History of Paint

8/17/2019 History of Paint

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1 | M A N G A L A M C O L L A G E O F E N G I N E E R I N G , E T T U M A N O O R

AN ORGANISATIONAL STUDY AT PAINTEX PAINT

Organisational study report submitted to Mahatma Gandhi University for the partial fulfilment

of the award of Master of Business Administration

MAHATHMA GANHDI UNIVERSTY-KOTTAYAM

Submitted by,

SRUTHY LEKSHMANAN

REG NO:

Under the supervision of

Asst. prof. ANN JOSE

MANGALAM COLLAGE OF ENGINEERING

(Affiliated to Mahatma Gandhi University, Kottayam & Approved by AICTE, New Delhi)

Ettumanoor, Kottayam – 686001

May 2015


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DEPARTMENT OF MANAGEMENT STUDIES

MANGALAM COLLAGE OF ENGINEERING

ETTUMANOOR, KOTTAYAM

CERTIFICATE

This is certify that the Organizational study report entitled is a bona fide record of the work done byMs. SRUTHY LEKSHMANAN as a part of the project work during the third semester at PAINTEXPAINT COMPANY, Cherthala in partial fulfillment of the requirements for the award of the Degree ofMASTER OF BUSINESS ADMINISTRATION OF Mahatma Gandhi University, Kottayam.

Faculty Guide Head of the Department


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DECLARATION

I, SRUTHY LEKSHMANAN, (MBA, S3) Student of Mangalam collage of engineering,Ettumanoor, Kottayam. Hereby declare that Industrial Training Report titled “An Organizational Study at PAINTEX PAINT Company”, Thirunalloor, Cherthala, Submitted inthe partial Fulfillment of the requirement for the 3rd Semester of Master of BusinessAdministration is my original work under the guidance of Mrs. ANN JOSE and is notsubmitted for the award of any Degree, Diploma, Fellowship or other similar title or awards.

Place: SRUTHY LEKSHMANANDate:


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AKNOLEDGEMENT

On completion of my organizational study Training report, I feel deeply Indebted

to many My prayers to Lord Almighty for his blessings bestowed on me for thesuccess completion of this work.

I would like to express my full gratitude to Prof: Manoj George, Principal

Mangalam College of Engineering, Dr. Francis Cherunilam, Director, Department

of Management Studies would like to extend my gratitude our HOD: Dr.Sibu C

Chithran, MBA, MPHIL PhD (management) FDP (IIMK), AMT(AIMA),

MAIMSI(USA) for extending all the help for doing the project.

I have immense pleasure in acknowledging all the my heartfelt gratitude to myfaculty guide Mrs. Ann Jose for the cooperation, encouragement & guidance.

I express my thanks to the management of the PAINTX PAINT, Thirunalloor,

Cherthala who provide opportunity to conduct my study there. My special thanks

to Mr.K.G Radhakrishnan and John Mathew Partners of PAINTEX,

Cherthala for granting permission to do my organizational study. I express my

sincere thanks to all staff members for their invaluable help &whole hearted co-

operation extended to me during this project.

Last but not least my gratitude to my family, friends for their encouragement &support they extended to me.


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TABLE OF CONTENTS

Sl No:

1

Title

INTRODUTION

SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

SIGNIFICANCE OF THE STUDY

RESEARCH METHODOLOGY

DATA COLLECTION METHOD

RESEARCH PROCESS

PERIODS OF STUDY

LIMITATIONS OF THE STUDY

Page No:

8-11

2 REVIEW OF LITERATURE

MEANING OF ORGANISATION

TYPES OF ORGANISATIONS

12-18

3 INDUSTRY PROFILE 23-29

4COMPANY PROFILE

COMPANY STRATEGY

MANUFACTURING PROCESS

COMPATETORS

30-40


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5

ORGANISATIONAL

STRUCTURE

41-42

6

PRODUCT PROFILE 43-44

7 DEPARTMENTAL PROFILE 45-87

8

SWOT ANALYSIS 88-91

9

FINDINGS AND

SUGGETIONS

92-44

10

BIBLIOGRAPHY 97


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CHAPTER I

INTRODUCTION TO THE STUDY


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SCOPE OF THE STUDY

This study attempts a detailed analysis of the performance of PAINTEX in the

specific areas of Production, Marketing, and Finance& Human Resource

Management. Study is mainly based upon the nature of work carried out by each

department. By studying these aspects one generalize the present status & future

possibilities of paint industry in Kerala.

OBJECTIVES OF THE STUDY

The organization study was carried out in PAINTEX is to achieve the following

objectives;

o To attain practical knowledge of organization activity.

o

To familiarize with the different departments in the organization, theirfunctions & activities.

o To examine what organization the company adopts strategy.

o To familiarize with the business organization.

o To get clear cut ideas about the various operations in the organization.

SIGNIFICANCE OF STUDY

The significance regarding this study is that helps to familiarize the functions ofthe organization. The organizational study helps to identify, critically asses

&summarize the current status of the organization & to familiarize with a reputed

industry & how to communicate with officials. & organizational study helps to

understand the corporate social responsibility by the company.


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RESARCH METHODOLOGY

It is the method used by the investigator for collecting a particular data. The

success of the investigation depends upon the methodology of the organization.

The reliability of findings is depending upon the method used by the investigator.

Methods of Collecting Data

Both primary & secondary data were used for collecting the information.

Interviewed schedule was used was used to collect the primary data from therespondents. The secondary data comprises of certain registers, bulletins, files the

organization.

RESEARCH PROCESS

o Define the objectives of the study

o

Verification of the research designo Collect the data

o Analyzed collected data

o The information is report

PERIOD OF THE STUDY

The organizational study was conducted for the period from 01/05/2025 to

31/05/2015.


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LIMITATIONS OF THE STUDY

There were difficulties in obtaining data from executives and managersdue to their busy work schedule.

o An in-depth study of the company could not be carried out due to

shortage of time.

o The reliability of data used for study is largely depends upon thecompanies reports and the information given by the executives.

o As the company being private firm, firm was reluctant to the internalaffairs and financial matter.


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CHAPTER-II

REVIEW OF LITERATURE


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DOLPHIN MARKETING has been established as a paint manufacturingcompany in Thirunellor at Alappy district. Founded in 2009 by two partners they

are K.G Radhakrishnan and John Mathew. Our traditional business service is providing the best quality of paints and its related products inside Kerala. Basedon the decision of the company to diversify our products. The revenues of ourcompany are expected to be nearly …………. per month depending on thevariables that are factored in with investments in the paint industry. The companyhas invested portions of its assets in the purchase and sale of securities such asstocks. We have mainly two brands named; “PAINTEX PAINT” and “ISON”.We supply our products through different suppliers in all Kerala base.

Company Strategy

Purpose To be a leader in the paint manufacturing industry by providingenhanced services, relationship and profitability.

Vision To provide quality services that exceeds the expectations of our esteemedcustomers.

Mission statement : to build long term relationships with our customers andclients and provide exceptional customer services by pursuing business throughinnovation and advanced technology.

Core values : We believe in treating our customers with respect and faith. Wegrow through creativity, invention and innovation. We integrate honesty, integrityand business ethics into all aspects of our business functioning

Goals : Regional expansion in the field of paint manufacturing and develop a

strong base of key customers. Increase the assets and investments of the companyto support the development of services. To build good reputation in the field of paint manufacturing and become a key player in the industry

Financial Considerations the Company expects to reach the desired profits in thefirst year, we believe that the average profitability per month for the first 3 yearswill be sufficient. However, we have current borrowing from the Bank. Most ofthe company’s liabilities come from management investment.


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Nearly 20 employees are employed in the paint manufacturing industry and thenumber is expected to increase in the coming years. Though there was a slightdecline in the past 2-3 years, more and more people are seeking employmentopportunities in the reconstituted paint manufacturing industry.

Latest technology and manufacturing equipment has improved the quality of our products. Even the paints are being made fine with advanced equipment.

Manufacturing of paint starts with the selection of raw materials, where most of

the raw materials are pigments, solvents, resins, and various additives. The raw

material is cleaned using fine technology. And also we have pollution control

plant, Water treatment plant, air pollution control equipment and laboratory to

protect the environment and its surroundings.

Organization

A social unit of people that is structured & managed to meet a need or pursue

collective goals. All organizations have a management structure that

determines relationships between the different activities and the members, and

subdivides and assigns roles, responsibilities, and authority to carry out

different tasks. Organizations are open systems--they affect and are affected by

their environment.

1. Organization as a Process

As a process, organization is an executive function. It is the process of determining,

arranging, grouping &assigning the activities to be performed for the attainment of

objectives. It becomes a managerial function involving. The following objectives:

o Determining activities the necessary for the accomplishment

Grouping of inter-related activities.

o Assigning duties to persons with requisite competence.

Delegating authority &Coordinating the efforts of different persons

&groups.

http://www.businessdictionary.com/definition/relationship.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/assign.htmlhttp://www.businessdictionary.com/definition/roles.htmlhttp://www.businessdictionary.com/definition/responsibility.htmlhttp://www.businessdictionary.com/definition/authority.htmlhttp://www.businessdictionary.com/definition/task.htmlhttp://www.businessdictionary.com/definition/open.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/open.htmlhttp://www.businessdictionary.com/definition/task.htmlhttp://www.businessdictionary.com/definition/authority.htmlhttp://www.businessdictionary.com/definition/responsibility.htmlhttp://www.businessdictionary.com/definition/roles.htmlhttp://www.businessdictionary.com/definition/assign.htmlhttp://www.businessdictionary.com/definition/member.htmlhttp://www.businessdictionary.com/definition/activity.htmlhttp://www.businessdictionary.com/definition/relationship.html


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When we consider organization as a process, it becomes the function of every

manager. Organizing is a continuous process &goes on throughout the life-time

of an enterprise. Whenever there is a change in the circumstances or materialchange in situation, new type of activities spring up.

2. Organization as a Structure

The term organization structure refers a machine of management, in its

achievement of the ends, determined by its administration. In a short organization

structure refers a well-defined system which people require for the execution oftheir work responsibilities. It helps then to relate to each other, coordinate their

activities and achieve organizational goal or targets. It minimizes confusion,

suitable work behavior& maximizes effectiveness. Organizing is treated as one of

the important function in process.

TYPES OF ORGANIZATIONS

Organization structure varies from industry to industry. According to the nature

of business the structure may form in the following ways.

Line Organization

It is the military type organization, where each department is generally a completeself-sustaining unit; each department is under the control of department head

who is completely responsible for organization the department. All department

heads are responsible to the general manager; he is responsible to the managing

director.


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Line& staff Organization

Here the work is dividing to two broad divisions viz, the staff that is responsible

for planning &the line for the actual execution of the work. Here the staff

personnel give only advice to the line officials. But do not enforce it, i.e., staff

member are thinkers & the line members are doers.

Functional Organization

Here employees are grouped together on the basis of the primary skill need to dotheir job. Those structures offer the organization two way advantages.

o Encourage technical expertise.

o Reduce duplication of activities.

The main elements that determine to make on organization are people, tasks,structure &technology where in the organization takes in some of there as inputs

to derive the desired outputs. While doing so, the following management process

work independently to run a successful organization i.e.

o Planning

o Organizing

o

Staffingo

Directing

o Controlling


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Also the management though out have changed &evolved from the pre-scientific

management period to early management approach &to modern management.

There are six elements those managers to address when they design their

organization structure.

o Work Specialization

o Departmentalization

o

Chain of command

o Centralization

o Formalization &Decentralization

ORGANIZATIONAL DEVELOPMENT

Organizational development is a collection of planned change, interventions built

on humanistic democratic values seeks to improve organizational effectiveness

&well-being.


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CHAPTER-III

DESIGN OF THE STUDY


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Introduction

Research is a creative work undertaken on a systematic basis in order to increase

the stock of knowledge, including knowledge of man, culture & society. The

basic purpose of the research is to find answers to questions through the

application of scientific methods.

Statement of the research

The research deals with an organization study conducted PAINTEX,

Thirunalloor, Cherthala.

Area of the Study

The focus of research being overall organization study, the study was conducted

in the organization as a whole especially the various departments of PAINTEX,

Thirunalloor, Cherthala.

Research design

Research design is considered as the framework or plan for a study that guides aswell as helps the data. The research design may be exploratory, descriptive&experimental for the present study.

TECHNIQUES OF DATA COLLECTION

In dealing with any real life problem it is often found that data at hand are in anadequate &hence it becomes necessary to collect data that are appropriate. Thereare several ways of collecting the appropriate data which differ considerably incontent of money costs, time &other resources at the disposal of the researchdepending on the source statistical data are classified under two categories,


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o Primary data

o Secondary data

o

Primary data

Primary data are obtained by a study specifically designed to fulfill the data needsof the problem at hand. Such data are original in character and are generated inlarge number of surveys conducted mostly by environment &also by someindividuals, institution, and research bodies.

Sources of primary data

By Observation: This method implies the collection of information by way ofinvestigator ’ s own observation, without interviewing the respondents. The

information obtained relates to what is currently happening and is notcomplicated by either the past behavior or future intensions of respondents.

Through personal interview: The investigator follows a rigid procedure& seeksanswers to a set of pre-conceived questionnaire through personal interview.

Through telephone interview: This method of collecting information involvescontacting the respondents on telephone itself. This is not a widely used method but it plays an important role in industrial surveys in developed regions.

By mailing questionnaire: Questionnaires are method to the respondents with arequest to return after completing the dame. It is the most extensively used invarious economic &business surveys.

Through schedules: Under this method the enumerators are appointed & giventraining. They are provided with schedules containing relevant questions. Theseenumerators go to the respondents with the schedules.


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Secondary data

The secondary data constitute the chief materials on the basis of which statistical

work is carried out in many investigations. In fact, before collecting primary datait is desirable that one should go through the existing literature and learn what isalready known of the general area in which the specific problem falls and allsurrounding information that may give us leads & lessons.

Sources of Secondary data Published sources

o Reports &official publications of international bodies, central and state.

o Annual report of K.S.R.MILLS

o Semi official publications

Unpublished sourced

o

Records maintained by various government and private offices.

o Studies made by research institutions, scholars etc.

Tools of Research

o Observation (Observation schedule).

o Interview guide for non-directive and depth interviews.

o

Interview schedule &Opinion.


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CHAPTER-IV

INDUSTRY PROFILE


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Colour has fascinated culture throughout history, every age and every region has

produced dyes and pigment depending on the available resources. Colour has

been with us for more than 20,000 years. Evidence survives in early cave paintings and the ancient Chinese are considered to have brought its manufacture

and use to a state of perfection tens of thousands of years ago.

Colour was widely used by the ancient Egyptians and was considered to have

magical and healing properties and around this time, 1500 BC, paint making as an

art became quite widely established in Crete and Greece with the Egyptians

passing their skills to the Romans. It was between 600 BC-AD 400 that the

Greeks and Romans then introduced varnishes. For the Aztec Indians red dye wasconsidered more valuable than gold and both the Indians and Chinese practiced

Colour Healing. A 2000 year old, Chinese chronicle, The Nei/ching, records

colour diagnoses.

Yet for all this it was discovered that none of the world’s civilisations has named

many colours. In the 1960s two anthropologists conducted a worldwide study of

colour naming. Many languages only contained two colour terms. Equivalent to

white (light) and black (dark). Of 98 languages studied, the highest number of

basic colour terms was to be founded in English – where we have eleven: black,white, red, and orange, yellow, green, blue, purple, pink, grey and brown. The

other billions of colour have ‘borrowed’ names, based on examples of them, such

as avocado, grape, peach, tan, gold, etc.

One of the earliest recorded colour discoveries was made by Plato who

discovered that by mixing two colours, a third is produced, therefore changing the

‘manufacture’, of colour forever.

Prior to that the earliest cave paintings were made by using iron oxides, it was the

ancient Egyptians who developed other paints form pigments in the soil (yellow,

orange and red). It was the Romans who gave us purple, a pound of royal purple

dye, required the crushing of our million molluscs. Cochineal red, discovered by

the


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Aztecs, was made using the female cochineal beetle. A pound of water-soluble

extract required the crushing of four million insects and Spaniards who

introduced the crimson colour to Europe in the 1500’s. Later genuine Indian

Yellow was produced from concentrated cow’s urine which mixed with mud and

transported to London for purifying, sap Green from the Blackthorn berry andSepia Brown from the dried ink sac of squid.

Paint is made up of a pigment, a binder to hold it together and appropriate

thinners to make it easy to apply. 5000 years ago Blue Frit was the first synthetic

pigment being produced by the Egyptians from ground down blue glasses. Before

the nineteenth century the word ‘paint’ was only applied to oil-bound types; those bound with glue were called ‘distemper’.

By 1000 B.C development of paints and varnishes based on the gum of the acacia

tree had been developed. At this time umbers, ocher’s and blacks were readily

obtainable, new colours were also discovered- the first was ‘Egyptian Blue’;

‘Naples Yellow’ dates from around 500 BC and ‘red lead’ was discovered byaccident in about 2500. White lead occurred naturally but demand encouraged

production of manmade versions. Vitruvius describes production of white lead in

the 2nd

century AD.

Before the 16th century, pigment colour was largely dependent on dyestuffs which

could be grown in. or were indigenous to Europe and similar temperate regions.Between 1550 and 1850 only the so-called natural dyestuffs were available but

the range was greatly extended with tropical dyestuffs from Central America and

India and elsewhere.


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In the 17th century the Dutch greatly increased the availability of white lead and

lowered cost by invention of the stack process. All white lead paints included

chalk in their undercoats, reserving purer white lead for finish coats. In 1856 thefirst real synthetic dye ‘Mauveine’ (also known as aniline purple and Perkin's

mauve, was the first synthetic organic chemical dye, discovered serendipitously

in 1856).Was discovered by Henry Perkins. It was then realised that a great many

dyes could be maidsynthetically and cheaply.

It was then that Linseed Oil began being mass produced.

They also had pigment grade zinc oxide – we call it white paint.

Using cast-iron paint mills and zinc-based pigments, industrialists produced the

first washable paint marketed as ‘Charlton white’ in the 1870’s (the first ready

mixed paint was patented by one D.R.A verill of Ohio in 1867, but it never

caught on)

Global scenario of paint industry

The global demand for paint is estimated at over 21mtpa. At valued at about $60 bn. The industry is expected to grow at 3% over the next few years. The highgrowth regions are the developing countries of Southeast Asia and Latin America.While the mature markets of North America and Western Europe are likely towitness very low growth.

The share of industrial paint is 70% and rest is accounted by decorative segment.

Also, almost 60% of the world market.

The largest player is ICI of UK with a share of around 10% followed by Akzo- Nobel (Netherlands), PPG (US), NIPPON (JAPAN), BASF (GERMANY),KANSAI (JAPAN). Over the last few years the industry has been consolidatingwith an objective to strengthen the product lines and distribution chains.

This has led to series of mergers and acquisitions. India’s market is only 0.65 mntones, roughly 2.7% of world demand, but is growing at annual clip of 10%.


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THE WORLD COATING SCENARIO:

The total output of the world paint and manufacturing industry was valued at $54

billion in 1996. The industry supported some 12,250 active firms. This industry isexpand to forecast 3.5 percent annually to nearly 26 million tones. By the year2002 the valued will be $72 billion.

Tonnage gains in the industrial coating segment will be constrained by a shift intrend towards higher solid coatings (such as powder coatings), which often weighless per kilo than solvent brone coatings, and require generally fewer, thinnercoats.

On the other hand, the architectural segment is seeing a continuous shift towardswater-based paints, which weigh more than their solvent-brone counter parts, andwill promote stronger tonnage gains. These trends have evident around the world

but have had the most impact in more mature markets.

Most of developed world has already effected such as switch to water-basedformulations for most architectural applications. The developing world is alsoexperiencing this trend- India included.

The world paint and coatings industry is becoming increasingly dominated by asmall group of highly focused, globally positioned firms. For many of thesecompanies (E.g. Sherwin Williams, Kansai Paints, and Nippon Paints) coatingrepresents the primary line of business.

In other cases (e.g.; AKZO NOBEL, ICI, HOECHST DUPONT andCOURTALDS) the firm strong position has arisen from involvement in variousupstream petro chemical activities, including production of many of basic rawmaterial used in coating production.

The most rapid gain in paints and coatings production will be registered in thedeveloping regions of Latin America and Asia-Pacific. Although the Asia Pacificregion hold the long term prospects as a market for paints and coating, regional

production has been lower, primarily due to financial crises has hit this region.However, India was not severely affected by this crisis.

The wave of currency devaluation and shape rise in interest rate will seriouslydram pen spending in key paint sector such as construction and durable in shortterm, particularly in Indonesia, South Korea and Thailand. India, in a earlier

budget have announce a new housing policy, which should result in boom for theconstruction sector, which will boost demand for architectural coatings.


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A very interesting trend is emerging in the architectural coatings segment, we areexperiencing a shift from solvent based coating to water based coatings. Water

based coatings now account for most of house-hold paint demand in developedcountries and is gaining ground in developing countries too.

During 1990’s, the drive has spread to industrial and specialty coatings segment.The higher performance standards for industrial coatings have necessitatedintense product reformulation efforts, leading to a number of alternativestechnologies.

Meeting environmental regulation is another challenge for paint companies indeveloped world. Even companies in developed regions should be prepared inthis area, as paint product as soon adopting global standards, hence all paintcompanies will have to comply the environmental regulations.

Global trend towards free trade will have an impact on product mix, sinceexported goods must meet the environmental codes of the target market. Theformation of trading blocks like NAFTA will involve the establishment of moreenvironmental regulation of member nations.


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Global production of paint and coatings can be divided in two broad sectors:Architectural Paint and Industrial Coatings.

In 1996 Architectural Paint accounted for 58% of the total output with theindustrial coatings accounting for the remainder. However, the industrial coatingsegment is slightly larger in value (Dollar) terms because industrial coating trendsto cost significantly more than architectural paint.

In 1998, the worlds top ten Paint and coatings suppliers accounted for nearly 42 percent pf the market. The next ten producers accounted to additional 13 percentof sales, which gives a top 20 firms a collective market share of over 50 percent.

The most basic division is between architectural coating and industrial coating.AKZO NOBEL, the world’s top player has a strong presence in both the

segments. (60:40 in favor of industrial coating) Sherwin William, ICI, AsianPaints, and Benjamin Moore focus primarily on architectural paint. WhereasPPG, KANSAI Paint, courtyards, NIPPON Paint and RPM focus heavily on the

industrial segment. BASF, DUPOINT, LILY industries and DAI NIPPON focusentirely on industrial coatings.


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CHAPTER-V

COMPANY PROFILE


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DOLPHIN MARKETING has been established as a paint manufacturingcompany in Thirunellor at Alappy district. Founded in 2009 by two partners theyare K.G Radhakrishnan and John Mathew. Our traditional business service is

providing the best quality of paints and its related products inside Kerala. Basedon the decision of the company to diversify our products. The revenue dependingon the variables that are factored in with investments in the paint industry. Thecompany has invested portions of its assets in the purchase and sale of securitiessuch as stocks. We have mainly two brands named; “PAINTEX PAINT” and“ISON”. We supply our products through different suppliers in all Kerala base.

Company Strategy

Purpose To be a leader in the paint manufacturing industry by providingenhanced services, relationship and profitability.

Vision To provide quality services that exceeds the expectations of our esteemedcustomers.

Mission statement to build long term relationships with our customers and

clients and provide exceptional customer services by pursuing business throughinnovation and advanced technology.

Financial Considerations the Company expects to reach the desired profits in thefirst year, we believe that the average profitability per month for the first 3 yearswill be sufficient. However, we have current borrowing from the Bank. Most ofthe company’s liabilities come from management investment.

Nearly 20 employees are employed in the paint manufacturing industry and the

number is expected to increase in the coming years. Though there was a slightdecline in the past 2-3 years, more and more people are seeking employmentopportunities in the reconstituted paint manufacturing industry.


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Latest technology and manufacturing equipment has improved the quality of our products. Even the paints are being made fine with advanced equipment.

Manufacturing of paint starts with the selection of raw materials, where most of

the raw materials are pigments, solvents, resins, and various additives. The raw

material is cleaned using fine technology. And also we have pollution control

plant, Water treatment plant, air pollution control equipment and laboratory to protect the environment and its surroundings.

PAINT MANUFACTURING PROCESS

Paint is a term used to describe a number of substances that consist of a pigment

suspended in a liquid or paste vehicle such as oil or water. With a brush, a roller,

or a spray gun, paint is applied in a thin coat to various surfaces such as wood,

metal, or stone. Although its primary purpose is to protect the surface to which it

is applied, paint also provides decoration.

Samples of the first known paintings, made between 20,000 and 25,000 years

ago, survive in caves in France and Spain. Primitive paintings tended to depict

humans and animals, and diagrams have also been found. Early artists relied on

easily available natural substances to make paint, such as natural earth pigments,

charcoal, berry juice, lard, blood, and milkweed sap. Later, the ancient Chinese,

Egyptians, Hebrews, Greeks, and Romans used more sophisticated materials to

produce paints for limited decoration, such as painting walls. Oils were used as

varnishes, and pigments such as yellow and red ochre’s, chalk, arsenic sulphide


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yellow, and malachite green were mixed with binders such as gum Arabic, lime,

egg albumen, and beeswax.

Paint was first used as a protective coating by the Egyptians and Hebrews, whoapplied pitches and balsams to the exposed wood of their ships. During the

middle Ages, some inland wood also received protective coatings of paint, but

due to the scarcity of paint, this practice was generally limited to store fronts and

signs. Around

the same time, artists began to boil resin with oil to obtain highly miscible(mixable) paints, and artists of the fifteenth century were the first to add drying

oils to paint, thereby hastening evaporation. They also adopted a new solvent,

linseed oil, which remained the most commonly used solvent until synthetics

replaced it during the twentieth century.

In Boston around 1700, Thomas Child built the earliest American paint mill, agranite trough within which a 1.6 foot (.5 meter) granite ball rolled, grinding the

pigment. The first paint patent was issued for a product that improved whitewash,

a water-soaked lime often used during the early days of the United States. In 1865

D. P. Flinn obtained a patent for a water-based paint that also contained zinc

oxide, potassium hydroxide, resin, milk, and lin-seed oil. The first commercial

paint mills replaced Child's granite ball with a burrstone wheel, but these mills

continued the practice of grinding only pigment (individual customers would then

blend it with a vehicle at home). It wasn't until 1867 that manufacturers began

mixing the vehicle and the pigment for consumers.


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Fig.1

The twentieth century has seen the most changes in paint composition and

manufacture. Today, synthetic pigments and stabilizers are commonly used to

mass produce uniform batches of paint. New synthetic vehicles developed from

polymers such as polyurethane and styrene-butadiene emerged during the 1940s.

Alkyd resins were synthesized, and they have dominated production since. Before

1930, pigment

was ground with stone mills, and these were later replaced by steel balls. Today,

sand mills and high-speed dispersion mixers are used to grind easily dispersible

pigments.

Perhaps the greatest paint-related advancement has been its proliferation. While

some wooden houses, stores, bridges, and signs


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The first step in making paint involves mixing the pigment with resin, solvents,and additives to form a paste. If the paint is to be for industrial use, it usually is

then routed into a sand mill, a large cylinder that agitates tiny particles of sand or

silica to grind the pigment particles, making them smaller and dispersing them

throughout the mixture. In contrast, most commercial-use point is processed in a

high-speed dispersion tank, in which a circular, toothed blade attached to a

rotating shaft agitates the mixture and blends the pigment into the solvent.

Were painted as early as the eighteenth century, it wasn't until recently that mass

production rendered a wide variety of paints universally indispensable. Today, paints are used for interior and exterior house painting, boats, automobiles,

planes, appliances, furniture, and many other places where protection and appeal

are desired.

R AW MATERIALS

A paint is composed of pigments, solvents, resins, and various additives. The

pigments give the paint colour; solvents make it easier to apply; resins help it dry;

and additives serve as everything from fillers to anti-fungicidal agents. Hundreds

of different pigments, both natural and synthetic, exist. The basic white pigment

is titanium dioxide, selected for its excellent concealing properties, and black

pigment is commonly made from carbon black. Other pigments used to make

paint include iron oxide and cadmium sulphide for reds, metallic salts for yellows

and oranges, and iron blue and chrome yellows for blues and greens.


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Fig.2

Solvents are various low viscosity, volatile liquids. They include petroleum

mineral spirits and aromatic solvents such as benzol, alcohols, esters, ketones,

and acetone. The natural resins most commonly used are lin-seed, coconut, and

soybean oil, while alkyds, acrylics, epoxies, and polyurethanes number among the

most popular synthetic resins. Additives serve many purposes. Some, like

calcium carbonate and aluminium silicate, are simply fillers that give the paint

body and substance without changing its properties. Other additives producecertain desired characteristics

Paint canning is a completely automated process. For the standard 8 pint paint can

available to consumers, empty cans are first rolled horizontally onto labels, then

set upright so that the point can be pumped into them. One machine places lids

onto the filled cans while a second machine presses on the lids to seal the cons.

From wire that is fed into it from coils, a bailometer cuts and shapes the handles

before hooking them into holes pre-cut in the cans.


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In paint, such as the thixotropic agents that give paint its smooth texture, driers,

anti-settling agents, anti-skinning agents, defamers, and a host of others that

enable paint to cover well and last long.

DESIGN

Paint is generally custom-made to fit the needs of industrial customers. For

example, one might be especially interested in a fast-drying paint, while another

might desire a paint that supplies good coverage over a long lifetime. Paint

intended for the consumer can also be custom-made. Paint manufacturers provide

such a wide range of colours that it is impossible to keep large quantities of each

on hand. To meet a request for "aquamarine," "canary yellow," or "maroon," the

manufacturer will select a base that is appropriate for the deepness of colour

required. (Pastel paint bases will have high amounts of titanium dioxide, thewhite pigment, while darker tones will have less.) Then, according to a

predetermined formula, the manufacturer can introduce various pigments from

calibrated cylinders to obtain the proper colour.

THE MANUFACTURING PROCESS

MAKING THE PASTE

Pigment manufacturers send bags of fine grain pigments to paint plants. There,the pigment is premixed with resin (a wetting agent that assists in moistening the

pigment), one or more solvents, and additives to form a paste.

Dispersing the pigment

The paste mixture for most industrial and some consumer paints is now routed

into a sand mill, a large cylinder that agitates tiny particles of sand or silica to


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grind the pigment particles, making them smaller and dispersing them throughoutthe mixture. The mixture is then filtered to remove the sand particles.

Instead of being processed in sand mills, up to 90 percent of the water-basedlatex paints designed for use by individual homeowners are instead processed in ahigh-speed dispersion tank. There, the premixed paste is subjected to high-speedagitation by a circular, toothed blade attached to a rotating shaft. This process

blends the pigment into the solvent.

Thinning the paste

Whether created by a sand mill or a dispersion tank, the paste must now bethinned to produce the final product. Transferred to large kettles, it is agitatedwith the proper amount of solvent for the type of paint desired.

Canning the paint

The finished paint product is then pumped into the canning room. For the

standard 8 pint (3.78 litter) paint can available to consumers, empty cans are firstrolled horizontally onto labels, then set upright so that the paint can be pumpedinto them. A machine places lids onto the filled cans, and a second machine

presses on the lids to seal them. From wire that is fed into it from coils, a bailometer cuts and shapes the handles before hooking them into holes pre-cut inthe cans. A certain number of cans (usually four) are then boxed and stacked

before being sent to the warehouse.

QUALITY CONTROL

Paint manufacturers utilize an extensive array of quality control measures. The

ingredients and the manufacturing process undergo stringent tests, and the

finished product is checked to insure that it is of high quality. A finished paint is

inspected for its density, fineness of grind, dispersion, and viscosity. Paint is then

applied to a surface and studied for bleed resistance, rate of drying, and texture.

In terms of the paint's aesthetic components, colour is checked by an experienced

observer and by spectral analysis to see if it matches a standard desired colour.

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Resistance of the colour to fading caused by the elements is determined by

exposing a portion of a painted surface to an arc light and comparing the amount

of fading to a painted surface that was not so exposed. The paint's hiding power is

measured by

painting it over a black surface and a white surface. The ratio of coverage on the

black surface to coverage on the white surface is then determined, with .98 being

high-quality paint. Gloss is measured by determining the amount of reflected light

given off a painted surface.

Tests to measure the paint's more functional qualities include one for mar

resistance, which entails scratching or abrading a dried coat of paint. Adhesion is

tested by making a crosshatch, calibrated to .07 inch (2 millimetres), on a dried

paint surface. A piece of tape is applied to the crosshatch, then pulled off; good

paint will remain on the surface. Scrubbability is tested by a machine that rubs a

soapy brush over the

paint's surface. A system also exists to rate settling. An excellent paint can sit for

six months with no settling and rate a ten. Poor paint, however, will settle into animmiscible lump of pigment on the bottom of the can and rate a zero. Weathering

is tested by exposing the paint to outdoor conditions. Artificial weathering

exposes a painted surface to sun, water, extreme temperature, humidity, or

sulphuric gases. Fire retardancy is checked by burning the paint and determining

its weight loss. If the amount lost is more than 10 percent, the paint is not

considered fire-resistant.

BY-PRODUCTS/WASTE

A recent regulation (California Rule 66) concerning the emission of volatile

organic compounds (VOCs) affects the paint industry, especially manufacturers

of industrial oil-based paints. It is estimated that all coatings, including stains and

varnishes, are responsible for 1.8 percent of the 2.3 million metric tons of VOCs

released per year. The new regulation permits each litter of paint to contain no

more than 250 grams (8.75 ounces) of solvent. Paint manufacturers can replace

the solvents with pigment, fillers, or other solids inherent to the basic paint

formula. This method produces thicker paints that are harder to apply, and it is


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not yet known if such paints are long lasting. Other solutions include using paint

powder coatings that use no solvents, applying paint in closed systems from

which VOCs can be retrieved, using water as a solvent, or using acrylics that dry

under ultraviolet light or heat. A consumer with some unused paint on hand can

return it to the point of purchase for proper treatment.

A large paint manufacturer will have an in-house wastewater treatment facility

that treats all liquids generated on-site, even storm water run-off. The facility is

monitored

24 hours a day, and the Environmental Protection Agency (EPA) does a periodic

records and systems check of all paint facilities. The liquid portion of the waste is

treated on-site to the standards of the local publicly owned wastewater treatmentfacility; it can be used to make low-quality paint. Latex sludge can be retrieved

and used as fillers in other industrial products. Waste solvents can be recovered

and used as fuels for other industries. A clean paint container can be reused or

sent to the local landfill.

COMPATETORS

Ellora Paints Pvt Ltd

Berger Paints India Limited

Varuna Paints Private Limited

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Volto Paints

RAK Paints

Malabar Paints & Chemicals

Titan Paints and Chemical Limited

Wall Max Paints

CHAPTER-VI

ORGANISATION STRUCTURE

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CHAPTER IIV

PRODUCT PROFILE


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Interior Wall Coatings

Exterior Wall Coatings

Berger Metal & Wood Paints

Protective Coating

Undercoats

Construction Chemicals

Express Painting


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CHAPTER IIIV

DEPARTMENTAL PROFILE


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Production Department


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Production is the functional area responsible for turning inputs into finishedoutputs through a series of production processes. The Production Manager isresponsible for making sure that raw materials are provided and made intofinished goods effectively. He or she must make sure that work is carried outsmoothly, and must supervise procedures for making work more efficient and

more enjoyable.

The design and technical support department will be responsible for researching

new products or modifications to existing ones, estimating costs for producing in

different quantities and by using different methods. It will also be responsible for

the design and testing of new product processes and product types, together with

the development of prototypes through to the final product. The technical support

department may also be responsible for work study and suggestions as to how

working practices can be improved.

The works department will be concerned with the manufacture of products. Thiswill include the maintenance of the production line and other necessary repairs.The works department may also have responsibility for quality control andinspection.

PARTNERS

PRODUCTION

DEPARTMENT

MANAGER


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A key aspect of modern production is ensuring quality. The term quality meansfitness for purpose i.e. a product, process or service should do exactly what isexpected of it.

The production department is responsible for converting inputs into outputsthrough the stages of production processes. The Production Manager isresponsible for making sure that raw materials are provided and made intofinished goods effectively. He or

she must make sure that work is carried out smoothly, and must supervise procedures for making work more efficient and more enjoyable.

There are five production sub-functions:

Production and planning.

They will set the standards and targets at each stage of the production process.The quantity and quality of products coming off a production line will be closelymonitored.

Purchasing department

This department will provide the materials, components and equipment required.An essential part of this responsibility is to ensure that stocks arrive on time andare of good quality

The stores department

The stores department are responsible for stocking all the necessary tools, rawmaterials and equipment required to service the manufacturing process.


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The design and technical support department

They are responsible for the design and testing of new product processes and product types, together with the development of prototypes through to the final

product.

The works department

This department is concerned with the manufacture of products. This will includethe maintenance of the production line and other necessary repairs. The worksdepartment may also have responsibility for quality control and inspection.

Total quality management

Car plants like Leyland build quality into every stage of the production process.Every employee is expected to take responsibility for managing quality issues inorder to make sure that waste is minimised and quality maximised. This is oftenreferred to as total quality management and is part of the lean production methodsused in modern industry.

For businesses to be competitive, Production and Marketing need to work in anintegrated way. Marketing is concerned with knowing and understanding therequirements of customers, so that Production can provide the market led

products that are required. This also requires excellent communication systems to be in place.

5 P`s of Production Management

1.1

PURPOSE

Purpose is the first of the five P's of lean manufacturing. Companies must decide

the purpose for which they are creating their project. Profit is one motive, but

only one among many. Some companies may develop products or services with a

philanthropic purpose, while yet others may simply develop products that solve a

pressing need or problem.


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1.2 PROCESS

The process by which a business goes about reaching the customer and producing

the product is the second of the five P's. The process generally refers to the way

that a business conducts itself in relation to the customer and its day-to-day

internal operations. How a company markets, for instance, will determine howeffective it is in reaching the intended target market.

1.3

PEOPLE

Closely tied to the purpose of the product are the people who comprise the third

of the five P's. The people for whom the product will be created and who will

benefit from it are those at the heart of this concern. People comprise the target

market of a manufacturer because without these people, there would be no need

for the product in the first place.

1.4 PLATFORM

The platform upon which a company carries out its process is the fourth of the

five P's. This refers primarily to the various tools and technologies that a

company has at its disposal. For instance, a company that has a specific

manufacturing technique that sets it apart from its competitors will use that as

part of its manufacturing platform. Other technologies such as software, databases

and computer networks may also comprise part of this platform.

1.5 PERFORMANCE

Performance is the final aspect of this manufacturing approach. Performance

refers to the way in which the company assesses its ability to fulfil the original

purpose. Companies will generally apply some standard of measure to determine

whether they are successful and whether changes need to be implemented.

OBJECTIVE OF PRODUCTION MANAGEMENT

1. To produce goods and services as per the estimated manufacturing cost andminimum inputs of resources.


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2. To produce right quality goods and services as per the establishedstandards and specifications.

3. To produce goods and services as per the decided time schedule.

4. Minimize the use of resources to the optimum level. These are 4 M’s:- like

Machinery, Materials, Manpower and Money. These inputs are to be used to full

extent to result minimum cost, quality and time.

5. Maximize the utilization of manpower.

6. Minimizing the total cost of production with continuous elimination of non-value added activities and improving labour productivity on the production shopfloor.

Work Plans Organizations are neither the rational, harmonious entities celebrated inmanagerial theory nor the arenas of apocalyptic class conflict projected byMarxists (1980). Hardy and Clegg (1996) believe that modern organizations

passed by the guild structures and as organizations grew larger, skills becomeincreasingly fragmented and specialized and positions become more functionally

differentiated. Leavitt had defined three approaches to organization, whichincludes structure, technology and people (1964). New formal guidelines and

procedures like organization chart, budgeting methods, rules and regulations canalso be structural approaches on inducing change. On the other hand,rearrangements in work flow through new physical layouts, work methods, jobdescriptions and work standards can be done as technological approaches. Someorganizations stress on people approaches which includes alterations in attitudes,motivation and behavioural skills. This can be done through new training

programs, selection procedures, and performance appraisal schemes.

Planning is commonly known as the process of formulating in advance as


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organized behaviour action. While it is true that people do not always plan theiractions, it is

inherent for any organizations to plan. However, whether dealing with the context by which planning is occurring, whether on the individual or organizational level,the process takes shape according to the prevailing attitudes, beliefs and goalsinvolved. Planning also bears different meaning to different social groups.Any commercial, entrepreneurial, private as well as public organizations andinstitutions who has a financial arm to manage the funds of the group, is facedwith the objective of maximizing the shareholder wealth and not the profit as wasstated in the theory of financial management. The business, in order to effectivelyexecute any business strategy or plan, should be able to determine first and

identify the resources that are available in the company. Studying and examiningthe opportunities of the available resources will help in constructing a business

plan which will be profitable.

Management of Competing Demands and Priorities an information system is indispensable in every organization as reflected in its

role, purpose, and sources of information. Information system plays a crucial roleand is a contributory factor in the success of an organization for the modificationof present plans and strategies of an organization and the formulation of futuregoals, approaches, and steps the organization will undertake are based on the dataobtained in the past and converted to information organized in the system.Furthermore, it could be noticed that in such modification and formulation,decision-making is essential. Hence, information system influences decisionsthereby affecting the status of the organization at the present and in the future.

With the ever-increasing demands by the clients and customers, raw materialssuppliers, as well as the pressure from the upper management of the organizationfor increased efficiency and profit, collaborating and effective management of

priorities in the production constantly pose challenges and beset the operationsmanagement of the company. As such, it is inevitable that the organizationimplement programs and production systems that will best suit the needs of thecompany and its clients. The


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discussion below presents the IT system and techniques used in the companyalong with the lean management initiative to add value to the production processand overall operations of the business organization.Generating manual and IT systems in the workplace provides a more advantage in

terms of receiving, recording, processing, storing and transferring information.

The development of Lean Quality Management System is one of the qualitymanagement approaches that address the business setting at present. It wasdeveloped to:

(1) Save thousands of dollars each year by avoiding the waste associated with a paper quality system,

(2) harness the creativity of employees while maintaining control of their projects,

(3) Perform tasks that are clearly assigned, defined, communicated and focused,

(4) Spend less time managing the quality system and more time improving thevalue stream,

(5) reduce training costs by integrating procedures with training,

(6) Provide a management system that provides the who, what and when, and

(7) Provide the metrics to drive your organization to ever-higher levels of performance and success which works just as well for small as large companies(Lean Software Quality Management).

The Lean Value Chain of Production System Model below illustrates howcompanies at present gain competitive advantage by adding value to the overalloperation of the organization through efficient production system (2006).Business firms that utilize the value chain management strategy also considerincreasing the companies' relationship with its shareholders by separating the

business system into a series of value-generating activities, namely:

(a) Inbound logistics,


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(b) Operations,

(c) Outbound logistics,

(d) Marketing and sales, and

(e) Customer service.

In effect, from the receiving and warehousing of raw material from the suppliers,all throughout the manufacturing and production process, as well as in the entirethe distribution and sales of finished goods, the value-generating activities aresupported by the infrastructure of the firm, its human resources management, andthe technology it uses (2005).

The lean machine is known in the ease of its use and installation as well as itscost

effectiveness in dealing with wastes in most quality systems thereby saving timeand money for the software. It can integrate information, reports, graphs, andother tools that work together to simplify and deliver information for improved

business operations which minimize the time spent on other software programs ().

Training and Development Plan

Business organizations nowadays offer two-way learning experience within thecompany between the employers and the employees. Employers benefit largelyfrom trainings that they offer to staff and members of the firm given that theexpected knowledge and skills were learned through the organizations venture ontheir human resources. At the best possible results, the organization will gaincompetitive attitude in the business world by housing in competitive and qualified

workers. Employees on the other hand, are given the opportunity to improve ontheir work capabilities as qualified and productive members of the modern andinformation age work force.Ensuring employee performance requires establishing a level of competencewhich the employee should be aware of as a target to be achieved. This is themeasure to be used by managers in determining compliance with the standard andin identifying problems met by the employees in meeting the standard. Indeveloping a training program to enhance the productivity of employees themanager will look at the competency problems of the employees and fashion the

program to enable the employees to reach and even exceed the competencystandard established for their work. This requires a great amount of


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perceptiveness on the part of the manager in determining what method of trainingwill be most effective in improving employee competence. Some of the trainingincludes computer software training, internet-based training and self-teaching byencouraging innovativeness in the workplace (1998).

Employers need to enrol their staff in annual or quarterly training courses toupgrade their skills and enrich their knowledge so as to foster individual and

personal development and improvement. Possibilities of promotion through theiracquired knowledge and improved skills as competitive employees should always

be reminded

to the staff as a form of motivation to encourage productive outputs.Incentives in the form of financial aids like bonuses and other materialcompensations as well as intrapersonal rewards such as positive critical feedbacksand recognition should be endorse by the company to boost confidence andmotivate the employees. This in turn will also be profitable to the organizationitself due to increased output of the work force.

It is also apparent that equal relations between the employer and the employees

should be practiced to encourage productivity in the business organization.Enhancing good working relations among all the employees and preserving agood working environment and atmosphere ideally, will provide harmoniousrelationship inside the business organization. Maintaining such condition withinthe office will elicit productivity from the employees as they enjoy their duties ofaccomplishing their

tasks and will help in reducing stress and eventual burnout in the workplace.Encouragement of wider work responsibility of basic skills such as developmentand learning courses should be given to employees on specified times of the year.This will restore fresh knowledge to old employees. In the case of newly hiredstaff, more comprehensive and rigorous training exercises should be applied to

better prepare them of the workloads they will be responsible of in the actual business transaction and work process. Promoting individual competence andcompetitiveness among the staff and other members of the organization will be of

benefit to the company since this will uphold and advance the initiative workattitude.


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Team building exercises wherein work peers as well as the supervisors will be participating should be regularly held. Bonding activities like out of town tripscan be psychologically helpful to all the employees that will elicit bond among

the people inside the company as well as for the employers to know their workteam.Since workplace learning and training programs in business organizations is acommon practice nowadays, more trust should be given to the work team of thecompany. Entertaining and respecting solicited opinions and ideas of ordinaryemployees will be of help in setting the corporate goals of the company since thestaff is encouraged to think as owners of the business enterprise.

SCOPE & ACTIVITIES OF PRODUCTION MANAGEMENT

There are two types of scope & activities of production management:

1. Strategic level.

(a) Design & development of new product.

(b) Process design & Planning

(c) Facilities location & layout planning (d) Design of material handling (e) Capacity planning

2. Operational level.

(a) Production Planning (b) Production Planning (c) Inventory Control

(d) Product maintenance & replacement

(e) Cost Control & Cost Reduction


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ROLE AND SCOPE OF PRODUCTION MANAGEMENT

Production ManagementConcept:

Production management is the process of designing, manning operating,servicing, andCentralizing the activities of a manufacturing organisation, responsible for theactual transformation of material inputs into marketable finished goods.Production planning and control which is an integral and important part of theProduction Management has to play a vital role. Production management is todecide the objectives of production. This will involve all the functions of

planning, organising, directing and controlling the production activities from theshort term and long term aspect.

Production management is a sub-system of the business organisation. Productionmanagement is what a production manager does. The production manager’s role

is that of a decision maker. After he has planned allocation of inputs, the creationof value through production process can begin. Once the production processes arestarted, it must be controlled. The control involves observing results and checkingthat they

confirm to the original plans. The management is to plan, organise, direct andcontrol the production activities of a business concern.

In general, transformation processes can be categorised as follows:

Physical in manufacturing – raw material into a product

Location in transportation – sand from sea beach to construction site

Exchange in retailing – from product sell to price

Storage as in warehousing – fishes in cold storage for future use.

Physiological as in health care – fitness instructions

Information as in telecommunication and education – lessons by teachers.


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Scope of Production Management

The scope of production management with various areas of BusinessOrganisation as are follows: The basic functions of Business Organisation are

Finance, Marketing, Finance and

Production and Industrial Engineering.

1. Finance and Production:

Finance provide the necessary funds for the maintenance of Production andMarketing activities. Funds not only comes from the sale of goods and services

but also acquired through loans – from banks and other financial institutions, sale

of stock investment and income.

2. Marketing:

The object of production activity is to provide inputs which include rawmaterials‟ men, machine, operating supplies, semi-finished products, water, and

power and place etc. the inputs are assembled and changed to finished goodsthereby creating value. The finished products and services are available so thatthe marketing functions can be utilised to provide, sell and distribute them. Thus

production and marketing are separate yet inter-dependent functions in business.

3. Personnel and Production:

The personnel function in any business organisation is mainly concerned with allmatters related to manpower as an input system of business organisation. From

the view point of the production manager following are the various areas ofmutual interest.

(i) Recruitment and selection

(ii) Training and development of employees

(iii) Labour relations

(iv)

Safety


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(v) Wage and salary administration including various incentive Programmes.

(vi) Motivating employees to give their best

4.

Production and Industrial Engineering:

This department is responsible for translating the ideas developed in research anddevelopment, marketing research into realities. The main object is to search forthe

most efficient way of producing products under certain constraints such asmaterial, manpower, machines, money etc.

1. Job Production:

In Job Production the whole product is looked as one job which is to becompleted before going on to next. The most common examples are building aship or a large civil engineering construction job. Job production is hot confinedto large projects, it could be the making of a special piece of equipment or a tool

2. Batch Production:

If qualities of more than one are being made, it is sometimes convenient to splitthe production into a series of manufacturing stages or operations. Each operationis completed as one of the single items being made, before the next operation isstarted. In this way a group of identical products, or a batch are made, whichmove through the production process together.

3. Flow Production:

When there is continuous demand for a product, it is sometimes worthwhilesetting-up facilities to make that product and no other product. In thesecircumstances flow production may be the best way of operating. Here themanufacturing is broken down into operations, but each unit moves, or flows,from one operation to the next individually, and not as one of a batch examplesare motor manufacturing, fertiliser, pharmaceutical and urea manufacturing. Since

only one product is being made there are no problems about priorities, but it is


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necessary to balance the work load at all stages of manufacture. Examples aremotor car manufacturing.

5. MASS PRODUCTION

One option is to use mass production to produce your muffins. Mass production

allows you to make massive amounts of muffins in a very efficient manner

utilizing machinery, assembly lines and specialized labour. Each employee will

be assigned a specialized task.

You'll have employees that are responsible for putting the ingredients into

industrial mixers and employees responsible for monitoring the baking process.You'll also have employees who monitor the quality of the muffins as they leave

the ovens and employees who package the muffins. Other employees will

transport the packaged

muffins to your shipping department for distribution to your retailers. This is a

type of flow production where all production activities flow smoothly in onedirection throughout the factory.

6.

FLEXIBLE MANUFACTURING SYSTEM

You've looked into purchasing a flexible manufacturing system, but don't have

the cash to do it right now. A flexible manufacturing system would allow you to

almost completely automate your muffin manufacturing. Flexible manufacturingsystems usually increase productivity and reduce costs in the long run. It also

leaves the boring part of the job to the machines.

7. JUST-IN-TIME PRODUCTION

You pride yourself on your organic muffins. Since you want to keep the same

level of quality when you go national, you are looking into just-in-time

production. When using just-in-time production, you will not need to keepmuch inventory of muffins beyond what has been ordered by your retailers. This


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not only keeps your muffins fresh, but your business partner happy because it also

means you won't have a bunch of cash tied up in flour, yeast and blueberries until

you need them.

Functions of Production and Operations Management:

1) Technology Selection and Management:

This is pertaining to long term decision with some spill over into the intermediateregion. Although it is not immediately connected with the day to day short termdecisions handled in the facility plant, it is an important problem to be addressed

particularly in a manufacturing situation in an age of technological advances, so

that an appropriate choice is made by a particular organization to suit itsobjectives, organizational preparedness and its microeconomic perspectives.

2) Capacity Management:

The capacity management aspect once framed in a long term perspective revolvesaround the matching of available capacity to demand or making certain capacity

available to meet the demand variations. Capacity management is very importantfor achieving the

Organizational objectives of efficiency, customer service and overalleffectiveness. While lower than needed capacity results in non-fulfilment of someof the customer services and other objectives of the production operations system,a higher than necessary capacity results in lowered utilization of resources. Therecould be a „flexibility‟ built into the capacity availability but this depends uponthe „technology‟ decision to some extent and also on the nature of the production/ operation system, a higher than necessary capacity results in lowered utilizationof resources.As the product variety increases, the systems of production / operations change ina system characterized by large volume low variety, one can have capacities ofmachinery and men which are inflexible while taking advantage of the repetitivenature of activities involved in the system.

3) Scheduling:


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Scheduling in another decision area of operations management which deals withthe timing of the various activities – time phasing of the filling of the demands orrather the time phasing of the capacities to meet the demand as it keepsfluctuating, it is evident that as the span of fluctuations in variety and volume gets

wider the scheduling problem assumes greater importance. Thus in job shop (i.e.tailor made physical output or service) type operations system, the schedulingdecisions are very important which determine the system effectiveness (eg.Customer delivery) as well as the system efficiency (i.e. the productive use ofmachinery and labour)

4) System Maintenance:

The fourth area of operations management is regarding safeguards – that only

desired outputs will be produced in the „normal‟ condition of the physicalresources and that the condition will be maintained normal. This is an importantarea whereby „vigilance‟ is maintained so that all the good work of capacity

creation, scheduling etc. is not negated. Technology and / or process selection andmanagement has much to contribute towards the problem. A proper selection andmanagement procedure would give rise to few problems. Further the checks(qualityChecks, physical / non-physical output) on the system performance and correctiveaction (ex-repair of equipment) would reduce the chances of the desired output

being served. In a manufacturing industry there may be physical defects. Inservice operations, it could be a breach of confidence of the customers like thestealing of credit and accounts of the customers.

Functions of Production Manager:

The functions of Production Manager, like any other manager involves thefollowing six steps:

i. Organising

ii.

Planning


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iii. Directing Operations

iv. Controlling Results

v.

Appraising Performance

vi. Improving Effectiveness

I. Organising:

The first task in developing an effective production planning and control group isto organise all the significant factors affecting the department’s activities. The

production planning and control function must have a solid framework which has purpose, direction and continuity in order to help maintain the basic structure ofthe department as operation changes take place over the years. Without thisframework, the department would not be properly integrated with companyobjectives. The following, in brief, enumerates the organising activities:

(a) Obtain a statement of corporate objectives from top management.

(b) Prepare a statement of departmental objectives

(c)

Develop a policy manual for the production planning and control

(d) Draw up a department organisation chart.

(e) Evolve departmental job descriptions.

(f) Compile a system and procedures manual.

(g) Introduce a manpower rating and inventory system.

(h) Establish basic criteria for the management of developmental Performance.

ii.Planning:

The role of planning is a multiple one. However, one of the basic purpose that itserves to is relate the organisation to actual operations. Effective direction,

control, appraisal and improvement of operations cannot be done, no matter howwell the production department is organised, unless the activities are first


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planned. To try to operate without continuous planning on both-a short and along-range basis will lead to results which are far less than the optimum that isachievable. The following gives the elements or steps that are part of the overallconcept of production, planning and control; hence they should be integrated with

each other, as well as with the elements of other managerial skills.

(a)Prepare a statement of long and short term planning requirements.

(b)Develop operating plans (short and long term).

iii. Direction:

The production planning and control manager must direct the activities of his people within the framework of the total organisation, the manner in which it isdone will determine the precision and effectiveness of the plans themselves, aswell as the quality and value of the organisational planningSome of the basic elements that are essential to success in directing the activitiesare:

(a)Effective decision making.(b)Effective communication and delegation.(c)Effective motivation and supervision(d)Effective coordination and unification.

iv. Controlling:

Control serves to ensure that the activities will be carried out in accordance withthe Plans. Without effective control of his operations, the manager may find thathis planning and organising are in vain. Basic steps for control are:

(a)Measurement of progress and results.

(b)Comparison of results with plans


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(c)Taking corrective action, if called for.

v. Appraising Performance:

Appraisal is primarily aimed at evaluating the results of operating plans on acontinuous basis. In other words, the performance measured in the control phaseof management is reviewed, then thoroughly analysed to establish the cause ofany deviation, so that the proper changes can be made in either plans or practices.Appraisal and control, are of course, very closely allied and are

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History of Paint