and assurance standards are maintained to increase productivity and customer satisfaction. ***Production Planning vs Production Control*** Production Planning is a proactive process that forecasts, schedules, and decides the production processes in advance. It is related to the 'what' and 'when' of production. It involves finding the materials, equipment, and labor necessary to meet production goals. It minimizes production time and costs and maintains optimum [[inventory levels]](https://letstranzact.com/blogs/the-importance-of-accurate-inventory-levels). On the other hand, Production Control is a reactive process that takes place once production begins. It involves monitoring the production process. Planning and controlling distinguish between that control is about the 'how' of production. It coordinates and controls all the activities in the production process. ***[Benefits of Production Planning and Control]*** The main goal for quality control and assurance is maximizing the materials, workforce, and productivity. With this technique, managers maintain production results of appropriate quality and quantity as per the demands. But there is some difference between production planning and production control when it comes to their benefits. **[Here are the [benefits of production planning and control](https://letstranzact.com/blogs/production-planning-and-contol):]** 1\. **Improved Communication** It helps businesses maintain better communication with suppliers and third-party vendors. It helps to keep a standard source of materials and allocate the right resources to provide the best quality product. 2**. Improved Production Time** Better production time management helps businesses stay on time and successfully manage delays. It keeps business ahead of schedule to meet product demands and avoid blockage in the production line. 3\. **Reduced Production Costs** With a well-designed and well-executed plan, businesses can majorly reduce production costs. It will maintain the quality of products and result in lesser expense, and no damage is done to the product level. 4\. **Streamlined Production Process** Maintaining inventory and planning processes can help businesses to streamline and guide their strategies. It will guarantee that the product prediction is suitable to fulfill product demand. 5\. **Reduced Resource Wastage** With proper planning, the production line avoids overstocking of products. It helps prevent spoilage to wastage that can cause delays or blockage. ***[Steps in Production Planning and Control]*** Despite the difference between production planning and control, they work hand in hand in the entire production process. The following are the [[production process]](https://letstranzact.com/blogs/process-manufacturing) steps: **Step 1: Planning** It is the first step in PPC for manufacturing. Here, managers create production plans and operations. These plans cover all production activities and include all details about the supply chain. **Step 2: Routing** The next step is the path on which the plan moves forward. It determines the area, operator, and equipment for the task. **Step 3: Scheduling** The third step is scheduling, in which managers will determine the order quantity and duration of production. These plans include master schedules, operation schedules, and detailed data about how and when about the product. **Step 4: Dispatching** This step is when products will be shipped to the distributor on schedule via the finalized route. **Step 5: Follow Up** The last step is to follow up on the total procedure. This step helps to identify all delays and issues in the production line and what steps to take to resolve them. [**[7 Tips for Becoming More Mentally Focused]**](https://www.verywellmind.com/things-you-can-do-to-improve-your-mental-focus-4115389) These are some of the potential causes of low productivity: - **Distractions: **Distractions, such as [[social media]](https://www.verywellmind.com/link-between-social-media-and-mental-health-5089347) for example, can pull you away from the task at hand and lower your productivity.^1^ - **Interruptions:** Frequent interruptions, such as calls, email notifications, or meetings, can disrupt your focus and make it hard for you to get something done.^2^ - **Fatigue: **Not getting enough sleep or overworking yourself can leave you feeling fatigued and low on energy, which can affect your ability to be productive.^3^ - **Stress: **While short bursts of stress can help you complete a big project or meet an important deadline,^4^ high levels of [[chronic stress]](https://www.verywellmind.com/chronic-stress-3145104) can take a toll on your productivity levels and even lead to burnout.^5^ - **Boredom:** If the tasks you're working on are not engaging or stimulating you, you might find yourself feeling bored, which can affect your productivity.^6^ - **Health conditions:** Research shows us that health-related issues can significantly affect productivity.^7^ A 2021 study notes that while serious conditions like cancer or osteoporosis can make it hard for you to be productive, even minor health problems like a headache or the common cold can lower your productivity.^3^ - **Toxic environment:** A toxic home or [[work environment]](https://www.verywellmind.com/heather-monahan-the-verywell-mind-podcast-5210882) can affect your productivity and harm your mental health.^8^ [**[How a Toxic Work Environment Affects Mental Health]**](https://www.verywellmind.com/how-a-toxic-work-environment-may-affect-mental-health-4165338) A combination of individual and environmental factors can affect one's ability to be productive, making them more or less productive than others. **These factors may include:** - **Personality traits: **Certain personality traits help people be more productive than others. For instance, a 2022 study notes that people who have traits like passion, perseverance, and openness tend to be more productive than those who display high levels of [[neuroticism]](https://www.verywellmind.com/how-neuroticism-affects-your-behavior-4782188).^9^ - **Genetic factors: **Research shows us that genetic factors can play a role in determining how productive someone can be.^10^ - **Motivation levels:** People's [[motivation]](https://www.verywellmind.com/what-is-motivation-2795378) levels can vary based on factors such as physiological needs, social context, cultural background, and personal factors.^11^ [[Motivation Strategies From The Verywell Mind Podcast]](https://www.verywellmind.com/motivation-strategies-from-the-verywell-mind-podcast-6374015) **How Mental Health Conditions Affect Productivity** Having a mental health condition can affect your mind and body in ways that can make it hard for you to be productive. These are some mental health conditions that can affect your productivity: - **Attention deficit hyperactivity disorder (ADHD):** [[ADHD]](https://www.verywellmind.com/how-to-focus-with-adhd-5248206) can affect the brain's development in ways that can make it hard for you to sit still and focus. Nemours Foundation. [[ADHD]](https://kidshealth.org/en/parents/adhd.html).  This condition can affect your ability to pay attention to details, get organized, or complete tasks.^13^ - **Obsessive-compulsive disorder (OCD):** OCD can cause you to experience recurrent obsessive thoughts and compulsive behaviors, which can be debilitating and affect your ability to work and go about your daily life.^14^ - **Depression:** Depression can affect your productivity and job performance, particularly if you don't have sources of emotional and social support you can count on.^15^ **[8 Ways to Boost Your Productivity]** These are some strategies that can help you boost your productivity: - **Tidy up: **Tidying up your workspace and [[getting rid of clutter]](https://www.verywellmind.com/how-mental-health-and-cleaning-are-connected-5097496) can not only improve the utility of the space but also improve your decision-making ability, productivity, and overall well-being.^16^ - **Make a to-do list: **Having a written plan of action has been shown to increase productivity.^17^ It's especially helpful to organize your to-do list in order of priority, so you know what to tackle first.^18^ - **Focus on one task at a time:** Avoid trying to do multiple things at a time. The human brian is not wired to [[multitask]](https://www.verywellmind.com/multitasking-2795003), so you'll be more productive if you focus on one task at a time, rather than trying to switch between multiple tasks.^19^ - **Block time in your schedule:** Designate time to work on a certain task by [[blocking time]](https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509) in your schedule. This technique is known as time boxing.^20^ You can use a calendar app on your phone, computer, or email to block chunks of time. You can use this technique for work-related tasks or even household chores that you've been putting off. - **Try the Pomodoro technique: **The [[Pomodoro Technique]](https://www.verywellmind.com/pomodoro-technique-history-steps-benefits-and-drawbacks-6892111) involves dividing tasks into 25-minute intervals, known as pomodoros, with a 5-minute break in between each interval.^21^ Setting a timer to demarcate intervals can help you stay on track, manage your time better, and meet your goals. - **Limit interruptions:** Take steps to limit distractions and interruptions.^22^ This could mean switching off your email notifications while you're working or signing out of your social media apps so you don't get tempted by them. You could also designate one or two days of the week for uninterrupted work and avoid scheduling calls or meetings on those days. - **Learn to say no:** Since you have limited time and bandwidth, it's important to focus on tasks that can help you meet your goals. In order to improve your productivity, learn to [[say no]](https://www.verywellmind.com/say-no-to-people-making-demands-on-your-time-3145025) to other requests that take away from your energy and don't contribute toward your goals.^17^ Otherwise, it can feel like you're always busy but never able to complete anything you need to get done. - **Practice meditation: **Meditation can help boost your productivity by improving your concentration, motivation, creativity, memory, and emotional intelligence. **The Effects of Toxic Productivity** Toxic productivity is a mindset that causes you to work or do something all the time, without giving yourself enough time to rest or do things you enjoy. Also known as [[workaholism]](https://www.verywellmind.com/why-you-should-take-a-break-3144576), it can be difficult to identify because working hard is often viewed as a positive trait. However, overworking yourself can harm you physically, mentally, and socially. These are some of the potential effects of toxic productivity:^24^ - Poor mental health - Physical health conditions and strain - Difficulty maintaining social relationships - Low job and career satisfaction  - Increased risk of [[burnout]](https://www.verywellmind.com/stress-and-burnout-symptoms-and-causes-3144516) - Reduced well-being and lower quality of life Strategies for Avoiding Burnout If you're overworking yourself, it's important to re-evaluate your life and take steps to prevent burnout. Harvard Business Review suggests some strategies that can help you avoid burnout:^25^ - **Get adequate rest: **It's important to replenish your energy by making sure you get enough sleep. - **Practice self-care: **Work on restoring your emotional and mental energy levels by spending time with loved ones, exercising, meditating, journaling, enjoying nature, or doing other things you enjoy. - **Delegate: **While doing everything yourself can help you feel more in control, delegating responsibilities can help free up your time so you can work on more important tasks that require your attention. - **Set boundaries: **[[Setting boundaries]](https://www.verywellmind.com/setting-boundaries-for-stress-management-3144985) around your time can help you ensure you get adequate rest and personal time. - **Reevaluate priorities:** If your schedule doesn't allow for any rest or downtime and is affecting your health or your personal life, you may have to reevaluate your priorities. For instance, a high-paying job may not be worth it if it's causing you to experience stress, weight gain, [[headaches]](https://www.verywellmind.com/how-are-headaches-and-stress-connected-3144826), and heartburn. ***Topic 3*** Work study is the investigation, by means of a consistent system of the work done in an organization in order to attain the best utilisation of resources i.e.4m's of work study Materials, Machines, Men and Money. All the technologies and management systems are related with productivity. **Work study is most valuable tool of management because:** \(i) It is a direct means of improving productivity of the system involving very less or no cost. \(ii) The approach is simple, systematic, consistent and based on handling of facts. Thus the part played by opinions in taking decisions is minimized. \(iii) No factor affecting the efficiency of operation is overlooked in this approach. \(iv) It provides most accurate means of setting standards of performance which are helpful in the process of production planning and control. \(v) Application of work study result in immediate savings. \(vi) It is a universal tool for management. \(vii) It is a most penetrating tool of investigation available to the management of the industrial unit. **Objectives of Method Study:** **Some important objectives of method study are:** \(1) Better design of plant equipment and buildings. \(2) Less fatigue or workers by avoiding unnecessary movements of manpower. \(3) Better working conditions and environment for workers/employees. \(4) To have more effective utilization of materials, machines and manpower and money. \(5) Better Product quality. \(6) Efficient and fast material handling equipment. \(7) Leads to standardization, rationalization, simplification and specialization. \(8) Efficient planning of the section. \(9) Streamlined working procedures. **Objectives of Work Measurement:** Effective planning and control of production, distribution and administration cannot be achieved unless these are based on facts. One of the most important of these facts is the time required for job completion which can be obtained by motion study or work measurement. **Other objectives of work measurement are as follows:** \(1) When two alternative methods which seem equally advantageous, one which requires less time for completion of the job (i.e. faster) can be established. \(2) The man power required for a job or new plant can be determined on the basis of accurate knowledge of the amount of work that has to be done so it helps in manpower economy. \(3) Work measurement data provides reliable basis to decide equipment. \(4) Provides requisite information for effective production planning and improving efficiency of the system. \(5) Provides basis for fair and reliable incentive schemes. \(6) Decides realistic labor budgeting and provides a basis for standard costing system. **7 Factors affecting plant and machinery layout** Some of the major factors which affect plant layout are: (1) Policies of management (2) Plant location (3) Nature of the product (4) Volume of production (5) Availability of floor space (6) Nature of manufacturing process and (7) Repairs and maintenance of equipment and machines. #### (1) Policies of management: It is important to keep in mind various managerial policies and plans before deciding plant layout. Various managerial policies relate to future volume of production and expansion, size of the plant, integration of production processes; facilities to employees, sales and marketing policies and purchasing policies etc. These policies and plans have positive impact in deciding plant layout. #### (2) Plant location: Location of a plant greatly influences the layout of the plant. Topography, shape, climate conditions, and size of the site selected will influence the general arrangement of the layout and the flow of work in and out of the building. #### (3) Nature of the product: Nature of the commodity or article to be produced greatly affects the type of layout to be adopted. In case of process industries, where the production is carried in a sequence, product layout is suitable. For example, soap manufacturing, sugar producing units and breweries apply product type of layout. On the other hand, in case of intermittent or assembly industries, process type of layout best suited. For example, in case of industries manufacturing cycles, typewriters, sewing machines and refrigerators etc., process layout method is best suited. Production of heavy and bulky items need different layout as compared to small and light items. Similarly, products with complex and dangerous operations would require isolation instead of integration of processes. #### (4) Volume of production: Plant layout is generally determined by taking into consideration the quantum of production to be produced. There are three systems of production viz., **(a) Job production:** Under this method peculiar, special or non- standardized products are produced in accordance with the orders received from the customers. As each product is non- standardized varying in size and nature, it requires separate job for production. The machines and equipment's are adjusted in such a manner so as to suit the requirements of a particular job. Job production involves intermittent process as the work is carried as and when the order is received. Ship building is an appropriate example of this kind. This method of plant layout viz., Stationery Material Layout is suitable for job production. **(b) Mass production:** This method involves a continuous production of standardized products on large scale. Under this method, production remains continuous in anticipation of future demand. Standardization is the basis of mass production. Standardized products are produced under this method by using standardized materials and equipment. There is a continuous or uninterrupted flow of production obtained by arranging the machines in a proper sequence of operations. Product layout is best suited for mass production units. **(c) Batch production:** It is that form of production where identical products is produced in batches on the basis of demand of customers or of expected demand for products. This method is generally similar to job production except the quality of production. Instead of making one single product as in case of job production a batch or group of products is produced at one time, it should be remembered here that one batch of products has no resemblance with the next batch. This method is generally adopted in case of biscuit and confectionary manufacturing, medicines, tinned food and hardware's like nuts and bolts etc. #### (5) Availability of floor space: Availability of floor space can be other decisive factor in adopting a particular mode of layout. If there is a scarcity of space, product layout may be undertaken. On the other hand, more space may lead to the adoption of process layout. #### (6) Nature of manufacturing process: The type of manufacturing process undertaken by a business enterprise will greatly affect the type of layout to be undertaken. **A brief mention of various processes is given us under:** **(i) Synthetic process:** Under this process two or more materials are mixed to get a product. For example, in the manufacture of cement, lime stone and clay are mixed. **(ii) Analytical process:** This is just the reverse of synthetic process. Under this method different products are extracted from one material. For example, from crude oil, petroleum, gas, kerosene and coal tar etc. are extracted. **(iii) Conditioning process:** Under this process the original raw material is given the shape of different products and nothing is added to it. Jute is an important example of this kind. **(iv) Extractive process:** This method involves the extraction of a product from the original material by the application of heat or pressure. This involves the process of separation, for example, aluminum is separated from bauxite #### (7) **Repairs and maintenance of equipment and machines:** The plant layout should be designed in such a manner as to take proper care with regard to repairs and maintenance of different types of machines and equipment being used in the industry. The machines should not be installed so closely that it may create the problems of their maintenance and repairs. It has been rightly said that "Not only should access to parts for regular maintenance such as oiling, be considered in layout but also access to machine parts and components when replacement and repair are fairly common". ***Topic 4*** **Seven Quality Management Principles (QMPs)** **QMP 1 -- Customer Focus** The first principle states that organizations must have [customers](https://www.qualitygurus.com/creating-customer-value/) at heart when they design products and services.  It also requires companies to ensure that all employees work together towards achieving this goal.  **QMP 2 -- Leadership**\ This second principle states that leadership must be provided throughout all levels of an organization. It means that everyone involved with running or managing a company needs to have clear goals and objectives, and be able to [communicate](https://www.qualitygurus.com/communications-in-a-global-economy/) effectively with others. **QMP 3 -- Engagement of People**\ Another key management principle is people involvement, or more specifically [employee empowerment](https://www.qualitygurus.com/team-empowerment/). This means giving employees ownership over how things run within their own departments, rather than leaving everything up to managers. It can be difficult to implement, but if done correctly, it leads to happier workers and higher productivity levels overall. **QMP 4 -- Process Approach**\ This principle encourages businesses to adopt a systematic way of working through tasks and projects, rather than relying solely on individual initiative or intuition. **QMP 5 -- Improvement**\ [Continuous improvement](https://www.qualitygurus.com/six-reasons-why-continuous-improvement-projects-fail/) means improving on what has been done before. It requires constant learning from mistakes made previously. In addition every employee must continuously seek ways to make improvements. Employees need to know how to take initiative and find solutions to problems. They have to develop innovative ideas and implement these ideas into action. **QMP 6 -- Evidence-based Decision Making**\ Evidence-based decision making (EBDM) is one of the most significant principles of business today. EBDM focuses on using evidence from research studies to make decisions about how to run businesses effectively. It helps managers identify what works and what doesn\'t by analyzing data and information collected through surveys, experiments, observations, etc. In addition, EBDM enables companies to develop strategies based on facts rather than assumptions. **QMP 7 -- Relationship Management**\ Relationship management refers to how businesses interact with customers, suppliers, partners, and other stakeholders. It includes managing [customer expectations](https://www.qualitygurus.com/kano-analysis/), maintaining positive working relations, and developing [long term partnerships](https://www.qualitygurus.com/supplier-lifecycle-management/). A business must develop strong relationships with its key players such as vendors, distributors, investors, and others. These relationships will enable organizations to achieve success by providing access to resources, information, and knowledge. **Need of Inspection in Industry: -** ------------------------------------- Needs of the inspection in manufacturing:-\ 1) To ensure that the part, material, or component confirms the established standard.\ 2) To meet the interchangeability of the manufacturer.\ 3) To maintain customer relationships by ensuring that no faulty product reaches the customer.\ 4) Provide the means of finding out shortcomings in manufacture.\ 5) It helps to purchase a good quality of raw material, tools, equipment which governs the quality of the finished product.\ 6) It helps to coordinate the functions of quality control, production, purchasing, and other departments of the organization.\ 7) To take decisions on the defective parts. **Types of sampling plans: -** ------------------------------ 1\. Single sampling plan.\ 2. Double sampling plan.\ 3. Multisampling plan. **Single Sampling:** A single sample is drawn from the lot. If the number of defectives is below a specified limit, the lot is accepted; otherwise, it\'s rejected. **Double sampling plan: - **In double sampling plan the decision on acceptance or rejection of the lot is based on two samples **Multiple Sampling:** Several samples are drawn sequentially until a decision is made. ### **Disadvantages of Sampling:** Some of the disadvantages of Sampling Inspection are: - In sampling inspection, since only a part is inspected the sample may not represent the exact picture obtaining in the lot, hence there is likely hood or risk of making wrong decisions about the lot. - The costs of rejected lots will be passed on by the producer on the consumer. - This method may not be suitable for taking decisions on acceptance or rejection of a very costly and important item. - It is necessary to use random sampling, select proper sample size, and acceptance numbers for accurate results. **9 Important Functions of Quality Inspection Management** ---------------------------------------------------------- ### **1. Documenting product quality standards to be referenced at the time of Inspections** Documentation is an essential part of quality management processes. It guides your quality teams, suppliers, and auditors through the product quality standards that need to be followed during quality checks, inspections, and audits. Documenting all the quality management activities also demonstrates your organization's commitment to best practices and quality culture. ### **2. Developing easy-to-understand and follow inspections workflows** Inspection workflows should be simple so that your inspection team requires minimal training. You can get [Inspection Management Software](https://youtu.be/xKojGaIFKEA) with configurable workflows. The simplicity of the inspection workflow will significantly improve your team's productivity and reduce the inspection process cycle time. ### **3. Defining the containment procedures for products quality issues that can be fixed by reworking** Not every product recall requires extensive efforts. Some of the product quality issues can be easily fixed by reworking. It will help you avoid wastage of resources. All you need to do is define the containment procedures for such products. You can also categorize quality issues for easy segregation. Wouldn't you be interested in preventing unnecessary wastage of resources and money? ### **4. Calibrating the inspection equipment and devices at regular intervals to ensure error-free inspections** Just like the production equipment, you must calibrate the inspection equipment. It will help maintain the accuracy and efficiency of the equipment. It will eventually help maintain consistency in product quality. Next time when you schedule the calibration activity, make sure you have included the inspection equipment in the list. ### **5. Streamlining inspection process at source to reduce scrap and low-quality products** As we have already discussed before, some businesses consider inspections as a final product quality check. It is high time businesses should rethink their inspection processes. Streamlining inspections right from the start can help to reduce the scrap and low-quality products. Furthermore, it will help them protect brand reputation and increased overhead expenses due to compliance lawsuits, workplace injuries, or any catastrophic event. ### **6. Training the inspection teams on the best practices to manage production challenges** Regulatory requirements are getting stringent with time. Businesses continuously need to train their employees on these requirements to perform their job more effectively and efficiently. You can utilize cloud-based training management software to provide your team a flexible training environment even when working remotely. ### **7. Reporting incidents and their action plan to management** You must report the incidents and the action plan implemented to the management; it will help them make informed business decisions. It will also help them streamline and modify the existing inspection processes and practices. ### **8. Standardizing inspections for pre, post, and inline production in adherence to compliance requirements** Standardizing inspections for every stage of production in adherence to applicable regulatory standards ensures minimal compliance issues. It also fosters a culture of quality and continuous improvements in the organization, enabling you to attain business goals efficiently. ### **9. Ensuring the inspection process changes have minimal or no impact on production cycle time.** Establishing inspection processes is not a one-time job. It requires continuous improvements even in the processes to ensure the best quality outcomes. However, the changes are not easy to implement. You can leverage the next-generation change management software to make change implementation efficient and straightforward. The software can help you standardize the change process, so there is a minimal or no impact on the ongoing operations.