PRODUCTION & MATERIALS MANAGEMENT

(Year: 2011-12)

College : Kishinchand Chellaram College Class:SYBMS SEMESTER-III

Professor: Vikram Sir

ACKNOWLEDGEMENT Apart from the efforts by us, the success of any project depends largely on the encouragement and guidelines of the professor therefore we would like to show our greatest appreciation to Prof. Vikram Sir, without his encouragement and guidance this project would not have been possible. We would even like to thanks all the working and non working staff of K.C. College and all those who helped the project to be successful.

GROUP MEMBERS

Names Jyotima Dwivedi Nipul Jain Kinal Jain Nikita Paryani Kanchan Sharma Aayush Koradia Venugopal Maniar

Roll Nos 10 18 22 32 47 60 68

CONTENTS

INTRODUCTION

FUNCTIONS OF PRODUCTION MANAGEMENT

JOB PRODUCTION

BATCH PRODUCTION

MASS PRODUCTION

PROCESS PRODUCTION

ASSEMBLY PRODUCTION

CASE STUDY

COMPUTER APP. IN TOURISM CONCLUSION

INTRODUCTION
Product management is an organizational lifecycle function within a company dealing with the planning or forecasting or marketing of a product or products at all stages of the product lifecycle.

ACCORDING TO ELWOOD BUTTA

Production management deals with the decision making related to production Process of that the resulting goods and service is produced according to specifications In the amounts and at the scheduled demanded and At minimum cost The role of product management spans many activities from strategic to tactical and varies based on the organizational structure of the company. Product management can be a function separate on its own and a member of marketing or engineering. While involved with the entire product lifecycle, product management's main focus is on driving new product development. According to the Product Development and Management Association (PDMA), superior and differentiated new products ones that deliver unique benefits and superior value to the customer is the number one driver of success and product profitability. Depending on the company size and history, product management has a variety of functions and roles. Sometimes there is a product manager, and sometimes the role of product manager is shared by other roles. Frequently there is Profit and Loss (P&L) responsibility as a key metric for evaluating product manager performance. In some companies, the product management function is the hub of many other activities around the product. In others, it is one of many things that need to happen to bring a product to market and actively monitor and manage it in-market. Product management often serves an inter-disciplinary role, bridging gaps within the company between teams of different expertise, most notably between engineering-oriented teams and commercial-oriented teams. For example product managers often translate business objectives set for a product by Marketing or Sales into engineering requirements. Conversely
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they may work to explain the capabilities and limitations of the finished product back to Marketing and Sales. Product Managers may also have one or more direct reports who manage operational tasks and/or a Change Manager who can oversee new initiatives.

FUNCTIONS OF PRODUCTION MANAGEMENT

The functions of Production Management depend upon the size of the firm. In small firms the Production Manager may have to look after production planning and control along with Personnel, Marketing, Finance and Purchase functions. In medium sized firms, there may be separate managers for Personnel, marketing and Finance functions. But the production planning and control and Purchase And stores may be under the control of Production management department. In large sized firms the activities of Production Management are confined to the management of production activities only. As such, there are no hard and fast rule or guidelines to specify the function of Production Management, but in the academic interest we can mention some of the functions, which are looked after by the Production Management department. They are:

(i) Materials: The selection of materials for the product. Production manager must have sound Knowledge of materials and their properties, so that he can select appropriate materials for his product. Research on materials is necessary to find alternatives to satisfy the changing needs of the design in the product and availability of material resumes.

(ii) Methods: Finding the best method for the process, to search for the methods to suit the available resources, identifying the sequence of process are some of the activities of Production Management.

(iii) Machines and Equipment: Selection of suitable machinery for the process desired, designing the maintenance policy and design of layout of machines are taken care of by the Production Management department.

(iv) Estimating: To fix up the Production targets and delivery dates and to keep the production costs at minimum, production management department does a thorough estimation of Production times and production costs. In competitive situation this will help the management to decide what should be done in arresting the costs at desired level. (v) Loading and Scheduling: The Production Management department has to draw the time table for various production activities, specifying when to start and when to finish the process required. It also has to draw the timings of materials movement and plan the activities of manpower. The scheduling is to be done keeping in mind the loads on hand and capacities of facilities available. (vi) Routing: This is the most important function of Production Management department. The Routing consists of fixing the flow lines for various raw materials, components etc., from the stores to the packing of finished product, so that all concerned knows what exactly is happening on the shop floor. (vii) Dispatching: The Production Management department has to prepare various documents such as Job Cards, Route sheets, Move Cards, Inspection Cards for each and every component of the product. These are prepared in a set of five copies. These documents are to be released from Production Management department to give green signal for starting the production. The activities of the shop floor will follow the instructions given in these documents. Activity of releasing the document is known as dispatching. (viii) Expediting or Follow up: Once the documents are dispatched, the management wants to know whether the activities are being carried out as per the plans or not. Expediting engineers go round the production floor along with the plans, compare the actual with the plan and feed back the progress of the work to the management. This will help the management to evaluate the plans.

(ix) Inspection: Here inspection is generally concerned with the inspection activities during production, but a separate quality control department does the quality inspection, which is not under the control of Production Management. This is true because, if the quality inspection is given to production Management, then there is a chance of qualifying the defective products also. For example Teaching and examining of students is given to the same person, then there is a possibility of passing all the students in the first grade. To avoid this situation an external person does correction of answer scripts, so that the quality of answers are correctly judged.

(x) Evaluation: The Production department must evaluate itself and its contribution in fulfilling the corporate objectives and the departmental objectives. This is necessary for setting up the standards for future. What ever may be the size of the firm; Production management department alone must do Routing, Scheduling, Loading, Dispatching and expediting. This is because this department knows very well regarding materials, Methods, and available resources etc. If the firms are small, all the above-mentioned functions (i to x) are to be carried out by Production Management Department. In medium sized firms in addition to Routing, Scheduling and Loading, Dispatching and expediting, some more functions like Methods, Machines may be under the control of Production Management Department. In large firms, there will be Separate departments for Methods, Machines, Materials and others but routing, loading and scheduling are the sole functions of Production Management. All the above ten functions are categorized in three stage, that is Preplanning, Planning and control stages.

JOB PRODUCTION
In this system Products are manufactured to meet the requirements of a Specific order. The quantity involved is small and the manufacturing of the product will take place as per the specifications given by the customer. Job production involves producing a one-off product for a specific customer. Job production is most often associated with small firms (making railings for a specific house, building/repairing a computer for a specific customer, making flower arrangements for a specific wedding etc.) but large firms use job production too. Examples include: Designing and implementing an advertising campaign Auditing the accounts of a large PUBLIC COMPANY. Building a new factory installing machinery in a factory The following are the important Features of job shop type production system: Machines and methods employed should be general purpose as product changes are quite frequent. Planning and control system should be flexible enough to deal with the frequent changes in product requirements. Man power should be skilled enough to deal with changing work conditions. Schedules are actually nonexistent in this system as no definite data is available on the product. In process inventory will usually be high as accurate plans and schedules do not exist. Product cost is normally high because of high material and labour costs. Grouping of machines is done on functional basis (i.e. as lathe section, milling section etc.) This system is very flexible as management has to manufacture varying product types.

Material handling systems are also flexible to meet changing product requirements. In this system products are made to satisfy a specific order. However that order may be producedonly once or at irregular time intervals as and when new order arrives or at regular time intervals to satisfy a continuous demand Job production, sometimes called jobbing, involves producing a oneoff product for a specific Customer. Job production is most often associated with small firms (making railings for a specific houseBuilding/repairing a computer for a specific customer, makin g flower arrangements for a specificWedding etc.) But large firms use job pr oduction too.

Examples include:
Designing and implementing an advertising campaign Auditing the accounts of a large public limited company Building a new factory Installing machinery in a factory Machining a batch of parts per a CAD drawing supplied by a customer Fabrication shops and machine shops whose work is primarily of the job prod uction type are often Called job shops. The associated people or corporations are sometimes called jobbers.

Benefits and disadvantages

Key benefits of job production include: work is generally of a high quality a high level of customisation is possible to meet the customer's exact requir ements significant flexibility is possible, especially when compared to mass producti on workers can be easily motivated due to the skilled nature of the work they are performing.

Disadvantages include:

higher cost of production requires the use of specialist labour (compare with the repetitive, lowskilled jobs in mass production) slow compared to other methods(batch production and mass production)

Essential features
There are a number of features that should be implemented in a job producti on environment, they Include: Clear definitions of objectives should be set. Clearly outlined decision making process. Job production s used to refer to when a product is produced with the labour of one or few workers.
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Job production is scarcely used for bulk and large scale production and mainly used for one offProducts or prototypes,as it is inefficient; however, q uality is greatly enhanced with job productioncompared to other methods.In dividual wedding cakes and made-to measure suits are also examples of Job Production. New, small, firms often use job production, before they get a chance to expand. Production is usually motivating for workers, because it gives the workers an opportunity to produce the Whole product and take pride in it. JOb Shop Production usually refers to manufacturers that produce items that are "one of a kind".

Classification of Job production

(1) The Job produced only once: Here the customer visit the firm and book his order. After The completion of the product, he takes delivery of the product and leaves the firm. He may Not visit the firm to book the order for the same product. The firm has to plan for material, Process and man power only after receiving the order from the customer. The firms have no Scope for pre-planning the production of the product. (ii) The job produced at irregular intervals: Here the customer visits the firm to place orders For the same type of the product at irregular intervals. The firm will not have any idea of Customers visit. Here also planning for materials, process and manpower will start only after taking the order from the customer. In case the firm maintains the record of the Jobs Produced by it, it can refer to the previous plans, when the customer arrives at the firm to Book the order. (iii) The Jobs Produced periodically at regular intervals: In this system, the customer arrives At the firm to place orders for the same type of product at regular intervals. Here firm knows Very well that the customer visits at regular intervals, it can plan for materials, and process And manpower and have them in a master file. As soon as the customer visits and books the Order, the firm can start production. If the volume of the order is considerably large and the Number of regularly visiting customers are large in number, the Job Production system slowly transform into Batch Production system.
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Batch production is the manufacturing technique of creating a group of

components at a workstation before moving the group to the next step in production. Batch production is common in bakeries and in the manufacture of sports shoes, pharmaceutical ingredients (APIs), inks, paints and adhesives. In the manufacture of inks and paints, a technique called a colour-run is used. A colour-run is where one manufactures the lightest colour first, such as light yellow followed by the next increasingly darker colour such as orange, then red and so on until reaching black and then starts over again. This minimizes the cleanup and reconfiguring of the machinery between each batch. White (by which is meant opaque paint, not transparent ink) is the only colour that cannot be used in a colour-run because a small amount of white pigment can adversely affect the medium colours. The chemical, tire, and process industry (CPT) segment uses a combination of batch and process manufacturing depending the product and plant.

Advantages:
There are several advantages of batch production; it can reduce initial capital outlay because a single production line can be used to produce several products. Batch production can be useful for small businesses who cannot afford to run continuous production lines. If a retailer buys a batch of a product that does not sell, then the producer can cease production without having to sustain huge losses. Batch production is also useful for a factory that makes seasonal items, products for which it is difficult to forecast demand, a trial run for production, or products that have a high profit margin.

Disadvantages:
Batch production also has disadvantages. There are inefficiencies associated with batch production as equipment must be stopped, re-configured, and its output tested before the next batch can be produced. Idle time between batches is known as downtime. The time between consecutive batches is known as cycle time. Cycle time variation is a Lean Manufacturing metric.
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Continuous production is used for products that are made in a similar manner. For example, a certain car model has the same body shape and therefore, many of the same model cars can be made at the same time without stop, reducing manufacturing cost.

CHARACTERISTICS:
1. A production line is set up. 2. Each worker completes one task and passing down the production line to the next worker. 3. The workers are semi skilled or unskilled. 4. The workers must be able to switch from one part of the production line to another. They are called a flexible workforce 5. The production line can be changed quickly, so that different products can be made. 6. Often individual parts of the product are bought from other companies and assembled on the production line. 7. The production lines run for a certain amount of time and then the product is changed.

Examples:
FURNITURE ELECTRICAL GOODS CLOTHING NEWSPAPERS BOOKS SAMPLE PRODUCTS

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Mass production (also called flow production, repetitive flow

production, series production, or serial production) is the production of large amounts of standardized products, including and especially on assembly lines. The concepts of mass production are applied to various kinds of products, from fluids and particulates handled in bulk (such as food, fuel, chemicals, and mined minerals) to discrete solid parts (such as fasteners) to assemblies of such parts (such as household appliances and automobiles). The term mass production was defined in a 1926 article in the Encyclopedia Britannica supplement that was written based on correspondence with Ford Motor Co. The New York Times used the term in the title of an article that appeared before publication of the Britannica article. It was also referenced by Sir Chiozza Money, the Fabian banker, politician and author, writing in the London Observer in 1919, comparing the efficiency of Mass Production techniques as used in America, with British practice. Mass production of assemblies typically uses electric-motor-powered moving tracks or conveyor belts to move partially complete products to workers, who perform simple repetitive tasks. It improves on earlier high-output, continuous-flow mass production made possible by the steam engine. Mass production of fluid and particulate matter typically involves pipes with centrifugal pumps or screw conveyors (augers) to transfer raw materials or partially complete product between vessels. Fluid flow processes such as oil refining and bulk materials such as wood chips and pulp are automated using a system of process control which uses various instruments to measure variables such as temperature, pressure, volumetric throughput and level, providing feedback to a controller that holds a setpoint. Bulk materials such as coal, ores, grains and wood chips are handled by belt, chain, slat, pneumatic or screw conveyors, bucket elevators and mobile equipment such as front end loaders. Materials on pallets are handled with fork lifts. Also used for handling heavy items like reels of paper, steel or machinery are electric overhead cranes, sometimes called bridge cranes because they span large factory bays. Mass production is capital intensive and energy intensive, as it uses a high proportion of machinery and energy in relation to workers. It is also usually automated to the highest extent possible. With fewer labour costs and a faster rate of production, capital and energy are increased while total expenditure per unit of product is decreased. However, the machinery that is needed to set up a mass production line (such as robots and machine presses) is so expensive that there must be some assurance that the product is to be successful to attain profits.

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One of the descriptions of mass production is that "the skill is built into the tool", which means that the worker using the tool need not have the skill. For example, in the 19th or early 20th century, this could be expressed as "the craftsmanship is in the workbench itself" (not the training of the worker). Rather than having a skilled worker measures every dimension of each part of the product against the plans or the other parts as it is being formed, there were jigs ready at hand to ensure that the part was made to fit this set-up. It had already been checked that the finished part would be to specifications to fit all the other finished partsand it would be made more quickly, with no time spent on finishing the parts to fit one another. Later, once computerized control came about (for example, CNC), jigs were obviated, but it remained true that the skill (or knowledge) was built into the tool (or process, or documentation) rather than residing in the worker's head. This is the specialized capital required for mass production; each workbench and set of tools (or each CNC cell, or each fractionating column) is different (fine-tuned to its task).

Characteristics of Mass Production

Particularly suited for high demand items Production lot size is very high and production rate is continuous Product variety is very low, which may be one of its kind Special purpose tools and equipments may be needed Skill level of workers may be moderately low as repeated work on same machine is needed Entire plant is designed to cater to a few special varieties of products Higher investment in machine is needed due to specialized machine and special purpose operation

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Advantages & Disadvantages of Mass Production

The economies of mass production come from several sources. The primary cause is a reduction of nonproductive effort of all types. In craft production, the craftsman must bustle about a shop, getting parts and assembling them. He must locate and use many tools many times for varying tasks. In mass production, each worker repeats one or a few related tasks that use the same tool to perform identical or near-identical operations on a stream of products. The exact tool and parts are always at hand, having been moved down the assembly line consecutively. The worker spends little or no time retrieving and/or preparing materials and tools, and so the time taken to manufacture a product using mass production is shorter than when using traditional methods. The probability of human error and variation is also reduced, as tasks are predominantly carried out by machinery. A reduction in labour costs, as well as an increased rate of production, enables a company to produce a larger quantity of one product at a lower cost than using traditional, non-linear methods. However, mass production is inflexible because it is difficult to alter a design or production process after a production line is implemented. Also, all products produced on one production line will be identical or very similar, and introducing variety to satisfy individual tastes is not easy. However, some variety can be achieved by applying different finishes and decorations at the end of the production line if necessary. The Ford Model T produced tremendous affordable output but was not very good at responding to demand for variety, customization, or design changes. As a consequence Ford eventually lost market share to General Motors, who introduced annual model changes, more accessories and a choice of colors. With each passing decade, engineers have found ways to increase the flexibility of mass production systems, driving down the lead times on new product development and allowing greater customization and variety of products.

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Example of Mass Production

Production of biscuits in a factory can be taken as an example of mass production. At every stage a particular operation is performed using a specific machine. As is shown below, packs of identical biscuits are produced in an industrial unit Stage: 1: MIXING: Flour + fat + sugar + bicarbonate + additives Stage: 2: MOULDING: Dough is laminated in a laminator. Stage: 3: GAUZE ROLLS: Laminated dough is cut as per size and shape. Stage: 4: BAKING: Biscuits cut into shapes are baked in the oven Stage: 5: COOLING: Biscuits are cooled in conveyors once they are baked. and

Stage: 6: PACKAGING: The final product is then packed into pouches cartons.

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Process Production:

This system is extended form of mass production where production is carried on continuously through a uniform predetermined sequence of operations. Generally under this system finished product of one process is used in the next process as raw material till the last process. Process production calls for the setting up of automatic machines and equipment as far as possible. Large industries like petroleum refining, heavy chemical industries generally use this system of production. Under this system, generally one principal raw material is transformed into several products at different stages of operations. For examples, crude oil is processed into kerosene gasoline and other products. Production is carried on continuously through a uniform and standardized sequence of operations. Highly sophisticated and automatic machines are used. Process production is employed in bulk processing of certain materials. The typical processing Industries are fertilizers plants, petrochemical plants and milk dairies which have highly automated systems and sophisticated controls. They are not labor-intensive and the worker is just an operator to monitor the system and take corrective steps if called for. Manufacturing cost in process production is lowest. Size and capital investments are very huge in this production method

Production process of Manufacturing of cement The main raw materials used in the cement manufacturing process are limestone, sand, shale, clay, and iron ore. Mining of limestone requires the use of drilling and blasting techniques. Material is loaded at the blasting face into trucks for transportation to the crushing plant. Depending on size, the minor materials (sand, shale, clay, and iron ore) may or may not be crushed . Each raw material is proportioned to meet a desired chemical composition and fed to a rotating ball mill with water. The black, nodular clinker is stored on site in silos or clinker domes until needed for cement production. Clinker, gypsum, and other process additions are ground together in ball mills to form the final cement products. Each cement product is stored in an individual bulk silo until needed by the customer. Bulk cement can be distributed in bulk by truck, rail, or water depending on the customer's needs.

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Assembly line
Most engineered products-from pencil sharpeners to aircraft engines-are assembled units. During product design and development, designers traditionally consider not only functionality but also ease of manufacture of individual components and parts. However, little attention is given to those aspects of design that will facilitate assembly of parts. Assembly-related problems are typically discovered on the shop floor when it is either too late or too expensive to remedy them. Given the under-emphasize on assembly design, this paper examines the current approach to teaching assembly design/drafting in the mechanic/ manufacturing engineering technology graphics curriculum. It presents an alternative approach in which the focus is shifted from assembly drafting to assembly design. Assembly models, which facilitate the construction, modification and analysis of complex assemblies, are a critical component in the assembly design process. These modules are found in many parametric solid models, including Pro/ENGINEER.

Assembly Modelling
Assembly modelers can be defined as advanced geometric modelers in which the data structure is extended to allow representation and manipulation of hierarchical relationships and mating conditions.19 Geometric modeling systems, whether they are wire-frame, surface or solid, have been used mainly to design or model an individual part rather than for the assembly of parts.20 Their data structure is designed to store and manipulate geometric data of individual parts only. Such systems, therefore, facilitate the analysis of individual parts and components. Assembly modelers, on the other hand, generate assembly-based data.

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MEDICAL PRODUCTS ASSEMBLY

The Arthur G. Russell Company has built hundreds of machines for the assembly of medical products such as syringes and blood collection tubes. One of the most critical aspects of syringe assembly is the handling of sharp needles. Needles are produced in many different sizes and must be handled with absolutely no damage to the sharp point. The device you see operating here is one station of a large in-line syringe assembly machine. Needles and plastic parts are fed, assembled, glued and inspected with vision systems on a typical assembly machine. It is standard for us to completely assemble and inspect 800 or more parts per minute of a typical needle product. On the station below, needles are loaded into a hopper and transferred by vacuum to the wheel shown on the right. At the bottom of the wheel, needles are transferred to a belt to be presented to a vacuum pickup head. This servo driven assembly provides extremely accurate and high-speed handling of needles. Once the needles have been picked up, they are rotated 90 degrees and inserted into the plastic hubs of the syringes. After they leave this station, glue is applied to each hub-needle assembly and the glue is cured using ultraviolet light. Vision inspections follow along with the addition of other parts of the product, followed by final vision inspection and offloading. We have extensive experience in highspeed assembly of all types of medical products as well as a thorough understanding of FDA requirements for medical product assembly.

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CASE STUDY
Lean production at Portakabin
Introduction Portakabin is an international company. It produces some advanced building systems available. The company is part million turnover Shepherd Group. The Shepherd Group is one family-owned companies in the European building industry 3,500 people. It focuses on three main areas: manufacturing construction property. The name Portakabin is a registered trade mark. This instantly recognisable sign means that no other company can use the Portakabin name on its products. Donald Shepherd, the founder of Portakabin, came up with the idea of stand-alone re-locatable buildings in the 1960s. Since that day, only buildings produced by Portakabin can be called Portakabin buildings. Portakabin uses modular buildings. This means they are made up of one or more modules that are constructed in a factory environment. These are then linked together to form multi-purpose buildings. Typical examples of Portakabin buildings include: of the most of the 700 of the largest and employs

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Portakabin buildings can be erected almost anywhere in the world. Portakabin is able to deliver the same high quality buildings across the globe because it closely monitors processes and standards during production at the Portakabin site. Portakabin is able to deliver value to customers by manufacturing products that exactly meet customer requirements. Lean production is an approach to production that seeks to minimise waste and inefficiency. In short, it means doing more with less. A lean company will make the very most of its resources. Lean production is based on the principle that any use of resources that does not create value for the consumer is waste. This case study focuses on how Portakabin uses lean production methods to ensure it produces a quality product that gives value to the customer.

What is lean production?

The aim of lean production is to reduce the quantity of resources used. Lean production should mean less use of labour, materials, space and time. Portakabin uses three main production methods.

Portakabin is working towards eliminating waste in each of the three areas. Lean production makes it possible to eliminate waste by reducing defects so that products are right first time and are of a quality that meets customer requirements. Quality is a top level objective for the company therefore Portakabin uses a Quality Management System. The purpose of this is to make sure that
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every aspect of what the company does is designed to give customers what they want, for example, a safer learning environment or a more inspiring office. High quality is supported through a process known as Kaizen. Kaizen is a Japanese term which means continuous improvement. Kaizen is typically achieved through small, regular steps rather than the occasional large change. It enables everyone at all levels in the organisation to contribute to improvements. Everyone who works for Portakabin is encouraged to suggest ways of improving production. New ideas bubble up from employees at every stage. For example, an employee in stores may have a good idea about how to manage stock more effectively. Everyone is therefore working to improve quality and give better value to customers. Portakabin is approved to meet the International Standards ISO 9001 and ISO 14001. In order to gain these awards, companies must prove their achievements to International Standards Organisations. Being accredited to International Standards tells customers that an organisation meets the tough guidelines set by awarding bodies. Meeting ISO 9001 shows that Portakabin has a Quality Management System which among other things ensures that: it has a documented set of procedures for all key processes in the business and that these processes are checked for efficiency. outputs are checked for defects and put right where necessary. Meeting ISO 14001 shows that Portakabin also has a well organised environmental management system. An environmental management system helps an organisation to reduce its impact on the environment and minimise pollution.

The emphasis on quality can be illustrated by the Portakabin Lilliput products. Lilliput Childrens Centres are designed to be child-focused. They meet the tough safety and care standards that have been created to protect children: The Childrens Centres provide a resource for the whole community.
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 They can be built in half the time it takes to build using traditional methods. Multi-functional rooms can be used as kitchens, crche facilities, and training rooms as well as nurseries. This contrasts with the much slower process of traditional building with bricks and mortar. These buildings take far longer to construct and building work may be delayed, for example, by poor weather.

Just-in-time production

Just-in-time is perhaps the best known method utilised within a lean production environment. It is a process which aims to reduce the costs of holding stocks. Finished goods, work in progress and raw materials are kept to a minimum level by ensuring that stocks are only produced when they are needed. Quality management system: A system that is created to manage the delivery of quality products and services by an organisation. International Standards: International Standards Bodies create standards for the ways in which organisations are run and products and services provided. They also cover processes carried out. Environmental Management System: A set of rules and guidelines to help everyone understand how best to ensure high standards of environmental care.

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Just-in-time: Production that produces goods to order. The business does not hold any significant level of stock, either of finished products or required supplies e.g. raw materials. Work in progress: Partly finished items that are currently being worked on but have not been completed. Raw materials: Basic material inputs e.g. ores (metal production), grain (bakery products), cocoa (chocolate).

3.Batch production

A batch consists of a run of the same or similar products, such as those for a hospital development. Batch production combines the advantages of producing a relatively large quantity while at the same time tailoring to meet customer needs. 1.Flow production: The production of the modules flows through several stages in the factory. Value is added according to what the customer wants. 2.Cellular production: Cellular buildings are constructed from room sized modules which are put together in a way that meets customers needs. Production methods at Portakabin Leads to efficiency and reduced waste Quality Management System (approved to ISO 9001) Environmental Management System (approved to ISO 14001) Holding stock adds to business costs in a number of ways: Firms have to pay for the storage space where stocks are held. Cash is tied up in stored stocks rather than allowing working capital to be used more efficiently. Regulations or customer requirements may change which could render current stocks unusable. Any defects in large quantities of stock may cause costs of rework. With just-in-time, the demand for new buildings pulls supplies through the system. This is a very important business principle. When demand increases Portakabin orders and builds new component supplies, rather than having these in stock just in case. For example, the Portakabin Ultima range consists of high quality workplaces for up to 1,000 people. In order to meet the demand from businesses for these buildings Portakabin only holds the stocks it needs for orders in process. This reduces costs and ensures that the components ordered specifically meet the requirements of the individual businesses.
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Detailed information technology systems are used to manage the flow of production. These record supplies at every stage of production to ensure components are available exactly when required. Good relationships with suppliers are also necessary as any delay in delivery of raw materials can hold up the entire production process. JIT also helps the internal Portakabin production process by providing components only when needed by the next stage of production. Reducing waste: The Portakabin lean production process encourages waste reduction. Building in a modular way is a lean process. The off-site construction and installation of completed and fitted out modules means that fewer workers are required on site and there is less transport needed. Portakabin has been able to reduce the volume of waste sent to landfill by 60% over the last three years. This has been achieved by: 1. Cutting out waste from the manufacturing system. Portakabin has thought carefully about how it can improve design to reduce waste in manufacturing. Examples of how this has been achieved include: clever design of the modules. This maximises the use of standard width materials and minimises cutting to fit. re-use of materials, for example, door and window shapes cut out from insulated wall panels are re-used for floor insulation. changes in materials used. For example, a new type of insulating foam has reduced material use by 10%. steel beams are supplied to the factory already cut to the precise length required the boards used for floors in Portakabin modules are pre-sized. No trimming is required. As a result no wood particles or dust is created. 2. Recycling waste The Portakabin Group recycles 65% of waste generated in off-site manufacturing: Staff are trained always to think about recycling. For example they learn to use colour coded bins for different types of waste. Recycling in a Portakabin factory is much easier to manage than it would be on a building site. Portakabin has set up waste management teams. These are made up of a production manager and waste contractor. A permanent trainer works for the company and employees are regularly given refresher courses to update them on new ideas. Pallets used for transporting Portakabin products are recycled at every stage of the supply chain.
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Benefits of lean production

Lean production can be seen as providing a win/win/win situation.

Financial benefits The Portakabin production methods reduce the cost of constructing high quality building projects. The lead time between a customer placing an order and the end product being ready is much shorter through the use of the latest technologies under controlled conditions. The main financial benefits include: predictable construction. The construction is factory based so it is not disrupted by weather conditions or site related problems. 99.6% of Portakabin projects are delivered on time and on budget. This compares with a traditional construction industry average of 63% on time and 49% on budget speed of construction. Build times are up to 50% faster than those in traditional building projects quality control. The Portakabin Quality Management Systems and use of lean manufacturing techniques guarantee high quality at every stage of production. Environmental benefits There are a number of important environmental benefits, including: Better thermal performance. Tests carried out on the Ultima buildings show that they exceed air permeability requirements by 70% meaning that the buildings have minimal air leakage and are therefore thermally efficient Ozone-friendly materials. The insulation materials used in the walls, roof and floors have an Ozone Depleting Potential (ODP) of zero meaning that their manufacturing process does not harm the ozone layer reduced noise and pollution. Fewer vehicle movements to construction sites minimise traffic pollution

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 recycling of materials. The buildings are constructed in sections. Later they can be taken apart in simple steps. The steel is 100% recyclable so 96% of the total building is recyclable. Social benefits There are also benefits to the wider community. For example: improved health and safety. Factory-based construction is much safer than a traditional construction site there is far less noise, lorry movements and other nuisance factors to local communities. There are some potential drawbacks of lean production. For example, everyone involved in supplying the new buildings is dependent on the previous stage of production. Delays in deliveries of stock when using a Just-in-Time system can affect the next stage. Adhering to quality standards can take extra time and people which all add costs to businesses. However, if managed carefully, the benefits of adopting a lean approach to production far outweigh the drawbacks.

Conclusion Portakabin provides solutions to help other organisations to manage their changing accommodation requirements. Its modular buildings are put together using lean production methods. Lean processes provide an environmentally-friendly approach in a world of scarce resources. Materials are used more effectively. Time is used more efficiently. Less waste is generated at every stage of lean production. Portakabin modular buildings can be put up very quickly. Problems associated with conventional new buildings such as delay or overspending are eliminated. The net effect is a win/win/win situation for Portakabin, its customers and the environment.

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Computer App. In Tourism Co.

Computer Is Used For Tourism Product Development, Marketing, Distribution and Training of Tourism Sector Personnel Information Technology and The Tourism Industry Components. The Tourism Industry Is Made Up Of Three Major Components: Namely, (I) Transport Sector, Which Includes Air, Water And Surface Transport, (Ii) Accommodation Sector, All Types Of Establishments That Offer Lodging To Visitors (Hotel, Motel, Guest Houses, Caravans Etc.) (Iii) Attraction Sector Which Comprises Manmade And Natural Attractions Which Are Developed To Satisfy Visitors Educational, Recreational, Aesthetic Needs Etc. The Travel Agencies Are Performing Indispensable Task Of Being Intermediary By The Use Of Computers N Computers Reservation System (Crs). Computer Reservation Systems Are Primarily Used Management by Airlines, Hotels, and other Tourism Enterprises. For Inventory and Hospitality

Enhanced And Sophisticated Crs Configurations And Functionality Offer Companies An Integrated Solution For Several Processes Including Managing Sales, Bookings, Customer Relationship Management And Service, Other Marketing Practices, Yield Management, Payments And Accounting Even At A One-To-One Customer Basis (Sigala Et Al., 2001). Integrated Crss Aim To Organize Companies Internally By Enabling Organizational Reengineering/ Restructuring Changes That In Turn Streamline Processes And Foster Functional Efficiency And Effectiveness. Moreover, The Term Central Reservation System Refers To The Crs Developed By Hotel Chains For Centralizing The Reservation Process Of All Their Affiliated Properties And Enabling Multichain Management. The Major Benefits Of Such Systems Are Operational Efficiencies And Staff Reductions. Braham (1988) Briefly Outlined The Processes, Functionalities, And Benefits Of A Crs As Follows:

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* Flexible Inventory Booking Capability * Immediate Availability Update * Overbooking Management * Complete And Detail Reservations Screen * Individual And Group Reservations And Blockings * Travel Agency Information Entry,Activity Reportsand Commission Handling * Guest Information Enquiry * Reservations Linked To City Ledger * Advance Deposit Posting And Auditing * Request For Deposit And Deposit Received * Modifications And Cancellation Confirmations * Free-Form Comments Field On All Reservations * System Generated Confirmation Numbers On All Reservations * User Identification * Confirmations Printed Automatically Or On Demand * Forecast Reports * Current And Future Dates To Five Years Historical Information * Detailed Inventory Control * No-Shows Reports And Handling (Charging And Billing) * Customer Information Past, Present, Future Retained In System. The Primary Reason For Using Computers In The Handling Of Reservations Is To Increase Yield Metrics, But This Entirely Depends On The Level Of Systems Integration (Sigala Et Al., 2001). This Is Because Computer Reservation Systems Not Only Help Tremendously In Processing Reservations, But They Also Support Decision-Making In Marketing And Sales (E.G. Yield Management, Discount Policies, The Creation Of Guest Records Etc.). Integration Between Crss And Distribution Channels Can Improve Efficiency, Facilitate Control, Reduce Personnel, And Enable More Rapid Response Time To Both Customers And Management Requests, Whilst Enabling Personalized Service And Relationship Marketing (Braham, 1988; Oconnor, 1999; Sheldon, 1997). Overall, Most Crss Tend To Serve Several Business Functions As Follows (Buhalis, 2003): * Improve Capacity Management And Operations Efficiency * Facilitate Central Room Inventory Control * Provide Last Room Availability Information * Offer Yield Management Capability * Provide Better Databases Access For Management Purposes
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* Enable Extensive Marketing, Sales And Operational Reports * Facilitate Marketing Research And Planning * Travel Agency Tracking And Commission Payment * Tracking Of Frequent Flyers And Repeat Hotel Guests * Direct Marketing And Personalized Service For Repeat Hotel Guests * Enhance Handling Of Group Bookings. Overall, Braham (1988) And Sigala Et Al. (2001) Analyzed The Levels Of Integration At Which Hotels Can Exploit Crss And Identified The Benefits That Such Systems Integration Can Provide As Follows: * Integration With External Reservations Networks: Examples Here Would Be Airline Global Distribution Systems, Or Partners Corporate Reservation Systems. Traditionally, Third Party Reservation Systems Such As Hotels.Com Operated By Obtaining Guaranteed Allocations Of Rooms From Hotels In Advance That Could Then Be Sold Directly To Travel Agents And The Public. However, Inventory Allocation Does Not Allow The Sale Of The Last Available Room And Disadvantages Efficient Multi-Channel Distribution And Yield Management Strategies. To Optimize Occupancy And Average Room Rates, Seamless Integration Between Company And External Reservation Systems Is Required So That Real-Time Room And Rate Inventory Is Made Available To All Distribution Channels. * In-House Reservations Networks: Hotel Chains And Consortia Integrate Their Crss With Each Property Based Reservation System. Seamless Connectivity Allows Cross-Selling Between Hotel Properties And Multi-Unit Distribution Strategies. Nowadays, Intranets Are Increasingly Used For This Purpose. * Single-Property Reservations Systems: These Systems Handle Reservations That Come From Different Sources, E.G. Telephone, Letter, Fax Etc., Solely For A Hotel Property. This Level Of Integration Refers To The Internal Integration Of The Reservation System With Other Business Systems. * Property Management System (Pms): Integration Between The Crs And Pms Is Required For Enhancing Guest Services By Enabling Crm (Customer Relationship Marketing) Practices, Express Check-In/Out Procedures As Well As For Increasing Operational Procedures, E.G. Housekeeping, Staff Scheduling, Just-In-Time Procurement.

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Conclusion
There Are Many Prominent Mediums And Uses Of It In The Travel And Tourism Industry. They Have Enormous Contribution To Tourism Business Word Wide. Tourism In Todays World Is A Very Big Economic And Social Activity, Generating A Large Amount Of Income, Employment And Foreign Currency And Investment Opportunities. Though, Currently, The Developed Nations Are Getting The Lions Share Of The Benefit Of Tourism, There Is A Promising Future For The Developing Nations Also. The Paramount Use Of It In Tourism Business Activity By Itself Does Not Mean Anything, Unless It Advances The Idea Of Human Development. It Should Contribute To The Overall Development Of Country.

Webliography
www.wikipedia.com www.google.com www.yahooanswers.com

News Papers Referred

Times of India Economic Times

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