Process design & Process product matrix

Description
The documentation about Operations management covers companies like Raymond, Wockhardt, burger king, nahindra & mahindra, jyot opticals and covers topics job shops, batch, line, matrix, distinct competence, product-process matrix.

OPERATION MANAGEMENT PROJECT REPORT
ON

Process design & Process-product matrix

TABLE OF CONTENTS:

1

Topic

Page no.

1

INTRODUCTION

3

2

CASE STUDY 1- RAYMOND

12

3

CASE STUDY 2- WOCKHARDT

24

4

CASE STUDY 3- BURGER KING

34

5

CASE STUDY 4- MAHINDRA & MAHINDRA

38

6

JYOT OPTICALS

49

7

CONCLUSION

50

2

INTRODUCTION The product-process matrix is a tool for analyzing the relationship between the product life cycle and the technological life cycle. It was introduced by Robert H. Hayes and Steven C. Wheelwright in two classic management articles published in Harvard Business Review in 1979, entitled "Link Manufacturing Process and Product Life Cycles" and "The Dynamics of Process-Product Life Cycles." The authors used this matrix to examine market-manufacturing congruence issues and to facilitate the understanding of the strategic options available to a company. The matrix itself consists of two dimensions, product structure/product life cycle and process structure/process life cycle. The production process used to manufacture a product moves through a series of stages, much like the stages of products and markets, which begins with a highly flexible, high-cost process and progresses toward increasing standardization, mechanization, and automation, culminating in an inflexible but cost-effective process. The process structure/process life cycle dimension describes the process choice (job shop, batch, assembly line, and continuous flow) and process structure (jumbled flow, disconnected line flow, connected line flow and continuous flow) while the product structure/product life cycle describes the four stages of the product life cycle (low volume to high volume) and product structure (low to high standardization). Later writers on the subject sometimes insert an additional stage in the extreme upper-left corner of the matrix: the project. A company can be characterized as occupying a particular region on the matrix (see accompanying Figure). This region is determined by the firm's stage in the product life cycle and the firm's choice of production process. At the upper left extreme, firms are characterized as process oriented or focused while the lower right extreme holds firms that are said to be product focused. The decision of where a firm locates on the matrix is determined by whether the production system is organized by grouping resources around the process or the product. Note from the figure that the vertices of the matrix result in four distinct types of operations (described by the appropriate process choice) located on the diagonal of the matrix

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PROCESS CHOICES (a) PROJECT. Projects are briefly included in the discussion since they are sometimes found at the extreme upper-left corner of the matrix (depending on the author). These include large-scale, one-time, unique products such as civil-engineering contracts, aerospace programs, construction, etc. They are also customerspecific and often too large to be moved, which practically dictates that project is the process of choice.

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(b) JOB SHOP.
If a manufacturer had broken a large cog on an outdated (i.e., replacement parts are no longer available) but still useful machine, she would take the broken cog to a machine shop where they would manufacture a new one from scratch. This machine shop (along with tool and die manufacturers) is probably the primary example of manufacturing job shops. A job shop is the producer of unique products; usually this product is of an individual nature and requires that the job shop interpret the customer's design and specifications, which requires a relatively high level of skill and experience. Once the design is specified, one or a small number of skilled employees are assigned to the task and are frequently responsible for deciding how best to carry it out. Generally, resources for processing have limited availability with temporary in-process storage capability needed while jobs wait for subsequent processing. If the Process structure Process life cycle stage ? Product Low Low structure volume volume Product Unique Multiple life cycle (one of a Products stage kind) ? (Project) Jumbled flow (job shop) Disconnect ed line flow (batch) Connected line flow (assembly line) Continuous flow (continuous ) Higher Very high volume volume Standardized Commodity product product

Job shop

Batch

Assembly line

Continuous
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product is not a one-time requirement, it is at least characterized by irregular demand with long periods of time between orders. Efficiency is difficult since every output must be treated differently. In a job shop, the outputs differ significantly in form, structure, materials and/or processing required. Each unique job travels from one functional area to another according to its own unique routing, requiring different operations, using different inputs, and requiring varying amounts of time. This causes the flow of the product through the shop to be jumbled, following no repetitive pattern. Job shops and batch operations (upper-left quadrant of the matrix) are usually organized around the function of the individual machines. In other words, machinery is grouped according to the purpose it serves or the capabilities it possesses. For example, in a machine shop, hydraulic presses would be grouped in one area of the shop, lathes would be grouped into another area of the shop, screw machines in another area, heat or chemical treatment in still another, and so on (also contributing to the jumbled flow). This is labeled a process layout. In addition to machine shops and tool and die manufacturers, job shops are also appropriate for use in service operations, since the product is customized and frequently requires different operations. Service examples include law offices, medical practices, automobile repair, tailor shops, and so forth. (c) BATCH. Firms utilizing batch processes provide similar items on a repeat basis, usually in larger volumes than that associated with job shops. Products are sometimes accumulated until a lot can be processed together. When the most effective manufacturing route has been determined, the higher volume and repetition of requirements can make more efficient use of capacity and result in significantly lower costs. Since the volume is higher than that of the job shop, many processes can be utilized in repetition, creating a much smoother flow of work-in-process throughout the shop. While the flow is smoother, the work-in-process still moves around to the various machine groupings throughout the shop in a somewhat jumbled fashion. This is described as a disconnected line flow or intermittent flow.
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Examples of batch processing operations that have contracts for higher volumes of could be some offices (processing orders hospitals, classes within universities (how and food preparation. (d) LINE.

include printing and machine shops a product. Services utilizing batches in batches), some operations within many classes have only one pupil?),

When product demand is high enough, the appropriate process is the assembly line. Often, this process (along with continuous; both are in the lower-right quadrant of the matrix) is referred to as mass production. Laborers generally perform the same operations for each production run in a standard and hopefully uninterrupted flow. The assembly line treats all outputs as basically the same. Firms characterized by this process are generally heavily automated, utilizing special-purpose equipment. Frequently, some form of conveyor system connects the various pieces of equipment used. There is usually a fixed set of inputs and outputs, constant throughput time, and a relatively continuous flow of work. Because the product is standardized, the process can be also, following the same path from one operation to the next. Routing, scheduling, and control are facilitated since each individual unit of output does not have to be monitored and controlled. This also means that the manager's span of control can increase and less skilled workers can be utilized. The product created by the assembly-line process is discrete; that is, it can be visually counted (as opposed to continuous processes which produce a product that is not naturally divisible). Almost everyone can think of an example of assembly-line manufacturing (automobile manufacturing is probably the most obvious). Examples of assembly lines in services are car washes, class registration in universities, and many fast food operations. Because the work-in-process equipment is organized and sequenced according to the steps involved to produce the product and is frequently connected by some sort of conveyor system, it is characterized as flowing in a line. Even though it may not be a straight line (some firms utilize a U-shaped assembly line) we say that it has a connected line flow. Also, firms in the lower-right quadrant (line and continuous) are classified as having a product layout.

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Continuous manufacturing involves lot-less production wherein the product flows continuously rather than being divided. A basic material is passed through successive operations (i.e., refining or processing) and eventually emerges as one or more products. This process is used to produce highly standardized outputs in extremely large volumes. The product range is usually so narrow and highly standardized that it can be characterized as a commodity. Considerable capital investment is required, so demand for continuous process products must be extremely high. Starting and stopping the process can be prohibitively expensive. As a result, the processes usually run 24 hours a day with minimum downtime (hence, continuous flow). This also allows the firm to spread their enormous fixed cost over as large a base as possible. The routing of the process is typically fixed. As the material is processed it usually is transferred automatically from one part of the process to the next, frequently with self-monitoring and adjusting. Labor requirements are low and usually involve only monitoring and maintaining the machinery. Typical examples of industries utilizing the continuous process include gas, chemicals, electricity, ores, rubber, petroleum, cement, paper, and wood. Food manufacture is also a heavy user of continuous processing; especially water, milk, wheat, flour, sugar and spirits. USING THE MATRIX The product-process matrix can facilitate the understanding of the strategic options available to a company, particularly with regard to its manufacturing function. A firm may be characterized as occupying a particular region in the matrix, determined by the stages of the product life cycle and its choice of production process(es) for each individual product. By incorporating this dimension into its strategic planning process, the firm encourages more creative thinking about organizational competence and competitive advantage. Also, use of the matrix provides a natural way to involve manufacturing managers in the planning process so they can relate their opportunities and decisions more effectively with those of marketing and of the corporation itself, all the while leading to more informed predictions about changes in industry and the firm's appropriate strategic responses.

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Each process choice on the matrix has a unique set of characteristics. Those in the upper-left quadrant of the matrix (job shop and batch) share a number of characteristics, as do those in the lower-right quadrant (assembly line and continuous). Upper-left firms employ highly skilled craftsmen (machinists, printers, tool and die makers, musical instrument craftsmen) and professionals (lawyers, doctors, CPAs, consultants). Hence upper-left firms can be characterized as labor intensive. Since upper-left firms tend to utilize generalpurpose equipment, are seldom at 100 percent capacity, and employ workers with a wide range of skills, they can be very flexible. However, there is a difficult trade-off between efficiency and flexibility of operations. Most job shops tend to emphasize flexibility over efficiency. Since efficiency is not a strong point of upper-left firms, neither is low-cost production. Also, the low volume of production does not allow upper-left firms to spread their fixed costs over a wide enough base to provide for reduced costs. Finally, upper-left firms are also more likely to serve local markets. Lower-right firms require production facilities that are highly specialized, capital intensive, and interrelated (therefore, inflexible). Labor requirements are generally unskilled or semi-skilled at most. Much of the labor requirement deals with merely monitoring and maintaining equipment. Lower-right firms are also more likely to serve national markets and can be vertically integrated. Hayes and Wheelwright relate three areas affected by the use of the productprocess matrix: distinctive competence, management, and organization. (e) DISTINCTIVE COMPETENCE. Distinctive competence is defined as the resources, skills, and organizational characteristics that give a firm a comparative advantage over its competitors. Simply put, a distinctive competence is the characteristic of a given product that causes the buyer to purchase it rather than the similar product of a competitor. It is generally accepted that the distinctive competencies are cost/price, quality, flexibility and service/time. By using the product-process matrix as a framework, a firm can be more precise about its distinctive competence and can concentrate its attention on a restricted set of process decisions and alternatives and a restricted set of marketing alternatives. In our discussion, we have seen that the broad range of worker skills and the employment of general-purpose equipment give upper-left firms a large degree of flexibility while the highly specialized, high-volume environment of

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lower-right firms yields very little in the way of flexibility. Therefore, flexibility would be a highly appropriate distinctive competence for an upper-left firm. This is especially true when dealing with the need for flexibility of the product/service produced. Lower-right firms find it very difficult to sidetrack a high-volume operation because of an engineering change in the product. An entire line would have to be shut down while tooling or machinery is altered and large volumes of possibly obsolete work-in-process are accounted for. Upper-left firms, however, would have none of these problems with which to contend. It must be noted though that lower-right firms may possess an advantage regarding flexibility of volume. Quality may be defined a number ways. If we define quality as reliability, then lower-right firms could claim this as a distinctive competence. Lower-right firms would have the high volume necessary to quickly find and eliminate bugs in their product, yielding more reliability to the end user. However, if we define quality as quality of design (that is, "bells and whistles"—things that embody status, such as leather seats in an automobile or a handcrafted musical instrument), then quality would be seen as a possible distinctive competence of upper-right firms. Service may also be defined in more ways than one. If one defines service as face-to-face interaction and personal attention, then upper-left firms could claim service as a distinctive competence. If service is defined as the ability to provide the product in a very short period of time (e.g., overnight), then service as a distinctive competence would belong to lower-right firms. Finally, remember that high volume, economies of scale, and low cost are characteristics of firms in the lower-right quadrant of the matrix. Upper-left firms produce low volumes (sometimes only one) and cannot take advantage of economies of scale. (Imagine, for instance, what you would have to pay for a handcrafted musical instrument.) Therefore, it is obvious that price or cost competitiveness is within the domain of lower-right firms. (f) MANAGEMENT. In general, the economics of production processes favor positions along the diagonal of the product-process matrix. That is, firms operating on or close to the diagonal are expected to outperform firms choosing extreme off-diagonal positions. Hayes and Wheelwright provide the example of a firm positioned in

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the upper-right corner of the matrix. This would appear to be a commodity produced by a job shop, an option that is economically unfeasible. A firm positioned in the lower-left corner would represent a unique one-time product produced by a continuous process, again not a feasible option. Both examples are too far off the diagonal. Firms that find themselves too far off the diagonal invite trouble by impairing their ability to compete effectively. While firms operating in the near vicinity, but not exactly on the diagonal, can be niche players, positions farther away from the diagonal are difficult to justify. Rolls Royce makes automobiles in a job shop environment but they understand the implications involved. Companies off the diagonal must be aware of traps it can fall into and implications presented by their position. Also, a firm's choice of product-process position places them to the right or left of competitors along the horizontal dimension of the matrix and above or below its competitors along the vertical dimension of the matrix. The strategic implications are obvious. Of course, a firm's position on the matrix may change over time, so the firm must be aware of the implications and maintain the capability to deal with them appropriately. The matrix can provide powerful insights into the consequences of any planned product or process change. Use of the product-process matrix can also help a firm define its product. Hayes and Wheelwright relate the example of a specialized manufacturer of printed circuit boards who produced a low-volume, customized product using a highly connected assembly-line process. Obviously, this would place them in the lower-left corner of the matrix; not a desirable place to be. This knowledge forced the company to realize that what they were offering was not really circuit boards after all, but design capability. So, in essence, they were massproducing designs rather than the boards themselves. Hence, they were not far off the diagonal at all. (g) ORGANIZATION. Firms organize different operating units so that they can specialize on separate portions of the total manufacturing task while still maintaining overall coordination. Most firms will select two or more processes for the products or services they produce. For example, a firm may use a batch process to make components for products, which are constructed on assembly lines. This would be especially true if the work content for component production or the volume needed was not sufficient for the creation of a dedicated line process. Also,

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firms may need separate facilities for different products or parts, or they may simply separate their production within the same facility. It may even be that a firm can produce the similar products through two different process options. For example, Fender Musical Instruments not only mass produces electric guitars (assembly line) but also offers customized versions of the same product through the Fender Custom Shop (job shop). Again, the matrix provides a valuable framework for diagnostic use in these situations. OTHER USES OF THE PRODUCT-PROCESS MATRIX Additional uses of the matrix include:
• •

Analyzing the product entry and exit. Determining the appropriate mix of manufacturing facilities, identifying the key manufacturing objectives for each plant, and monitoring progress on those objectives at the corporate level. Reviewing investment decisions for plants and equipment in terms of their consistency with product and process plans. Determining the direction and timing of major changes in a company's production processes. Evaluating product and market opportunities in light of the company's manufacturing capabilities. Selecting an appropriate process and product structure for entry into a new market.

• • • •

It should be noted that recent empirical research by Sohel Ahmad and Roger G. Schroeder found the proposed relationship between product structure and process structure to be significant but not strong. In general terms, they found that as the product life cycle changes the process life cycle also shifts in the consistent direction, but not necessarily along the diagonal. Some 60 percent of the firms studied did not fall on the diagonal. The researchers propose that this occurred because new management and technological initiatives have eliminated or minimized some of the inherent trade-offs found on the ProductProcess Matrix. They classify these initiatives as processing technology, product design and managerial practice (e.g., TQM and JIT). Therefore, Ahmad and Schroeder recommend that the matrix be conceptualized as having three axes instead of two. They propose an x-axis (product life cycle stages), a y-axis (process life cycle stages), and a z-axis that represents an organization's proactive effort towards adopting and implementing these innovative

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initiatives. As a firm moves away from the origin along the z-axis, it becomes able to minimize some of the trade-offs seen in the Product-Process Matrix framework. CASE STUDY 1: RAYMOND WOOLEN MILLS LTD. Raymond Woollen Mills ltd. Thane is a very well known Textile “composite mill”. Earlier the products were of wool as well as worsted, but nowadays only worsted is being used to produce the goods. Along with worsted viscose rayon, polyester, silk, are also in use. The raw wool comes from Australia, it is Marino wool. Merino wool: Merino sheep produce the best wool. The staple is relatively short; ranging from 1 to 5 inches (25-125 mm), but the fibre is strong, fine and elastic and has good working properties. Merino fibre has the greatest amount of crimp compared to all wool fibres and has maximum number of scales to tailing as many as 3000 per inch. (118/ mm) - Two factors which contribute to its superior warmth and spinning qualities. Viscose Rayon: A rayon fibre is pure cellulose. Normally the 150 D viscose yarns are used in the mill and it comes from Century Rayon, Shahad, and Dist. Thane. The yarn is used for the purpose of selvedge yarns. Staple fibres are blended with polyester for producing polyviscose suiting. Polyester: Polyester fibre is used in the form of Tow which is then cut in staple form and further blended with the wool fibre. The polyester Tow is purchased from Reliance Industries Limited (RIL), Patalganga, Dist. Raigad and Indian Organic Corporation Limited (IOCL), Manali,Chennai. The qualities are as follows, 2.5 D Low Pill, 3 D sparkle Polyester, 2 D Normal Polyester. Also used are • • • • • Camel Hair Mohair Cashmere Alpaca Angora

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• •

Linen Silk

COMBING SECTION WOOL PROCESING: The raw wool is imported from the countries like Australia, New Zealand etc. and for exotic blends; cashmere & camel hair is produced from India. All the fibres come in staple form of the lengths of 5 to 9 cm & above & the wool microns of 17.00 to 26.50. BALE OPENING: ? Bale weight: approx. 200 KG. ? Name of the machine: Wiling machine. The raw wool that is in the bale form is opened manually from the bales and is fed to the Willing machine. Here initial opening is done with the help of the beaters. Then the material is fed to the scouring machine that immediately follows this. SCOURING: ? Make of the machine: PETRIC MACNAUGHT LTD., ENGLAND. Raw wool contains natural grease from the animal, along with dirt, dust, burrs, and twigs, hay and other bits of vegetable matter. Before it can be made into cloth, it must be cleaned by a process of scouring. Long-tined rakes pull the wool through a series of long tanks filled with mild solution of soda ash or other alkali and warm, soapy water. The wool floats to the top, while the dirt sinks to the bottom. Between each tub, the wool is squeezed through rollers to remove grease, dirt and water. This machine consists of five different tanks with following functions: o First tank: Soda ash (3-4 min.)

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o o o o

Second tank: Third tank: Fourth tank: Fifth tank:

detergent (3-4 min.) detergent (3-4 min.) plain water (3-4 min.) plain water (3-4 min.)

2.4 CARDING 2.4.1 GENERAL:-In the manufacture of worsted yarns, carding is essential process as most of cleaning takes place here. 2.4.2 Objectives: ? Dividing the fibre tufts into smaller ones. ? Partial stretching of the fibres and to orient them in the same direction. ? To remove impurities such as burr, vegetable matter, dust, dirt (heavier than wool). ? To enable blending of various fibres & evening it out. ? Converting random bulk of fibres in to a rope like form called as sliver. 2.4.3 Defects: ? Overlapping of material on doffer. ? Sliver weight variation. ? Thick & thin planes. ? Cut web on doffer. 2.5: GILLING: The carded wool, which is to be made into worsted yarn, is put through gilling operation. 2.5.1 Objectives:

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? To straighten the fibres and parallelise the fibres. ? To remove the shorter staple fibres. ? To blend the fibres. 2.5.2 Defects occurring in gilling: Inadequate pressure in roller Broken pins or improper density Faulty fallers Improper gilling Make of the machine: NSC, SAN.

?

?

?

?

Before combing tree passages of gill boxes are used. The density of the pins in the gill boxes goes on increasing with each passage from 3 pins/cm to 24 pins/cm. 10 slivers are fed to each machine at a time. After the 3 passages of gill box material is send to the comber.

2.6 COMBING: 2.6.1 OBJECTive: 1. To remove short fibres form the material. 2. To remove all vegetable (foreign) matter & neps. 3. to straighten & parallelize the fibre. Machine: • • • NSC PB-27/28/29/30 SMB SAN

2.8: POLYESTER PROCESING:

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The polyester continuous filaments are used as a raw material here. These raw materials ares ourced from various manufacturers like IOCL-Chennai, Reliance etc. of different denier ranging between 2.0 to 3.5 deniers and of different finishes like sparkle, dull, low pill, semi sparkle etc. here no combing process is given to the polyester, since its length is uniform. There are two types of the process that can be given to the polyester component. One is carded polyester sequence and other is converted polyester sequence. 2.9: COMBING LAB: In Combing Lab following tests are done: • • • • • • • Grease content of the raw wool after and before scouring. Moisture content test. Blend composition of dual blend and tertiary blends. Micronaire fineness test.

Average fibre length test. Projection drawing test. Uster evenness test. Etc…

TOP DYEING:Sample dyeing: Before sample to be taken for top dyeing, sample dyeing is done at lab scale Following parameters are used for sample dyeing:The material after sample dyeing is send to the colour matching on spectrometer. If the shade matches with the standard sample then the bulk dyeing is done. Introduction:-

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This is one the most important departments in Raymond’s. Colour, which is very important in our life as well as in textile industry, is being added here. Though dyeing is an essential and common department, the method of dyeing that is used here is different. Instead of dyeing the fabrics or yarns the dyeing is carried out when the material is in sliver form. Principal:In this method material is stationary and the dye liquor is moving. Material in the top form is inserted in the spindles and certain pressure is applied with the help of the pressing machine. Then with the help of the Crain, carriers are lifted and taken to the machine. Construction: - Main machine have two vertical cylindrical vessels adjacent to it; one is for the chemicals i.e. exhausting agents, levelling agents, antistatic agents, soap solution, reduction clearing chemicals etc. and other is for the dye solution which contains propeller for agitation of the dye liquor. All dyeing machines are handled by dyeing operators but the working actions of the machines are controlled from main computer control room.

BLENDING GILL BOX: Make of the machine: NSC; model: GN6 • • Speed: 87 m/min. no. of doubling :24

For thorough blending three passages of gill box is given and then these are send to storage room. In the storage room the material is kept blend wise at various places. Here dyeing effect and other parameters are checked before sending to the next machine. RECOMBING:Material from the third gill box is fed to the combing machine. In all 18 combing machines are present with total production capacity 6000 Kg.

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GILL BOX: The material coming from recombing machines are given two passages of gill box. Finally the bump top is prepared and this is send to spinning department for further processing

FLOW CHART:

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GREASY WOOL DIRECT BALE BLENDING

POLYESTER

POLYESTER

CARDING

CONVERTER

GILLING-1

GILLING-1

SCOURING

GILLING-2 POLY BUMP TOPS

GILLING-2

CARDING

GILLING-3

GILLING-1 BACK WASH GILLING-2

TOP DYEING
OPENING GILLING

GILLING-3 GREY COMBING GILLING-4

HYDROEXTR ACTER R.F DRYER DEFELTING GILLING-1

GILLING-2 GILLING-5 GILLING-3 WOOL BUMP TOP RECOMBING

GILLING-4 FINAL RECOMBED BUMP TOP TO SPINNING DEPARTMENT SPINNING:-

GILLING-5

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FLOW CHART:-

BUMP TOPS FROM RECOMBING CONDITIONING

GILLING RUBING FRAME (FM5P) RING FRAME

RUBBING FRAME (FM7N)

STEAMING AUTO WINDING PLY WINDING

TFO

STEAMING

YARN ROOM

\ 4: WEAVING:

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YARN ROOM

SECTIONAL WARPING

DRAWING- IN

LOOM SHED

PERCHING

GREY MENDING

IN WEAVING 6000 Kg. of yarn is converted onto 21000 Metres of fabric per day.

Fabric Dyeing

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In this department dyeing is carried out in two forms. 1. 2. Fabric dyeing, also called as piece dyeing. Yarn dyeing. (In both cheese/cone form and beam form). Fabric Dyeing:Fabric dyeing is carried out in either ‘Rope’ form or in ‘Open width’ form. Rope form: Here both piece and liquor are moving. Only in case of jet overflow dyeing liquor is stationary & piece is moving. There are three types of rope dyeing machine: a) Jet overflow M/C. b) Brazzoli overflow dyeing M/C. c) Dalal overflow dyeing M/C. Open width form: a) Beam dyeing: Here the piece is stationary and the liquor is circulating. The piece which is to be dyed is wound on a perforated cylinder. Hot water is passed through this cylinder at 70 °C. Then it is covered with cotton cloth & is clamped with collar plates. This batch is then placed in dyeing M/C. there is In-Out & OutIn flow of the liquor which is controlled automatically. After dyeing fabric is passed through rope opener. b) Jigger dyeing: Jiggers are used for dyeing the terry viscose fabrics, here reactive dyes are used. Before dyeing the pieces are wound on Let-off rollers then they are passed through the tank containing dyes and then they are wound on Takeup rollers. For light shades such 2 shades are given while for dark shades 4 cycles are given. c) Cheese dyeing: The cheese dyeing machines are similar to top dyeing machines. Only difference is that here spindles are used for placing the packages on the

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carrier, instead of hollow cylinder for placing the top as in case of top dyeing machine. POST DYEING TREATMENTS: REDUCTION CLEARING: Reduction clearing is done for Poly/Wool fabrics, by passing the fabric through a tank containing acetic acid & a weighting agent, alkaline FI & water at 60-70 °C. ROPE OPENER & HYDRO EXTRACTOR: After dyeing the fabric, it is necessary to open the fabric width wise and Also to dry the fabric. Hence it is passed through rope opener & hydro extractor where pieces in the rope form are converted into open width form & 60-7-% of moisture is extracted with the help of suction pipe. . FINISHING Finishing is one of the essential processes to processing mill, where all materials are subjected before they put in the market. Finishing gives following advantages: 1. Improved appearance - Lustre 2. Improved feel, which depends on the handle of the fabric and its softness, fullness etc. 3. It improves wearing qualities - Anticrease 4. It gives special properties required for particular uses - Water proofing, flame proofing etc. 5. It increases weight of the fabric & sale value of the material. 6. It improves natural attractiveness & serviceability of the fabric. Hence, finishing is essential for a textile good before they are put on the market. In Raymond there are three dept. of finishing. 1. Wet finishing. 2. Dry finishing. 3. Grey finishing.

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In Raymond the process of blend of wool and polyester starts right from fibre stage to fabric stage, where in the fibres are sent through the different stages in different departments broadly classified as spinning, weaving, fabric dyeing and finishing. This is classic example of batchwise process as customers requirement vary thus requiring each product to undergo different steps in process. CASE STUDY 2- Wockhardt Hospitals Overview "A functional design can promote skill, economy, conveniences, and comforts; a non-functional design can impede activities of all types, detract from quality of care, and raise costs to intolerable levels." ... Hardy and Lammers Hospitals are the most complex of building types. Each hospital is comprised of a wide range of services and functional units. These include diagnostic and treatment functions, such as clinical laboratories, imaging, emergency rooms, and surgery; hospitality functions, such as food service and housekeeping; and the fundamental inpatient care or bed-related function. This diversity is reflected in the breadth and specificity of regulations, codes, and oversight that govern hospital construction and operations. Each of the wide-ranging and constantly evolving functions of a hospital, including highly complicated mechanical, electrical, and telecommunications systems, requires specialized knowledge and expertise. No one person can reasonably have complete knowledge, which is why specialized consultants play an important role in hospital planning and design. The functional units within the hospital can have competing needs and priorities. Idealized scenarios and strongly-held individual preferences must be balanced against mandatory requirements, actual functional needs (internal traffic and relationship to other departments), and the financial status of the organization.

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In addition to the wide range of services that must be accommodated, hospitals must serve and support many different users and stakeholders. Ideally, the design process incorporates direct input from the owner and from key hospital staff early on in the process. The designer also has to be an advocate for the patients, visitors, support staff, volunteers, and suppliers who do not generally have direct input into the design. Good hospital design integrates functional requirements with the human needs of its varied users. The basic form of hospital is, ideally, based on its functions:
• • • • • •

bed-related inpatient functions outpatient-related functions diagnostic and treatment functions administrative functions service functions (food, supply) research and teaching functions

Physical relationships between these functions determine the configuration of the hospital. Certain relationships between the various functions are required —as in the following flow diagrams.

These flow diagrams show the movement and communication of people, materials, and waste. Thus the physical configuration of a hospital and its transportation and logistic systems are inextricably intertwined. The transportation systems are influenced by the building configuration, and the configuration is heavily dependent on the transportation systems. The hospital configuration is also influenced by site restraints and opportunities, climate, surrounding facilities, budget, and available technology. New alternatives are generated by new medical needs and new technology. In a large hospital, the form of the typical nursing unit, since it may be repeated many times, is a principal element of the overall configuration. Nursing units today tend to be more compact shapes than the elongated

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rectangles of the past. Compact rectangles, modified triangles, or even circles have been used in an attempt to shorten the distance between the nurse station and the patient's bed. The chosen solution is heavily dependent on program issues such as organization of the nursing program, number of beds to a nursing unit, and number of beds to a patient room. (The trend, recently reinforced by HIPAA, is to all private rooms.) Building Attributes Regardless of their location, size, or budget, all hospitals should have certain common attributes. Efficiency and Cost-Effectiveness An efficient hospital layout should: Promote staff efficiency by minimizing distance of necessary travel between frequently used spaces
• • • •

Allow easy visual supervision of patients by limited staff

Include all needed spaces, but no redundant ones. This requires careful pre-design programming. Provide an efficient logistics system, which might include elevators, pneumatic tubes, box conveyors, manual or automated carts, and gravity or pneumatic chutes, for the efficient handling of food and clean supplies and the removal of waste, recyclables, and soiled material Make efficient use of space by locating support spaces so that they may be shared by adjacent functional areas, and by making prudent use of multi-purpose spaces
•

Consolidate outpatient functions for more efficient operation—on first floor, if possible—for direct access by outpatients
• • •

Group or requirements

combine

functional

areas

with

similar

system

Provide optimal functional adjacencies, such as locating the surgical intensive care unit adjacent to the operating suite. These adjacencies should be based on a detailed functional program which describes the hospital's intended operations from the standpoint of patients, staff, and supplies.

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Flexibility and Expandability Since medical needs and modes of treatment will continue to change, hospitals should:
• • • •

Follow modular concepts of space planning and layout

Use generic room sizes and plans as much as possible, rather than highly specific ones Be served by modular, easily accessed, and easily modified mechanical and electrical systems Where size and program allow, be designed on a modular system basis, such as the VA Hospital Building System. This system also uses walk-through interstitial space between occupied floors for mechanical, electrical, and plumbing distribution. For large projects, this provides continuing adaptability to changing programs and needs, with no firstcost premium, if properly planned, designed, and bid. The VA Hospital Building System also allows vertical expansion without disruptions to floors below. Be open-ended, with well planned directions for future expansion; for instance positioning "soft spaces" such as administrative departments, adjacent to "hard spaces" such as clinical laboratories.
•

Cross-section showing interstitial space with deck above an occupied floor Therapeutic Environment Hospital patients are often fearful and confused and these feelings may impede recovery. Every effort should be made to make the hospital stay as unthreatening, comfortable, and stress-free as possible. The interior designer plays a major role in this effort to create a therapeutic environment. A hospital's interior design should be based on a comprehensive understanding of the facility's mission and its patient profile. The characteristics of the patient profile will determine the degree to which the interior design should address aging, loss of visual acuity, other physical and mental disabilities, and abusiveness. Some important aspects of creating a therapeutic interior are: Using familiar and culturally relevant materials consistent with sanitation and other functional needs
• •

wherever

Using cheerful and varied colors and textures, keeping in mind that some colors are inappropriate and can interfere with provider assessments of patients' pallor and skin tones, disorient older or

28

impaired patients, or agitate patients and staff, particularly some psychiatric patients Admitting ample natural light wherever feasible and using color-corrected lighting in interior spaces which closely approximates natural daylight Providing views of the outdoors from every patient bed, and elsewhere wherever possible; photo murals of nature scenes are helpful where outdoor views are not available
•

Designing a "way-finding" process into every project. Patients, visitors, and staff all need to know where they are, what their destination is, and how to get there and return. A patient's sense of competence is encouraged by making spaces easy to find, identify, and use without asking for help. Building elements, color, texture, and pattern should all give cues, as well as artwork and signage.. Cleanliness and Sanitation Hospitals must be easy to clean and maintain. This is facilitated by:
• •

Appropriate, durable finishes for each functional space

Careful detailing of such features as doorframes, casework, and finish transitions to avoid dirt-catching and hard-to-clean crevices and joints
• •

Adequate and appropriately located housekeeping spaces

Special materials, finishes, and details for spaces which are to be kept sterile, such as integral cove base. The new antimicrobial surfaces might be considered for appropriate locations. Incorporating O&M practices that stress indoor environmental quality (IEQ)
•

Accessibility All areas, both inside and out, should: In addition to meeting minimum requirements of ADA and/or UFAS, be designed so as to be easy to use by the many patients with temporary or permanent handicaps
•

Ensuring grades are flat enough to allow easy movement and sidewalks and corridors are wide enough for two wheelchairs to pass easily
•

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Ensuring entrance areas are designed to accommodate patients with slower adaptation rates to dark and light; marking glass walls and doors to make their presence obvious
•

Controlled Circulation A hospital is a complex system of interrelated functions requiring constant movement of people and goods. Much of this circulation should be controlled. Outpatients visiting diagnostic and treatment areas should not travel through inpatient functional areas nor encounter severely ill inpatients
• • • • •

Typical outpatient routes should be simple and clearly defined

Visitors should have a simple and direct route to each patient nursing unit without penetrating other functional areas Separate patients and visitors from industrial/logistical areas or floors Outflow of trash, recyclables, and soiled materials should be separated from movement of food and clean supplies, and both should be separated from routes of patients and visitors Transfer of cadavers to and from the morgue should be out of the sight of patients and visitors
• •

Dedicated service elevators for deliveries, food and building maintenance services Aesthetics Aesthetics is closely related to creating a therapeutic environment (homelike, attractive.) It is important in enhancing the hospital's public image and is thus an important marketing tool. A better environment also contributes to better staff morale and patient care. Aesthetic considerations include:
• • • • • •

Increased use of natural light, natural materials, and textures Use of artwork Attention to proportions, color, scale, and detail Bright, open, generously-scaled public spaces

Homelike and intimate scale in patient rooms, day rooms, consultation rooms, and offices Compatibility of exterior design with its physical surroundings

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Security and Safety In addition to the general safety concerns of all buildings, hospitals have several particular security concerns:
• • • •

Protection of hospital property and assets, including drugs Protection of patients, including incapacitated patients, and staff Safe control of violent or unstable patients

Vulnerability to damage from terrorism because of proximity to high-vulnerability targets, or because they may be highly visible public buildings with an important role in the public health system. Sustainability Hospitals are large public buildings that have a significant impact on the environment and economy of the surrounding community. They are heavy users of energy and water and produce large amounts of waste. Because hospitals place such demands on community resources they are natural candidates for sustainable design. .

CONCLUSION AND ANALYSIS: Thus we can see that process design of Wockhardt hospitals is customer as a product type of design. The process design decision of this hospital is mainly determined by: • • • • Process Structure Customer Involvement Resource Flexibility Capital Intensity
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Process Structure in Hospital

Taking an example of the process of preparing the patient for surgery, the process in the hospital can be shown as follows:

Case Study 3: Burger King (Assembly Line) The Burger King restaurant in Noblesville, Indiana, was one of over 6000 fast food restaurants operated worldwide by Burger King Corporation, a wholly

32

owned subsidiary of the Pillsbury Company, and by the corporation's franchises. Order Filling (The Kitchen) Burger King differed from McDonald’s and some other fast-food restaurants in that comparatively little finished goods inventory was kept; sandwiches were assembled continuously. While certain orders might not have been delivered as quickly as when larger inventories were kept, this approach offered the distinct advantage of producing to order when appropriate. The “Line”: Layout and Job Descriptions The process of making sandwiches and filling orders at Burger King was explicitly recognized as an assembly line. Production of the hamburger sandwiches followed a straight path from the back of the kitchen to the front counter. Along this path were the series of workstations. 1) Steamer Any of the various burgers was begun either by taking a broiled meat party and toasted bun out of an environmentally controlled holding compartment called a “steamer” or by placing a frozen meat patty and bug onto chain drag at the feed end of a specially constructed, gas-fired broiler at the back of the kitchen. The meet patties were drawn from a freezer below the broiler. The broiler cooked the meat at approximately 800°F, allowing the grease to drip into a special compartment, and it also toasted the bun. 2) Board Next in the assembly line came the “board” where buns and meats were transformed into Whopper sandwiches, burgers, and the like. This was the key portion of the assembly line, where the burger could be assembled “your way”. The board itself was a long, stainless-steal table in the center of which were bins of condiments kept at a room temperature. Below the table were

33

racks for holding spare quantities of condiments and supplies and also places for waste disposal. There were two work areas, one on each side of the center inventory of condiments. Above each side were two microwave ovens that could be used for keeping assembled sandwiches hot, stacks of various boxes into which sandwiches were placed, and a special series of touch controls that were part of the informational flow system of the kitchen. 3) Chutes Beyond the board, on the pick-up counter, were chutes that held completed sandwiches ready for assembly into customer orders. 4) The Frying Vats On one side of this main burger assembly line were the frying vats and the specifically sandwich board. The four frying vats were computer controlled, two just for French fries and two for other products (such as onion rings, chicken sandwich portions, chicken tenders, or fish portions). Near the frying vats were racks of thawed or thawing French fries, and above the vats were containers with blanched fish portions. Behind the frying vats was the specifically sandwich board, which had its own assortment of condiments, buns, and boxes. To one side of the specialty sandwich board were two warmers and to the other side was a bun toaster. On the other side of the main assembly line were the automatic drink machines for the drive-thru operations. Around the periphery of the kitchen were sinks and storage areas for food and supplies. There were also cooler and freezer rooms, an office, a training room, and a crew room where workers would congregate.

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CASE STUDY 4: MAHINDRA & MAHINDRA - AUTOMOTIVE DIVISION: Automotive Division of Mahindra & Mahindra Ltd. is in the business of manufacturing and marketing Utility Vehicles, Light Commercial Vehicles and services for more than five decades. It is the market leader in this segment enjoying 50% of the market share. The Automotive Division accounts for approximately 78% of the market share in the utility vehicles segment and manufactures about 140,000 jeeps per year. The customer profile primarily includes individuals, traders, entrepreneurs, contractors, tour operators, taxi owners, car hire companies, government departments and institutions like Army etc. The Automotive Division has four manufacturing plants located at Kandivali (Mumbai), Igatpuri, Nasik in the State of Maharashtra and at Zaheerabad, in the State of Andhra Pradesh, together employing more than 12,000 employees. All the divisions of the company plants are QS 9000 certified. The Division has embarked upon Business Process Re-engineering since 1994 in order to utilize its resources more efficiently and enhance customer service level. The re-engineering of operations was primarily necessitated due to intense domestic competition, entry of global players in the segment and enhanced customer expectations. The Division has a separate R&D Centre at Nasik. Cross-functional and concurrent engineering teams are working on Integrated Design & Manufacturing (IDAM) to design a product to suit specific requirements of the customers through quick product development.

Manufacturing Plant: The following ranges of vehicles are manufactured in the Automotive Division: • CL (Civilian Legend)

35

• • • • • • • • • • •

CDR 650 (Commander) CDR 650 – 6 Seater (CDR ECONOMY) MM (ST) BA-10 ISUZU Single Cab – PICK UP Single Cab – CBC Double Cab ( BOLERO CAMPER) Army 4 WD & Export orders Max Pick Up Scorpio

The plant is divided into 7 Product Units (P.U s): • • • • • • Foundry P.U Engine P.U Transmission P.U Axle P.U Body P.U Vehicle P.U

Each P.U is divided into 2 sub-units:

• Manufacturing Unit: All the concerned manufacturing and assembly
operations are carried out in this unit.

• Supplies Module: This unit deals with the procurement and supply of
parts required by the manufacturing unit

36

These product units are interrelated with each other in the following way as shown in figure.

Foundry P.U : Foundry P.U is mainly concerned with the casting of grey cast iron components like cylinder block, cylinder head, transmission case, etc. These components are then supplied to various P.U.s where they are used for manufacturing other aggregates like engines, gear boxes, axles, etc. Engine P.U It comprises of the following sections:

• Crank Case Machining Line: The complex operation of the machining
the semi-finished gray cast iron crank case obtained from Foundry P.U. is performed in this section.

• Cylinder Head Machining Line: Moulded cylinder heads obtained from
the Foundry are machined to the finished state by Plano milling, drilling and reaming machines

• Engine Assembly: In this section, the individual components are
assembled into the final engine assemblies required for various models.

• Engine Testing: Each and every engine manufactured is thoroughly
tested to check its performance, reliability and durability in accordance with various quality and performance standards.

Transmission P.U: 4- speed and 5- speed gear boxes used in vehicles manufactured in all the plants of the company are produced in the Transmission P.U.

The various sections of this P.U. are as follows:

• Transmission and Transfer Case (TTC) Machining Line: In this line,
transmission and transfer cases obtained in cast form are machined.

37

• Gear and shaft Line (GSL): Various Spur and Helical gears and
transmission shafts required for 4- speed and 5- speed gear boxes are machined here.

• TTC Assembly: In this section 4- speed & 5-speed transmission cases
and transfer cases are machined.

Axle P.U : The axles required for vehicles produced in Kandivali and Nasik plants are manufactured in this P.U. two types of axles are manufactured, viz. Full Floating axle and semi floating axle used in 4 wheel drive and 2 wheel drive vehicles respectively.

The various stages of Axle P.U. are: • • • • • • Hypoid Pinion, Ring Gear and Bevel Pinion Mates Machining Line (Hypoid Line) Hub and Differential Case Machining Line King Pin Ball Yoke Machining Line Gear Carrier Sub-Assembly and Assembly Gear Carrier Testing Axle Assembly

Body P.U: Body shells of the vehicles manufactured in the plant are produced in this product unit. This P.U. comprises of the following shops:

• Press Shop: The semi-finished sheet metal components that are finally
used for producing body shells are manufactured in this section. Press shop is mainly concerned with operations like Cutting, Forming, Blocking,

38

Punching, Embossing, Notching etc. which are carried out with the aid of various high & low tonnage presses.

• Body Shop: The pressed or semi-finished metal sheets obtained from
Press Shop are assembled to form the body shell, by various types of welding operations, in the body Shop.

• Paint Shop: Here the body shell and other accessories are painted in
the desired colours and transferred to the Body Trim Cell for further assembly.

Vehicle P.U :

As the name suggests, the final assembly of vehicle is carried out in the Vehicle P.U. It consists of 2 main sections: • Trim cell: Accessories like overhead cross members for canopies or FRP tops, doors, seats, windshield glass, instrument panel, electrical accessories, air cleaner, etc. are attached to the body shell obtained from the paint shop. The operations are carried out at 22 work-stations and the trimmed body is moved manually between the stations. The final trimmed body is transferred to the Body Drop Stage on the Vehicle Assembly Line. • Vehicle Assembly Line: The main assembly line is the final stage for assembly of all the vehicles. It starts with the pull of the chassis at the start of the line and ends with the entire assembled vehicle rolling out. The assembly line consists of a 53 work-stations. Work-station 1 to 9 are on mono-rail with manual movement involved. The conveyor for the assembly line starts from the 10 th work-station. The total length of the conveyor is approximately 120 meters ( about 5 meters per workstation). The speed of the conveyor is normally such

39

that it provides a TACT time of 5.2 minutes(312 sec) for a production of 75 vehicles per day. From the 10th workstation onwards the conveyor carries the vehicle through various stages like Brake and Steering Gear Assembly, Engine Drop, Fendor Assembly, etc. till the 46th work-station. Thereafter, the vehicle is rolled down. It then undergoes various fitments, alignments and checks through the remaining workstations. Further, the vehicle is test drivn so that it is ready for dispatch. Manufacturing of Scorpio: In 1996, the company planned to enter the SUV segment with an all new product which can compete even in foreign markets. Since M & M didn't have the know-how of making a new age product, they devised a whole new concept among Indian auto companies. The company broke the rule that says automakers must design, engineer and test their own vehicles spending millions of dollars in the process. The new Mahindra Scorpio SUV had all of its major systems designed directly by suppliers with the only input from Mahindra being design, performance specifications and program cost. Design and engineering of systems was done by suppliers, as was testing, validation and materials selection. Sourcing and engineering locations were also chosen by suppliers. The parts were later to be assembled in a Mahindra plant under the badge of Mahindra (as Mahindra is a well known brand among Indian in the MUV segment). The company built a brand-new vehicle with virtually 100 percent supplier involvement from concept to reality for $120 million, including improvements to the plant. The product took 5 years to materialize from a concept to the final product. How Mahindra developed a new SUV for $120 million? Dies Press shop Venders for tooling and rare cases engineering $20 million $25 million $20 million

40

Body shop Prototyping and testing Model variants Assembly line improvement and testing Personnel overhead Consultants Plant infrastructure and utilities Total spent on developing the Scorpio

$11 million $10 million $10 million $8 million $6 million $5 million $5 million $120 million

Once the supplier was chosen and brought onboard the project, they were given defined performance specifications for their system and cost goals. The only imperative given by Mahindra was that they meet these targets Following were the component suppliers for ScorpioInterior One of the first suppliers the company signed up was Lear Corp. Interiors include includes the instrument panel, seats, carpet, all the plastic trim and the head liner. Lear was fully responsible for prototyping, engineering, validating and tooling the interior. The supplier did all the initial engineering for the Scorpio's seats in Italy while instrument panel engineering was done in Sweden and the U.S. By the time the initial development was finished, Lear had set up an engineering center in India and the final detail design was moved there. The thing that Lear did to keep the costs low was to use some processes that had been proven in their R&D activity but not really implanted in mass production.Thus, by using those processes with us for the first time, they were able to keep the tooling costs very low.

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HVAC Germany's Behr Group came to India for a large project that didn't turn out to have as much volume as initially planned. Behr did all the engineering, prototyping and validation on the Scorpio's HVAC system in Germany and then moved the system to its facility in India. In the HVAC system has German engineering at Indian cost. Exterior plastic Ford Motor Co. drew Visteon Corp. to India, but the company ended up being one of Mahindra's largest and most important suppliers. Visteon supplied the complete exterior plastic system including front and rear bumpers, all the cladding. the wheel arches, the mud guard, the front grill and any other plastic on the outside of the vehicle. Complete engineering was done by Visteon in the U.S., with the final product sent to India for production. Diesel engine Diesel is the preferred fuel for sport-utilities in India so Mahindra knew it needed a top-notch diesel engine. The company went to leading engine consultant AVL for help with its diesel powerplant. AVL developed the 2.6L direct injection diesel engine in Austria with the help of top suppliers like Bosch and Delphi, who would eventually supply components to the engine. After the initial design, the entire thing was moved back to India where Mahindra did the detail design and put the engine into production. Brakes Mahindra selected local company Kalyani Group, which collaborates with Robert Bosch GmbH, for its brake system. All the brake development was done by Bosch in France with the final system sign-off done in India. Press shop Japan's Fukui supplied Mahindra's first press shop. It cost the company about $20 million and has a capacity of 60,000 vehicles per year. Body shop

42

Korea's Wooshin set up Mahindra's body shop with new fixtures, new welding guns and almost all new transformers. The total cost for the body shop was $11 million, with a capacity of 45,000 bodies a year. Dies "The condition that we put on giving the business to Fuji and Miyazu was that they had to work together and Fuji would do the total management of the dies," Goenka says. Japan's Fuji did the largest and most important panels for Mahindra. Miyazu Seisakusho Co. Ltd., also of Japan, did the door panels. The total expenditure on dies was $25 million for 156 panels. End of line testing equipment Fori Automation, one of the largest companies supplying testing equipment for the assembly line, supplied Mahindra's testing equipment. Total cost spent on the assembly line was $8 million. Other suppliers include: Starters Delco Remy Inc. Electronically controlled transfer case and automatic locking hubs for the 4WD system; viscous fan drive and fan; and turbocharger BorgWarner Inc. Pistons and aircleaner Mahle Group Seatbelts Autoliv Inc. Headlamps Samlip Front axle Spicer (Dana Corp.) Mirrors and parking brake Ficosa International CASE STUDY 5: JYOT OPTICALS

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jyot opticles is a small scale unit established in 1998.It is located in Bhayender (west).It is mainly involved in manufacturing frames. It mainly manufactures metal frames but depending upon the requirements of the customers it also manufactures carbon and titanium frames ? They are also selling there frames under the brand names ? TWINS ? ZODIC ? LEF RYT ? VENUS ? NOVA They are also marketing there products in many cities like:? MADURAI ? MUMBAI ? BANGALORE ? HUBLI ? MADURAI ? RAJAMUNDRY ? MANDSAUR ? JUNAGADH ? VIJAYWADA ? TRICHY The process design of jyot opticles in manufacturing frames is as follows:1. The process starts with the procurement process wherein the company procures all the raw materials required to manufacture frames THE ASSEMBLING PROCESS:2. Once the raw materials are acquired ,the company starts with the assembling process wherein the company uses the wire cutting machine to cut the wires.

44

This machine is used to cut the wire as per the requirements of the customers .Many retail shops demand big frames and some demand small .SO frames are made depending upon the market trends. ONCEthe frames are cut they are moulded using Moulding machine. Using this machine the frames are moulded and the extra part if any is cutted using cutting machine.once the wire is moulded what we get is a ring like structure which is the frame of the glass. HOWEVER jyot opticles is not manufacturing all the products it is outsourcing most of its parts.some of the parts are as follows:? BRIDGE:-Bridge is used to bridge the gap between the two frames ? KUTTA:-kutta connects the glass and the frames to the pads that are rested on the nose. ? SIDES:-sides are the rods that are rested on both the ears ? SPRING:- previously many spectacles were not having springs on it .But now a days almost all the frames have spring attached to them.they are used to connect the ring and the sides of the frames. ? PIPEipes are used to connect the frames and the glasses. ? PADS:- Pads are rubber like structure that connect the frames and the kutta and protects the direct contact between the frame and the nose. SHOULDERING MACHINE. ONCE the parts are outsourced they are attached to each other using shouldering machine. Different temperatures are used to shoulder different size of the frames as shouldering depends upon the thickness and the width of the frames. DRILLING MACHINE ONCE the parts are joined, drilling machine is use to drill a hole on the spring. This machine requires a specialist as a lot of concentration is required to drill a small hole in the spring. SCREW FITTING MACHINE

45

ONCE the hole is drilled, screws are fitted inside the hole to join the sides and the frame via spring. Once the frame is manufactured, what we get is a raw frame (crude frame).this frame should be polished before send for dispatch, because if used might affect the skin of the person wearing it. So now the frame is send to polishing and coating department. TILL NOW AS WE CAN SEE HERE POLISHING AND COATING PROCESS HAS BEEN DONE At this stage they even outsource the machine or they send the product to other company for polishing and coating work.

HERE polishing of the frames takes places where ,wherein the frames are smoothened to suit the skin. Once the polishing has been done ,they are send to coating department. Now -a -days we get frames of silver coating and golden coating. So depending upon the requirements the COATING PLATES are used in the process . NOW what we get is a polished and gold plated frame. TIPS BENDING Once the frame is polished, the tips of both the sides of the frame are manually bended .

46

ONCE the frames are fitted and ready in all aspects, the packaging of the spectacles take place wherein the frame s are nicely packed in covers with different brand names. PACKAGING PROCESS

o ONCE the frames are packed they are made ready for dispatch to different retail shops. o They are dispatched to different shops as per the requirements of the area in which they are selling. o This shops themselves manufactures the glass as per the size of the frames.

47

CONCLUSION : Depending on volume of product and its variety appropriate process design is chosen. As in case of Raymond where the production volume is moderate with medium variation in final product, batch process becomes apt. The process of making sandwiches and filling orders at Burger King was explicitly recognized as an assembly line. Production of the hamburger sandwiches followed a straight path from the back of the kitchen to the front counter.

48



doc_860981650.doc