PRODUCTION
ORGANIZATION AND
ADMINISTRATION
•
ORGANIZATION AND PRODUCTION MANAGEMENT
•
SUPERVISORY MANAGEMENT ORGANIZING
•
HOW TO SELECT PEOPLE EFFECTIVELY
•
STUDYING YOUR PRODUCTION DEPARTMENT / PLANT
•
ANALYSING YOUR PRODUCTION / PLANT
•
THE ADMINISTRATIVE ASPECT OF PRODUCTION
ORGANIZATION
AND PRODUCTION
MANAGEMENT
ORGANIZATION A N D PRODUCTION MANAGEMENT
• PRODUCTION MANAGEMENT
the planning, controlling and decision making for carrying
out the production process t obtain the objectives.
• PRODUCTION
The process by which goods and services are created, this
consists of bringing together restricted sets of resources like materials,
labor, equipment an structures and operating them in strict
observation of the process to obtain that desired roduct.
ORGANIZATION AND MANAGEMENT
LEVEL 1 : “THINGS” ( day one )
this is the level at which letters are typed, blueprints are
drawn, and gasoline is pump.
LEVEL 2 : “PEOPLE” ( weeks-months)
this is the level at which jobs are accepted from “Upstairs”,
analysed into special tasks and assigned people on the “THINGS” level.
LEVEL 3: “IDEAS” (months-year)
here, the work comes down from “Upstairs” in the form of
sub-goals, which are part of general goals.
ORGANIZATION AND MANAGEMENT
SUPERVISOR
•
ability to set up and manage an effective organization
•
know how to coordinate the work of his organization with the
whole.
ORGANIZATION AND MANAGEMENT
UNITY OF COMMAND
Means that each individual in an organization is responsible to only ONE BOSS. This is also
means that there is only one boss at each level and that such activty is under the executive
control of only one person.
• KNOW WHOM YOU REPORT TO
• KNOW WHOM YOU DIRECT
How can UNITY OF COMMAND be achieved within an organization?
FIRST, lines of communication must be made as short as possible. They should be
definite, clear-cut,and understood by all
ORGANIZATION AND MANAGEMENT
SPAN OF CONTROL
the application of the principle on span of control in an
organization results in limiting bot the member of direct subordinates a
supervisor has and his area of supervision. These limitations allow him
to attend to all necessary duties within the time available to him.
SPAN OF CONTROL
THREE ASPECTS OF THIS PRINCIPLE SHOULD BE CAREFULLY CONSIDERED.
PEOPLE
>
supervisor should manage no fewer than three nor more than seven
subordinates.
DISTANCE
> deals with the physical area of supervision and requires that subordinates
and activities be located so as to permit case of supervision.
SPAN OF CONTROL
THREE ASPECTS OF THIS PRINCIPLE SHOULD BE CAREFULLY CONSIDERED.
TIME
> every supervisor’s job consist of four main types of work:
ROUTINE – work should be performed inorder as possible by subordinates
REGULAR – work is assigned to the supervisory duties relating to activities and
subordinates, and duties which can be performed only by supervisor.
SPECIAL – work is assigned to te supervisory by his superior, or initaited by himself.
CREATIVE – work is that which is done to improve the quality and quantity of work.
ORGANIZATION AND MANAGEMENT
HOMOGENOUS ASSIGNMENT
means tht workerperforming functions should be grouped,
nd that functions should be scheduled so that each operations is
another step toward completion.
ORGANIZATION AND MANAGEMENT
DELEGATIONS
authorithy and responsibility must be linked. No one should be
assigned responsibility for work without authority to direct the manner
of its perfrmance.
There are certain rights which comprise executive authority:
> the right to plan
> the right to decide
> the right to organize
ORGANIZATION AND MANAGEMENT
CROSS-COMMUNICATION
when persons in two parallel positions ( two division supervisor )
can reach an understanding of a problem without referring it to higher
auhtorities. Informal agreement by those who have the clearest picture
of the matter simplifies the work.
ORGANIZATION AND MANAGEMENT
DIVISION OF WORK
The series ( or assembly-line )
the papers, material, etc, flow from
one person to another, each person
performing a segment of the work.
DIVISION OF WORK
The Parallel System
each employee performs a whole
operation. In this system, each works
independently, turns out the final
product,
DIVISION OF WORK
The unit assembly ( simultaneous handling )
several employees work together as a
crew on one item from start to finish.
ORGANIZATION AND MANAGEMENT
SIMPLICITY
one of the marks of a good supervisor is his ability to devise good
systems for performing work. And the principle of simpicity requires
that these sstems be kept as simple as possible.
ORGANIZATION AND MANAGEMENT
TYPES OF ORGANIZATIONS
LINE ORGANIZATION
>
flows directly from the top executive
to subordinate executives in charge of
various rtions of the organizations and from
them to the men.
ORGANIZATION AND MANAGEMENT
TYPES OF ORGANIZATIONS
LINE-and-STAFF ORGANIZATION
>
in addition to the line, staff
personnel specialist who handle planning,
personnel, etc. are incorporated in the
organization at various levelsto assists and
advise the line.
ORGANIZATION AND MANAGEMENT
TYPES OF ORGANIZATIONS
FUNCTIONAL ORGANIZATION
>
several foremen would supervise
the same group of workmen.
SUPERVISORY
MANAGEMEN
T
ORGANIZING
SUPERVISORY
MANAGEMENT
ORGANIZING
ORGANIZING
the work f arranging, classifying, and apportioning the work to
be done by people. The organizing ablity of a supervisor plays a
significant part in arrangung ang relating the work to be done so that it
may be performed in the best manner possble.
SUPERVISORY MANAGEMENT ORGANIZING
ORGANIZING
is the process of placing peole into a structure to
accomplish objectives.
4 KEY WORDS:
PROCESS – organizing is not accomplished once nd
for all, but is continual.
PEOPLE- without people, you have no organizations.
STRUCTURE- to provide the formal communication lines
necessary in any organizations
OBJECTIVES – your purpose for organizing people should
be to ccomplish certain predetermined objectives.
SUPERVISORY MANAGEMENT ORGANIZING
PRINCIPLES OF ORGANIZING
A.
B.
C.
D.
Strategy before Structure
Organize around Natural Groupings
Be specific
Avoid extremes
HOW TO
SELECT RIGHT
PEOPLE
HO W TO SELECTRIGHT PEOPLE
STAFFING
Staffing is the work of selecting the right people for positions in
the organization.
HO W TO SELECTRIGHT PEOPLE
THE SELECTION PROCESS
STEP 1 : Define the Job
STEP 2 : Plan the Manpower Requireents
STEP 3 : Specify the Job Requirements
STEP 4 : Secure Candidates
STEP 5 : Review Applications
STEP 6 : Administrative Pre-Employment
STEP 7 : Conduct Interview
STEP 8 : Background Check
STEP 9 : Conduct Final Interview
STEP 10 : Offer the Job
STEP 11 : Physical Examination
STEP 12 : Orientation
HO W TO SELECTRIGHT PEOPLE
HO W TO SELECTRIGHT PEOPLE
HOW TO STUDY
YOUR PRODUCTION
ORGANIZATION
HOW TO STUDY YOUR PRODUCTION
ORGANIZATION
 Activities
 Natural groupings
 Functional chart
 Personnel
 Placement
 Organizational chart
HOW TO STUDY YOUR PRODUCTION
ORGANIZATION
DELEGATION
the achievement of a manager of definite
specified results by empowering and motivating
subordinates to accomplish all or part of the
specific results for which the manager has final
accountability.
HOW TO STUDY YOUR PRODUCTION
ORGANIZATION
ELEMENTS OF DELEGATION
1. RESPONSIBILITY
Refers to work assigned to a position. It encompasses the mental
ang physical activities which must be performed to carry out task
or duty.
2. AUTHORITY
The sum of the powers and rights entrusted to make possible the
performance of the work assigned
3. ACCOUNTABILITY
The obilgation to carry out responsibility and carries authority in
terms of perormance standards established.
HOW TO STUDY YOUR PRODUCTION
ORGANIZATION
SYMPTOMS OF POOR DELEGATION
1.Poor Planning
2.Frequency of orders
3. Too many staff meetings etc.,
4.Constant Pressure
5.Criticism of Subordinates
6.Slow Decision-making
7.Disorganized Effort
8.Constant Talks with Superiors
9.Lack of policies, objectives
HOW TO STUDY YOUR PRODUCTION
ORGANIZATION
CAUSES OF POOR DELEGATIONS
1. Lack of understanding on the various elements of delegations
2. Failure of ethier or both parties to carry out the provisions of the
delegation agreement.
3. Confusion between the superior and the subordinates as to
the content of the subordinates’ job.
4. Over-reliance on the organizational chart and job description.
5. Delegation in a vacuum ( in total isolation )
6. Lack of Authority
HOW TO STUDY YOUR PRODUCTION
ORGANIZATION
KEYS TO EFFECTIVE DELEGATION
1. Establish the company’s goals and take note of the subordinate personal
goals.
2. Clearly define responsibility and authority,
3. Motivate your subordinates
4. Set up a sound communication system
5. Require completed work
6. Establish adequate controls
7. Provide training.
1.
2.
3.
Appraisal of current performance in delegation
Counseling for improvement
Coaching on the job
HOW TO ANALYZE
YOUR PRODUCTION
ORGANIZATION
AND PLANT.
HOW TO ANALYZE YOUR PRODUCTION
ORGANIZATION AND PLANT.
IMPORTANCE!!!
1. Know the mission of the group
2. State a mission clearly so that both you and the
workers know exatly what they are expected to
accomplish.
3. Describe an organizational structure which has
this mission as its own
THE MAKEUP OF AN
ORGANIZATION
• The Case of a Section in a Production Department
PRODUCTION UNIT
MEANING
Statement of Mission
Mission is a goal or an objective. The
organization’s mission is te end result that
the organization is responsible for achieving
or producing.
Statement of Function
Function refers to major areas of work that
are being or will be done, in order that a
mission wil be accomplished.
Statement Of Operations
Operation is a work that is a part or
component of a function. Opertions are
“doing things” which together make up a
function.
BASIC RULES O N CHART CONSTRUCTION
1. Show one level above and two levels below.
BASIC RULES O N CHART CONSTRUCTION
2. Use a rectangle to represent a unit. Use straight vertical/horizontal
lins to show the command or authority line
BASIC RULES O N CHART CONSTRUCTION
3. Make the rectangle representing the person or unit around which
the charts center, the largest one on the chart
BASIC RULES O N CHART CONSTRUCTION
4. Show rectangles on the same level of equal size and on the same
horizontal line.
BASIC RULES O N CHART CONSTRUCTION
5. Command lines do not run through a rectangle
BASIC RULES O N CHART CONSTRUCTION
6. Staff units are normally placed under the person where they are
placed, under the person which they served.
HOW TO ANALYZE WORK DISTRIBUTION
WORK DISTRIBUTION CHART (WDC)
The Work Distribution Chart (WDC) is an amazing
organizational diagnostic tool. It allows the user to surface
many issues that have been percolating in the
department/work unit totally unnoticed.
A properly made WDC will help you to determine if the
largest total time of your workers is devoted to the major
functions of your organization.
WORK DISTRIBUTION CHART (WDC)
Guide for Task List Preparation
Fully explained the purpose of task list preparation to your workers.
1. It is an overall study of work assignment
2. It is to study whether time is being spent on essential work
3. It is not a speed-up program.
Have each worker prepare a task list for a determined period.
1. this is to be done by the worker
2. Be sure each worker anderstands what a task is and how it may be
stated
3. Enter total time spent on each task
4. Enter the number of units produced for the period.
HOW TO COMPLETE THE WORK DISTRIBUTION CHART
1.
2.
3.
4.
5.
6.
Fill in headings
Enter the operations you have listed
Enter names, job titles and grades of workers
Review and identify each task
Post the appropriate operation number
Post in the worker’s column on the WDC in each
tasks which have ben identified with OP#1
7. Copy each of these entries on the tsk list
8. Record the number of hours for each entry.
9. Add the total number of hours spent by all
employees
10. Add the time entries for each worker and for
each operations.
OBJECTIVES OF A PLANT LAYOUT
To improve operation, increase output, better services to customers,
convenience and satisfaction for company personnel.
OBJECTIVES OF A PLANT LAYOUT
TYPES OF LAYOUT
FIXED POSITION
This layout is generally most
econimical when the product or
material is physically large and
heavy.
Places the product in one spot
and
workers, materials and
equipment come to it.
OBJECTIVES OF A PLANT LAYOUT
TYPES OF LAYOUT
PROCESS LAYOUT
It is economical when the
process or nature of the
operations
is
relatively
complex or costly.
OBJECTIVES OF A PLANT LAYOUT
TYPES OF LAYOUT
PRODUCT LAYOUT
When the quantity is large,
the process is fairly simple and
the product or materials are
relatively standardized, constant
and not too large.
THE
ADMINISTRATIVE
ASPECT OF
PRODCTION
MANAGEMENT
THE ADMINISTRATIVEASPECT OF
PRODCTION MANAGEMENT
THE ESSENTIAL INGREDIENTS OF THE PRODUCTION PLANNING AND
CONTROL SYTEM.
1. Master Schedule
• The capacity of the plant by department or machine center
• Capacity requirements of each job
• The priority of each job
2. Plan of Work
• Steps in the process
• The estimated time for each steps
• Materials and equipment to be used
• Utilization of equipment and personnel capacity
THE ADMINISTRATIVE ASPECT
OF PRODCTION
MANAGEMENT
THE ESSENTIAL INGREDIENTS OF THE PRODUCTION PLANNING
AND CONTROL SYTEM.
3. Schedule
• Capacity of plant, machine, groups, department
• Existing jobs in process
• Priority of existing jobs in process
• Avalability of materials
• The plan of work
• Provision for report og progress
THE ADMINISTRATIVE ASPECT
OF PRODCTION
MANAGEMENT
THE ESSENTIAL INGREDIENTS OF THE PRODUCTION PLANNING
AND CONTROL SYTEM.
4. Orderly Dispatching
• Have requisite forms for scheduling
• Have knowledge of correlation between operations
• Should issue orders as close to performance time
• Should get back reports as quickly as possible
• Records of progress must be maintained
STEPS IN PRODUCTION
CONTROL
1. SCHEDULING
it involves the setting up of the
timetables that will govern te
movement of the work.
2. DISPATCHING
it consists essentially of the
issuance of orders in terms of their
priority as determined by scheduling.
STEPS IN PRODUCTION
CONTROL
3. ROUTING
it is the stage of production
control which determines the path
that the work will take through.
4. FOLLOW-UP
it is a branch of production
control procedures which regulate the
progress of materials and parts
through the product process.
PRODUCTION MANAGEMENT
Production Management
function in a manufacturing organization is the fabrication of a
physical object through the use of men materials, and equipment.
PRODUCTION MANAGEMENT
Production Manager Should:
• Concern himself with the ways and means of controlling production
activity to be able to attain the goal the unit has set.
• Concern himself with the plant layout and materials handling.
• Concern himself with is inventory control which includes schedule of
production, production cost, direct labor, overtime/shift cost, etc.
• Determination of time requirements commonly refered to as “work
measurement”
• Concerned with incentives.
MANILA
CORDAGE
COMPANY
2372 Osmena Street, Makati, Metro Manila
PRODUCTION DIVISION DEPARTMENTS
PREPARATION DEPARTMENT
the operation converting baled fibers into parallel ribbons of
uniform thickness and maintaining adequate number of fibers to attain
fineness of yarn.
PRODUCTION DIVISION DEPARTMENTS
SPINNING DEPARTMENT
ribbons of parallel fibers called slivers are twisted and attenuated
and converted into cylindrical form
LAYING DEPARTMENT
testing for strength, oil content, size and color
QUALITY CONTROL DEPARTMENT
testing and evaluation of fiber and rope products before delivery
PRODUCTION DIVISION DEPARTMENTS
SHIPPING DEPARTMENT
engaged in classifying, storage and delivery of finished products.
SYNTHETIC DEPARTMENT
where synthetic ropes known as polypropylene are manufactured.
ENGINEERING AND MAINTENANCE DEPARTMENT
directly incharge of maintenance ang repair of production machines.