MS-05-MANAGEMENT OF MACHINES AND MATERIALSQ.1Describe the four important functions performed by production/Operation ManangerINTRODUCTIONProduction/operations management is the process, which combines and transforms variousResources used in the production/operations subsystem of the organization into value addedProduct/services in a controlled manner as per the policies of the organization. Therefore, it isThat part of an organization, which is concerned with the transformation of a range of inputs intoThe required (products/services) having the requisite quality level.The set of interrelated management activities, which are involved in manufacturing certainProducts, is called as production management. If the same concept is extended to servicesManagement, then the corresponding set of management activities is called as operationsManagement.Means of production refer to the concept which combines the means of labor and the subject of labor. Means of labor simply means all the things which require labor to transform it. Subject of labor means the material to work on. Production, therefore, are the resources and equipmentneeded to come up with goods or serviceCONCEPT OF PRODUCTIONProduction function is that part of an organization, which is concerned with the transformationOf a range o f i npu ts i n to t h e requ i red ou tpu ts (p rodu c ts ) hav ing the requ i s i t e qua l i t y l eve l . Production is defined as “the step-by-step conversion of one form of material into another formthrough chemical or mechanical process to create or enhance the utility of the product to theuser.” Thus production is a value addition process. At each stage of processing, there will bevalue addition.Edwood Buffa defines production as ‘a process by which goods and services are created’.Some examples of production are: manufacturing custom-made products like, boilers with aSpecific capacity, constructing flats, some structural fabrication works for selected customers,etc., and manufacturing standardized products like, car, bus, motor cycle, radio, television, etc.Fig. 1.1 Schematic production system15/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALSIMPORTANT FUNCTION OF PRODUCTION AND OPERATIONS MANAGEMENTProduction and operations management concern with the conversion of inputs into outputs, usingPhysical resources, so as to provide the desired utilities to the customer while meeting the other Organizational objectives of effectiveness, efficiency and adoptability. It distinguishes itself  fromOther functions such as personnel, marketing, finance, etc., by its primary concern for ‘conversionBy using physical resources.’ Following are the activities which are listed under  production and Operations management functions:25/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALS1. Location of facilities2. Plant layouts and material handling3. Product design4. Production Planning and Controls1 .L OCAT IO N OF FACIL IT I ESLocation of facilities for operations is a long-term capacity decision which involves a long termCommitment about the geographically static factors that affect a business organization It is anImportant strategic level decision-making for an organization it deals with the questions such as‘Where

our main operations should be based?’The selection of location is a key-decision as large investment is made in building plant andMachinery. An improper location of plant may lead to waste of all the investments made in plantAnd mac h ine ry eq u ipmen t s . He nce , l o ca t i on o f p l an t shou ld be bas ed on the c ompany ’s expansionPlan and policy, diversification plan for the products, changing sources of raw materials andmany other factors. The purpose of the location study is to find the optimal location that will results in the greatest advantage to the organization.2.PLANT LAYOUT AND MATERIAL HANDLINGP l a n t l a y o u t r e f e r s t o t h e p h y s i c a l a r r a n g e m e n t o f f a c i l i t i e s . I t i s t h e c o n f i g u r a t i o n o f   departments,Work centers and equipment in the conversion process. The overall objective of the plant layoutIs to design a physical arrangement that meets the required output quality and quantity mostEconomically.According to James Moore,“Plant layout is a plan of an optimum arrangement of  Facilities including personnel, operating equipment, storage space, material handling  Equipments and all other supporting services along with the design of best structureTo contain all these facilities”.‘Material Handling’ refers to the ‘moving of materials from the store room to the machineAnd from one machine to the next during the process of manufacture’. It is also defined as the‘Art and science of moving, packing and storing of products in any form’. It is a specializedActivity for a modern manufacturing concern, with 50 to 75% of the cost of production. ThiscostCan be reduced by proper section, operation and maintenance of material handling devices.Material handling devices increases the output, improves quality, speeds up the deliveries andDecreases the cost of production. Hence, material handling is a prime consideration in theDesigning new plant and several existing plants.35/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALS3 . P R O D U C T D E S I G NProduct design deals with conversion of ideas into reality. Every business organization has toDesign, develop and introduce new products as a survival and growth strategy. Developing the  N e w p r o d u c t s a n d l a u n c h i n g t h e m i n t h e m a r k e t i s t h e b i g g e s t c h a l l e n g e f a c e d b y t h e organizations.The entire process of need identification to physical manufactures of product involves threeFunctions: marketing, product development, manufacturing. Product development translates the Needs of customers given by marketing into technical specifications and designing the variousFea tu res in t o t he p roduc t t o t hese spec i f i ca t i ons . Manu f ac tu r i ng has t he respons ib i l i t y o f   selectingThe processes by which the product can be manufactured. Product design and developmentProvides link between marketing, customer needs and expectations and the activities required toManufacture the product.4.PRODUCTION PLANNING AND CONTROLProduction planning and control can be defined as the process of planning the production inadvance, Setting the exact route of each item, fixing the starting and finishing dates for eachitem, to give Production orders to shops and to follow up the progress of products according toorders. The principle of production planning and control lies in the statement ‘First Plan Your Work and then Work on Your Plan’. Main functions of production planning and control includesPlanning, routing, scheduling, dispatching and follow-up.I.Planningis deciding in advance what to do, how to do it, when to do it and who is to doI t . P l ann ing b r i dges the g ap f r om where we a re , t o whe re we wan t t o go . I t make s i t  possible for things to occur which would not otherwise happen.II.Routingmay b e de f i ned as t he s e lec t i on o f pa th wh ic h eac h pa r t o f t h e p roduc t w i l l follow which is transformed from raw material to finished products? Routing determinesthe most Advantageous

path to be followed from department to department and machineto machine till Raw material gets its final shape.III.Schedulingdetermines the programmed for the operations. Scheduling may be defined as’ The fixation of time and date for each operation’ as well as it determines the sequenceof Operations to be followed.45/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALSQ.2 Def i ne j ob d es ig n . D iscu ss the imp act o f jo b en la rg emen t & jo b enr ich men t for designing the job.IntroductionThe nature of work and its organization has interested managers, economists and social scientistsfor as long as people have been employed by others to engage in productive activityManagershave largely been interested in maximizing output from available resources.Job design can be define as“the process of putting together various elements to form a job,bearing in mind organizational and individual worker requirements, as well as considerations of health, safety, and ergonomics. The scientific management approach of Frederick WinslowTay lo r v i ewed j ob des ign as pu re l y mec han i s t i c , bu t t he la t e r human re l a t i ons movemen t   rediscovered the importance of workers' relationship to their work and stressed the importanceof job satisfaction” F.W. Taylor 55/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALSTrends in Job Design1 .Qua l i t y c on t ro l as pa r t o f t he work e r ' s j ob 2.Cross-training workers to perform multi -skilled jobs3.Employee involvement and team approaches to designing and organizing work 4 .Ex tens iv e us e o f t empora ry wo rk e rs 5 . O r g a n i z a t i o n a l c o m m i t m e n t t o p r o v i d i n g m e a n i n g f u l a n d r e w a r d i n g j o b s f o r a l l employeesDevelopment new approaches to job designDur i ng and immed ia te l y a f t e r t he Sec ond Wor l d War Amer i can wr i t e r s , pa r t i cu l a r l y , we re questioning the relationship between job and organization design and productivity.It was being recognized that difficulties arise in the selection of personnel if only those able totolerate and work well in simple, highly repetitive jobs are to be recruited.Job EnlargementAs early as 1950 in the USA job rotation and job enlargement were being both advocated andtested as means for overcoming boredom at work with all its associated problems.In an early case example IBM introduced changes to machine operators' jobs to include machinese t t i ng and i nspec t i on . I n add i t i on t hey in t r oduced o the r w ide - rang ing c hanges in bo th the  production system and the role of foremen and supervisors.It is less than clear just how successful changes of this type have been in practice. Undoubtedlymanagement in certain circumstances can benefit from the increased flexibility of the labor.However, workers often expect higher payment to compensate for learning these other jobs andf o r a g r e e i n g t o c h a n g e s i n w o r k i n g p r a c t i c e s . T h e n e w j o b s a r e o f t e n o n l y a m a r g i n a l i m p r o v e m e n t i n t e r m s o f t h e d e g r e e o f r e p e t i t i o n , t h e s k i l l d e m a n d s a n d t h e l e v e l o f   responsibility; as a result workers have not always responded positively to such change. Joben la rgemen t s chemes may no t b e feas ib le , e .g . i n mo to r v eh i c l e ass emb ly , w i tho u t a ma jo r   change in the production facilities.The concepts of both job rotation and enlargement do not have their basis in any psychological t heo ry . Howeve r ,

t he n ex t gene ra t i on o f a t t e mp t s t o r edes ign j obs e merg ing f r om the USA developed from the researches of Frederick Herzberg.During the 1950's and 1960's Herzbergdeveloped his 'two factor' theory of motivation.65/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALSJob EnrichmentIn this theory he separated 'motivators' from 'hygiene' factors. The hygiene factors includedsalary, company policies and administration as well as supervision. They were seen as potentialsources of dissatisfaction but not of positive motivation.Another set of factors including achievement, recognition, responsibility, advancement, growthand the work itself were postulated as the 'real' motivators.From this theory Herzberg developed a set of principles for the enrichment of jobs as follows:•removing some controls while retaining accountability;•increasing personal accountability for work;•assigning each worker a complete unit of work with a clear start and end point;•granting additional authority and freedom to workers;•making periodic reports directly available to workers rather than to supervisors only;•the introduction of new and more difficult tasks into the job;•Encouraging the development of expertise by assigning individuals to specialized tasks.Herzberg's ChecklistHerzberg's other major contribution to the development of ideas in the area of job design was hischecklist for implementation. This is a prescription for those seeking success in the enrichmentof jobs:•select those jobs where technical changes are possible without major expense;• job satisfaction is low;• performance improvement is likely with increases in motivation;•hygiene is expensive;•examine the jobs selected with the conviction that changes can be introduced;•'green light' or 'brainstorm' a list of possible changes;•screen the list (red lighting) for hygiene suggestions and retain only ideas classed asmotivators;•remove the generalities from the list retaining only specific motivators;•avoid employee involvement in the design process;•set up a controlled experiment to measure the effects of the changes;

•Anticipate an early decline in performance as workers get used to their new jobs.Job en r i c hmen t , t hen , a ims to c rea t e g rea te r op po r tun i t i es f o r i nd i v i dua l ac h ievemen t and reco gn i t i o n by expan d ing the t ask to inc rease no t o n ly v a r ie t y bu t a l so respons ib i l i t y andac cou n tab i l i t y . Th i s can a ls o i nc lud e g rea te r wo rk e r au tonomy , i nc reas ed tas k ide n t i t y and greater direct contact with workers performing servicing tasks75/TMA/SEM-01/2009

MS-05-MANAGEMENT OF MACHINES AND MATERIALSQ.3 what is the distinctive feature of job production as compared to mass and batchproduction systemsPRODUCTION SYSTEMThe production system of an organization is that part, which produces products of an organization.It is that activity whereby resources, flowing within a defined system, are combined and transformedIn a controlled manner to add value in accordance with the policies communicated by management.A simplified production system is shown aboveThe production system has the following characteristics:1. Production is an organized activity, so every production system has an objective.2. The system transforms the various inputs to useful outputs.3. It does not operate in isolation from the other organization system.4. There exists a feedback about the activities, which is essential to control and improveSystem performanceClassification of Production SystemProduction systems can be classified as Job Shop, Batch, Mass and Continuous ProductionSystems.8 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALSJOB PRODUCTIONJob shop production are characterised by manufacturing of one or few quantity of productsDesigned and produced as per the specification of customers within prefixed time and cost. TheDistinguishing feature of this is low volume and high variety of products.A job shop comprises of general purpose machines arranged into different departments.Each job demands unique technological requirements, demands processing on machines in aCertain sequence.Characteristics

The Job- production system is followed when there is:1. High variety of products and low volume.2. Use of general purpose machines and facilities.3. Highly skilled operators who can take up each job as a challenge because of uniqueness.4. Large inventory of materials, tools, parts.5. Detailed planning is essential for sequencing the requirements of each product, capacitiesFor each work centre and order priorities.AdvantagesFollowing are the advantages of job shop production:1. Because of general purpose machines and facilities variety of products can be produced.2. Operators will become more skilled and competent, as each job gives them learningOpportunities.3. Full potential of operators can be utilized.4. Opportunity exists for creative methods and innovative ideas.LimitationsFollowing are the limitations of job shop production:1. Higher cost due to frequent set up changes.2. Higher level of inventory at all levels and hence higher inventory cost.3. Production planning is complicated.4. Larger space requirements.BATCH PRODUCTIONBatch production is defined by American Production and Inventory Control Society (APICS)“as A form of manufacturing in which the job passes through the functional departments in lotsOr batches and each lot may have a different routing.”It is characterized by the manufactureOf limited number of products produced at regular intervals and stocked awaiting sales.CharacteristicsBatch production system is used under the following circumstances:1. When there is shorter production runs.2. When plant and machinery are flexible.3. When plant and machinery set up is used for the production of item in a batch andChange of set up is required for processing the next batch.4. When manufacturing lead time and cost are lower as compared to job order production.9 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALSAdvantagesFollowing are the advantages of batch production:1. Better utilization of plant and machinery.2. Promotes functional specialization.3. Cost per unit is lower as compared to job order production.4. Lower investment in plant and machinery.5. Flexibility to accommodate and process number of products.6. Job satisfaction exists for operators.LimitationsFollowing are the limitations of batch production:1. Material handling is complex because of irregular and longer flows.2. Production planning and control is complex.3. Work in process inventory is higher compared to continuous production.4. Higher set up costs due to frequent changes in set upMASS PRODUCTIONManufacture of discrete parts or assemblies using a continuous process are called mass production.This production system is justified by very large volume of production. The machines are arrangedIn a line or product layout. Product and process standardization exists and all outputs follow theSame path.CharacteristicsMass production is used under the following circumstances:1. Standardization of product and process sequence.2. Dedicated special purpose machines having higher production capacities and output rates.3. Large volume of products.4. Shorter cycle time of production.5. Lower in process inventory.6. Perfectly balanced production lines.7. Flow of materials, components and parts is continuous and without any back tracking.8. Production planning and control is easy.9. Material handling can be completely automatic.AdvantagesFollowing are the advantages of mass production:1. Higher rate of production with reduced cycle time.2. Higher capacity utilization due to line balancing.3. Less skilled operators are required.4. Low process inventory.5. Manufacturing cost per unit is low.LimitationsFollowing are the limitations of mass production:1. Breakdown of one machine will stop an entire production line.2. Line layout needs major change with the changes in the product design.3. High investment in production facilities.4. The cycle time is determined by the slowest operation10 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALSQ . 4 W r i t e a n e s s a y o n h o w t o o r g a n i z e v a l u e e n g i n e e r i n g f u n c t i o n i n a t r a c t o r manufacturing firmValue Engineering is a systematic method to improve the "Value" of goods and services by usingan exam ina t i on o f f u nc t i on . Va lue , a s de f in ed , i s t he ra t io o f F unc t io n to Cos t . Va lue can therefore be increased by either improving the Function or reducing the cost. It is a primary tenetof Value Engineering that basic functions be preserved and not be reduced as a consequence of  pursuing Value improvements.Value Engineering is a body of knowledge as a technique in which the value of a system’soutputs is optimized by crafting a mix of performance (Function) and costs. In most cases this  practice identifies and removes unnecessary expenditures, thereby increasing the value for themanufacturer and/or their customers.Value Engineering uses rational logic (a unique "how" - "why" questioning technique) and theanalysis of Function to identify relationships that increase Value. It is considered a quantitativemethod similar to the Scientific Method, which focuses on Hypothesis - Conclusion to testre la t i onsh ips , and Opera t i ons Resea rc h , wh i ch uses mode l bu i ld ing to i den t i f y p red i c t i ve relationships.VALUE ANALYSIS -- The Job PlanValue Engineering is often done by systematically following a multi-stage Job Plan. IT IS an 8-step procedure, called the Value Analysis Job Plan. Others have varied the Job Plan to fit their c o n s t r a i n t s . O n e m o d e r n v e r s i o n h a s t h e f o l l o w i n g e i g h t s t e p s: PREPARATIONINFORMATIONANALYSISCREATIONEVALUATIONDEVELOPMENTPRESENTATIONFOLLOW-UPFour basic steps in the VALUE ANALYSIS Job Plan are:Information gathering - This asks what the requirements are for the object. Function analysis, animportant technique in value engineering, is usually done in this initial stage. It tries to determinewhat functions or performance characteristics are important. It asks questions like; what does theob jec t do? Wha t mus t i t do? Wh a t s hou ld i t do? Wha t cou ld i t do? Wha t mus t i t no t do?A l te rna t i v e gene ra t ion (Crea t ion ) - I n t h i s s tag e va lue eng inee rs a sk ; wha t a re the v a r i ousa l te rna t i v e way s o f mee t i ng requ i re men ts? Wha t e l s e w i l l pe r fo rm t he des i r ed func t i on? Evaluation - In this stage all the alternatives are assessed by evaluating how well they meet therequired functions and how great will the cost savings be.11 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALSPresentation - In the final stage, the best alternative will be chosen and presented to the client for final decision. VE follows a structured thought process to evaluate options.Gather information1. What is being done now?Who is doing it?What could it do?What must not to do?Measure2. How will the alternatives be measured?What are the alternate ways of meeting requirements?What else can perform the desired function?Analyze3. What must be done?What does it Cost?Generate4. What else will do the job?Evaluate5. Which Ideas are the best?6. Develop and Expand Ideas What are the impacts? What is the cost? What is the performance?7. Present Ideas Sell AlternativesVALUE ENGINEERING Value engineering is an approach to productivity improvement that attempts to increase the valueobtained by a customer of a product by offering the same level of functionality at a lower cost.V a l u e e n g i n e e r i n g i s s o m e t i m e s u s e d t o a p p l y t o t h i s p r o c e s s o f c o s t r e d u c t i o n p r i o r t o m a n u f a c t u r e , w h i l e " v a l u e a n a l y s i s " a p p l i e s t h e p r o c e s s t o p r o d u c t s c u r r e n t l y b e i n g manufactured.Bo th a t temp t t o e l im in a te

cos ts t ha t do no t con t r ibu te to t he v a lue and pe r fo rmance o f t h e   p r o d u c t ( o r s e r v i c e , b u t t h e a p p r o a c h i s m o r e c o m m o n i n m a n u f a c t u r i n g ) . Value engineering, thus, critically examines the contribution made to product value by eachf e a t u r e o f a d e s i g n . I t t h e n l o o k s t o d e l i v e r t h e s a m e c o n t r i b u t i o n a t l o w e r c o s t . Different types of value are recognized by the approach .Use value relates to the attributes of a product which enable it to perform its function. Cost value is the total cost of producing the  product. Esteem value is the additional premium price which a product can attract because of itsintrinsic attractiveness to purchasers.12 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALSExchange value is the sum of the attributes which enable the product to be exchanged or sold.Although the relative magnitude of these different types of value will vary between products, and perhaps over the life of a product, VE attempts to identify the contribution of each feature toeach type of value through systematic analysis and structured creativity enhancing techniques.Value engineering programs are best delivered by multi-skilled teams consisting of designers, purchasing specialists, operations personnel, and financial analysts.Pareto analysis is often used to priorities those parts of the total design that are most worthy of attention. These are then subject to rigorous scrutiny. The team analyses the function and cost of those elements and tries to find any similar components that could do the same job at lower cost.Common results are a reduction in the number of components, the use of cheaper materials, or asimplification of the processVALUE ENGINEERING CAN BE APPLIED TO A TRACTOR MANUFACTURINGFIRM IN THE FOLLOWING AREAS1. TRACTOR DESIGN -make the design simple- Easy to use-reduce COMPLICATED / expensive parts.2. TRACTORS RAW MATERIAL / PARTS PROCUREMENT -establish the demand planning system [ reduce the fluctuations in production]-establish the inventories of raw materials [ reduce the cost of stock holding]-establish the economic order quantity3. TRACTORS PRODUCTION PLANNING -establish an effective / efficient production planning system [ cost savings]4.TRACTORS PRODUCTION -establish a lean production [ cost effective]5. TRACTORS TOTAL QUALITY ASSURANCE .-set up quality assurance system to reduce quality problems/ rejections][ cost savings ]6.TRACTORS FINISHED GOOD INVENTORY -match the finished stock inventory to market demand / sales requirements][ cost saving in stock holding ]7.TRACTORS CUSTOMER SERVICE -provide effective customer order processing/order service/timely dispatch to customers.[Adds value to customers / reduces distribution cost]13 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALS8.TRACTORS AFTER SALES SERVICE -offer warranty/ after sales service to customers[ adds value to the product and increases sales ]TRACTORS MANUFACTURER CAN ADD VALUE/ REDUCE COSTBY APPLYING THE VALUE ANALYSIS -JOB PLAN TO EACHOF THE ABOVE LISTED 8 STAGES OF TRACTORS MANUFACTURING.14 |P a g e

MS-05-MANAGEMENT OF MACHINES AND MATERIALSQ.5 Explain how the system concept can be used in explaining the term waste, wastemanagement and wastivityWaste managementi s t h e collection,transport,  processing ,recyclingo r d i s p o s a l , a n d monitoring of wastematerials. The term usually relates to materials produced by human activity,and is generally undertaken to reduce their effect onhealth, theenvironmentor aesthetics. Waste management is also carried out to recover resourcesfrom it. Waste management can

involvesolid,liquid,gaseousor radioactivesubstances, with different methods and fields of expertise for  each.Waste management practices differ for  developedanddeveloping nations, f o r   urbanandrural  areas, and fo r   residentialandindustrial, producers. Management for non-hazardousresidential and institutional waste in metropolitan areas is usually the responsibil ity of  local government  authorities, while management for non-hazardous commercial and industrial waste is usually theresponsibility of the generator.15 |P a g e

  MS-05-MANAGEMENT OF MACHINES AND MATERIALSCharacteristic of waste management1.Waste is a non-wanted, not avoided output with no Purpose.In this instance, waste is process-specific and can be avoided or minimized by changingThe process Performance. Most industrial processes that are aiming at a necessary andDesirable output leave behind undesired by-products that are called waste. Here, wasteManagement would refer to how to design, retrofit and operate the process, with the aimOf minimizing the overall wasting of material and energy. This problem also calls for Extending the designer’s responsibility to the .non-useful. By-product’s fate. A viableSolution could be looking for waste-trade possibilities: the waste of one process may be aValuable raw material for another.2.Waste is a product that has fulfilled its single intended Purpose.The best examples for this category are packaging. Waste management in this situationWould mean the assumption of the responsibility of the product’s fate after it has fulfilledIt’s Purpose at the design phase. The domain procedural knowledge includes theFollowing: If the most probable fate is to end up in landfill, opt for lightweight, lowVolume or collapsible shape, flexible walls. If heading to material recovery, use materialsThat are the most economical to recycle. If incineration is planned, omit ingredients thatMay lead to toxic emissions,etc.3.Waste is a product with unsatisfactory Performance.Most products have a certain life span. After that time they cease to be useful. WasteManagement refers to a product’s design stage and is associated with how to create goodsWith optimum lifetime, the use of ecological design, and how to design for assembly andDisassembly. Even if the whole product ceased to be useful, some parts of it can still beUtilized,etc. Material recycling and energy recovery activities also fall into this category.4.Waste is a thing that its owner failed to use it for its PurposeThis problem raises ethical issues, which have been touched upon before. While there is aPossibility of controlling consumers by legislation, or by the use of motivation, the bestWay of influencing people is by raising awareness. Increasing their knowledge throughEducation, consumers become more conscious of their actions and learn their Responsibilities, and possibilities, in environmental protection. No regulation can be asEffective as a well-informed, environmentally-conscious, ethical public.Concept of WastivityAn ideal or perfect system will be one that consumes just the right amount of resources, leavingno idle, unutilized (non recoverable) or lost resource, or any undesirable output. The concept of "wastivity" which is yet in the rudimentary stages may prove to be a good measure of  performance, both at macro and micro levels, and will be helpful in the sound planning andmonitoring of various systems at different levels of hierarchy.16 |P a g e

  MS-05-MANAGEMENT OF MACHINES AND MATERIALS"Wastivity of any system is defined as the ratio of the waste to the input"?Depending upon the level of waste under consideration the wastivity may be categorized as grosswastivity and net wastivity. The wastivity for each type of input indirectly assesses the productivity of each type of input. Both productivity and wastivity are complementary to eachother, which bears in it the inherent cause-effect phenomenon. The cause, i.e. wastivity ischecked, the effect, i.e. productivity, will automatically be improved.The Functional Elements of Waste ManagementThe problems associated with the management of waste in today's society are complex anddiverse in nature. For an effective and orderly management of wastes the fundamental aspectsand relationships must be identified and clearly understood. The efficient WM comprises theguide identification of waste generated/caused, economic reduction, efficient collection andhandling, optimal sense and recycling, and effective disposal of waste leaving no environmental problems. WM can thus be functionally classified into five basic elements, viz., generation,reduction collection, recycling and disposal. However, Waste

Management (WM) should beviewed in totality considering the inter-relationship of basic functional elements/ systems asshown in Figure 4. One of the objectives of WM is to optimize these basic functional systems to provide the most efficient and economic solution, commensurate with the constraints imposed.By considering each element separately it is possible to:(i) Identify the fundamental aspects and relationships involved in each element(ii) Develop, wherever possible, quantifiable relationships for the purpose of making engineeringcomparisons, analysis and evaluation.Socio-economic Benefits of Waste Management Programmes1.Cheaper products due to increased productivity. Reduced scarcity of materials by way of material conservations.2.Economic gains by salvaging waste materials.3.Introduction of newer products by recycling/reusing wastes.4 . R e l i e f f r o m e n e r g y c r i s i s .5.More hygienic, safe and pollution free environment.6.Lesser public nuisance due to reduction in diseases.7. Neat, clean and comfortable living conditions and higher standard of living.8. Reduced uncertainty, better prediction and control of natural calamities by natureconservation.17 |P a g e

  MS-05-MANAGEMENT OF MACHINES AND MATERIALSConclusionThe need and importance of WM in the socio-economic system has been emphasized and thesocial implications of effective WM are highlighted. It is concluded that in order to createawareness in this regard the engineering curricula should incorporate some topics on systemsapproach to WM and its socio-economic implications. It is hoped that, if the professionals comeout of the narrow conventional approach to WM and adopt a broader systems approach to WM,it will help in the development of a better socio-economic18 |P a g e