INDUSTRIAL ENGINEERING Plant – Selection of site of industry
– Plant layout – Principles of a good layout – types – process, product
and fixed position – techniques to improve layout – Principles of
material handling equipment – Plantmaintenance – importance – Break
down maintenance, preventive maintenance and scheduled
maintenance.
Chapter: 1.2: Plant Safety: Importance – accident - causes an
2. UNIT-I Plant Engineering and Plant
Safety
PLANT ENGINEERING AND PLANT SAFETY
Chapter: 1.1: Plant Engineering :
Plant – Selection of site of industry –
Plant layout – Principles of a good layout –
types – process, product and fixed position –
techniques to improve layout –
Principles of material handling equipment –
Plantmaintenance – importance – Break down
maintenance, preventive maintenance and scheduled
maintenanc
3. UNIT-I Plant Engineering and Plant
Safety
Chapter: 1.2: Plant Safety:
Importance – accident - causes and cost of an accident
- accident proneness
- prevention of accidents - Industrial disputes -
settlement of Industrial disputes –
Collective bargaining, conciliation, Mediation,
arbitration - Indian Factories Act 1948 and its
provisions related to health, welfare and safety.
4. UNIT-II Work Study, Method Study
and Work Measurement
CHAPTER: 2.1: WORK STUDY:
Productivity – Standard of living –
method of improving productivity – Objectives –
Importance of good working conditions
CHAPTER: 2.2: METHOD STUDY:
Definition – Objectives – Selection of a job for method
study –
Basic procedure for conduct of method study – Tools used
– Operation process chart, Flow process chart, two handed
process chart, Man Machine chart, String diagram and flow
diagram.
5. UNIT-II Work Study, Method Study
and Work Measurement
CHAPTER: 2.3: WORK MEASUREMENT:
Definition – Basic procedure in making a time study –
Employees rating factor –
Application of time allowances – Rest, Personal,
Process, Special and Policy allowances –
Calculation of standard time – Problems – Basic
concept of production study –
Techniques of work measurement - Ratio delay study,
Synthesis from standard data, analytical estimating
and Pre determined Motion Time System (PMTS).
6. UNIT-III Principles, Personnel
Management and Organizational
Behavior:
CHAPTER: 3.1: PRINCIPLES OF MANAGEMENT: Definition of
management – Administration - Organization –
F.W. Taylor’s and Henry Fayol’s Principles of Management –
Functions of Manager –
Directing – Leadership –
Types of Leadership – Qualities of a good leader – Motivation –
Positive and negative motivation - Modern management
techniques-
Management Information Systems – Strategic management –
SWOT Analysis - Business Process Re-engineering (BPR) –
Enterprises Resource Planning (ERP) –
Activity Based Management (ABM) – Global Perspective –
Principles and brief descriptio
7. UNIT-III Principles, Personnel
Management and Organizational
Behavior
CHAPTER: 3.2: PERSONNEL MANAGEMENT:
Responsibility of human resource management –
Selection procedure –
Training of workers – Apprentice training – On the job
training and vestibule school training –
Job evaluation and merit rating – objectives and
importance –
wages and salary administration – Components of
wages – Wage fixation –
Type of wage payment – Halsey’s 50% plan, 7 7 182
Rowan’s plan and Emerson’s efficiency plan – Problem
8. UNIT-III Principles, Personnel
Management and Organizational
Behavior
Chapter: 3.3: ORGANIZATIONAL BEHAVIOR:
Definition – organization –
Types of Organization – Line, Staff, Taylor’s Pure
functional types –
Line and staff and committee type – Organizational
Approaches, individual behavior –
causes - Environmental effect - Behavior and
Performance, Perception - organizational
implications.
9. UNIT-IV Financial and Material
Management
Chapter: 4.1: FINANCIAL MANAGEMENT:
Fixed and working capital – Resources of capital –
shares preference and equity shares –
debentures – Type of debentures – Public deposits,
Factory costing –
direct cost – indirect cost – Factory overhead – Selling
price of a product – Profit – Problems.
Depreciation – Causes – Methods - Straight line,
sinking fund and percentage on diminishing value
method – Problems.
10. UNIT-IV Financial and Material
Management
Chapter: 4.2: MATERIAL MANAGEMENT:
Objectives of good stock control system – ABC
analysis of inventory –
Procurement and consumption cycle – Minimum
Stock, Lead Time, Reorder Level –
Economic order quantity - problems – supply chain
management - Introduction –
Purchasing procedure – Store keeping – Bin card.
11. UNIT-V Engineering Ethics and
Human Values
Chapter: 5.1: ENGINEERING ETHICS:
Definition - engineering ethics - personal and business
ethics - duties and rights –
engineering as a profession - core qualities of professional
practitioners –
environment and their impact - code of ethics - procedure
for solving ethical conflicts –
ethical judgement - Kohiberg’s stages of moral
development - value based ethics –
engineers as managers, consultants and leaders -
environmental ethics –
computer ethics - Intellectual Property Rights (IPRs).
12. UNIT-V Engineering Ethics and
Human Values
Chapter: 5.2: HUMAN VALUES :
Morals – values – integrity - service learning –
civic virtue - respect for others –
living peacefully - caring – sharing – honesty - courage
- valuing time cooperation –
commitments – empathy –
selfconfidence – character –
stress management
13. UNIT-I PLANT ENGINEERING AND PLANT SAFETY
: PLANT (INDUSTRY)
An industry is a group of companies that are related
based on their primary business activities. In modern
economies, there are dozens of industry
classifications. Industry classifications are typically
grouped into larger categories called sectors.
14. Selection of site of industry
1. Availability of Raw-Materials:
The place selected should be such where the raw
materials are available easily. There should be an easy
approach to the place of raw-materials.
2. Nearness to the Market
Manufacturing a thing successfully is not sufficient. It is
also necessary that the output should find ready
market and that the product is sold at a price to yield
reasonable profit. This is possible only when the
market is not far away. Nearness of the market ensures
transportation costless and minimum wastage.
15. Selection of site of industry
3. Nearness to Sources of Operating Power:
Every industry requires fuel for working the machinery and
unless the region has rich fuel resources of power now
available are coal, hydro-electricity and oil etc. Coal is the
cheapest source of power, but it is very bulky and involves
high transportation costs.
4. Labour Supplies:
For the successful and un-interrupted working of a factory,
availability of adequate supply of labour of the right type at
reasonable wages is also very essential. There are some
industries in which the inherited skill of the workers in an
important factor in the process of manufacturing.
16. Selection of site of industry
5. Transportation
Every manufacturing industry requires cheap and
efficient means of transportation for the movement of
both raw-materials from the source of supply to the
factory and finished product from the factory to the
markets or the centres of consumption. The location of
the plant, should therefore be at a place where
adequate transport facilities are available at cheaper
rate
17. Selection of site of industry
6. Finance:
No productive activity is possible without the availability of
adequate capital. Banks, stock exchanges and other similar
institutions help in capital formation and expansion of
industry by providing financial help to it from time to time.
7. Climate:
ertain industries for their successful working require a
special type of climate. For example—Cotton textile
industry requires humid climate while the photographic
goods industry flourishes best in regions of dry climate.
Climate also affects the efficiency of labour.
18. Selection of site of industry
8. Momentum of Early Start or Industrial Inertia:
There is a tendency for an established industry to
remain localised in a particular areas in which it arose
even after some of the original advantages possessed
by that area for such work have lost their previous
importance. If however, the entrepreneur acts
rationally and his necessary knowledge he will choose
the location which offers the lowest cost per unit of
output.
19. Selection of site of industry
9. Personal Preferences:
Location of any industry may sometimes be decided according to
the personal preferences and prejudices of the industrial
enterprises.
10. Government Policy
These days the government plays an important role in
determining the location of new industries.
In addition to the factors discussed above cost of land and
building for setting up the factory topography of the area; the
possibilities of future expansion etc., are some other factors
which influence the decision-making regarding location of
industry.
20. Selection of site of industry
Other factors
Political and social environment
Presence of supporting industries and services near by
Availability of hospitals, schools, marketing centers,
banks, post offices, etc.
Recreational facilities.
Housing facilities
Security
Local bye-laws taxes, acts, etc.
Facilities for expansion
21. – PLANT LAYOUT –
Plant layout is defined as arrangement of various
facilities and services within the previously selected
plant area. Planning of plant layout starts with the
design of the factory building. It ends with the
location of a work table. Plant layout engineer and
material handling engineer both must work together
in designing the layout.
:
22. PLANT LAYOUT
A good plant layout should have the following objectives.
Material handling and transportation should be minimum.
Raw materials and semi finished goods should move fast
from one place to another.
Suitable places should be allocated for every production
centre and service centre.
The movement of workers should be minimum.
There should not be any stoppage of work due to non
arrival of semi finished goods.
It should lead to safe and better working conditions with
good ventilation etc.,
23. PLANT LAYOUT
It should be flexible to accommodate changes in product design.
.
It should have space for future expansion
It should aim to occupy all the three dimensions of the room.
It should lead to better working methods.
It should lead to lesser production time.
It should make maintenance of machineries easier and simpler.
It should lead to reduce capital cost.
It should lead to increase productivity.
It should lead to better product quality.
It should make material to move at the desired speed at low cost.
24. PLANT LAYOUT
Advantages of good layout
Reduces material handling.
Men and machine utilization is improved.
Improved productivity
Reduced production time.
Savings in floor space.
Improve working condition
Reduced fatigue to workers.
Reduced accidents.
Easy and better supervision.
Reduced stocking of materials.
Improved satisfaction and morale of workers.
25. PRINCIPLES OF A GOOD LAYOUT
1. utilize the available space effectively.
2. ensure smooth flow of materials.
3. improve the productivity.
4. reduce material-handling cost.
5. provide safety.
6. utilize labour effectively.
7. provide flexibility in operation.
8. provide easy supervision and control.
9. provide easy maintenance.
10. facilitate coordination and face-to-face communication.
11. reduce manufacturing cycle time or customer service
time
26. TYPES OF LAYOUT
Process or functional layout.
Product or line layout.
Fixed position layout.
27. TECHNIQUES TO IMPROVE LAYOUT
(a) Process chart: It is a graph containing details
regarding various activities and operations taking
place in the organisation from start to the last stage of
the work.
(b) Process flow diagram: ...
(c) Templates: ...
(d) Models: ...
(e) Drawings: ...
(f) Machine data card:
28. Process layout or functional layout
Process layout is one in which all machines or
processes of the same type are grouped together in the
same area.
In other words, all lathes will be at one place, all
drilling machines at another and so on, that is
machines have been arranged according to their
functions. Process layout is suitable for
Job order production industries.
Industries engaged in non repetitive kind of
maintenance or manufacturing process.
30. Process layout or functional layout
Advantages
Layout is flexible. Different products can be manufactured in
the same layout.
Better and efficient utilization of machines.
Investment on machineries will be less.
Production can be easily increased.
Production is not affected by breakdown of one machine or
by absence of workers.
Better quality products because workers and supervisors
attend one type of machinery and operation.
Frequent changes of jobs become interesting to workers.
31. Process layout or functional
layout
Disadvantages
Material handling is more.
More skilled workers and supervisors are needed.
Production time is more.
Huge amount of material in process. So more investment
on material.
More floor space is required.
Path of material flow is not fixed. Hence automatic
material handling cannot be used.
Production control and supervision are difficult.
Less safety.
32. Product layout or line layout
The product layout is one in which the machines are
arranged as per sequence of operation for producing a
product.
In this layout, the machines are arranged in a line. The
product will be manufactured by a smooth flow along
the production line.
Machine for each operation is selected to suit the
required rate of production. This layout is used in
mass production
34. Product layout or line layout
Continuous production industries.
Forming and treating process such as
machining of cylinder head, chemical
plants.
Assembly processes such as automobile
assembly.
35. Product layout or line layout
Advantages
Less material handling
Less production time
Production control is easier
Less skilled workers are sufficient.
Less material in stock in process.
Less accident.
Smooth flow of material.
Less floor space.
Simple production planning.
Automatic material handling can be easily used.
36. Product layout or line layout
Disadvantages
More investment in machines.
Less flexible: change in product needs change in layout.
Even if one machine in the line breaks down, the whole
production is affected.
Less utilization of machine.
Manufacturing cost will be more when volume of production is
less.
Rate of output depends on the output rate of the slowest
machine. This leads to increased idle time for other machines.
It is difficult to increase production beyond the capacity of the
line.
39. Fixed position layout
In this layout, the major components of the product
are kept in a fixed position.
Men, material and tools are brought to this place to
complete the job.
41. Fixed position layout
Advantages
Material movement is reduced.
Flexible to change of product.
More workers can be employed from start to finish
ensure continuity.
42. Fixed position layout
Disadvantages
Movement of machines to the workplace is costly and
takes more time.
Highly skilled workers are needed.
Positioning of work and machine are difficult.
Supervision is difficult.
43. Techniques of improving the plant layout
1.Flow diagram
2.String diagram
3.. Models
4.. Templates
44. Flow diagram
A flow diagram shows the path of movement of the
materials or products.
By analysing the flow diagram, unwanted material
movements, back tracking and congestion are found
out.
The layout is altered to remove the defects (For more
details refer unit 2 on work study).
45. String diagram
A string diagram shows the movement of the worker.
It shows the total distance moved by the worker in one
shift.
By analysing the string diagram, unwanted movement
of the worker is found out (Refer unit 2 on work
study).
47. PRODUCT LAYOUT
Advantages 1.
It reduces material-handling time and hence the material-
handling cost.
2. It increases the productivity due to ease of automation of
the processes.
3. It reduces the manufacturing time.
4. It simplifies production planning and control systems.
5. It simplifies tasks, enabling unskilled workers to learn a
task quickly.
6. It is more suitable to make to stock
48. PRODUCT LAYOUT
Disadvantages 1. It has poor flexibility in accommodation
of production of new product.
2. Special-purpose equipment and duplication is required
to minimize the time of completion of the operations.
3. A breakdown of one machine or absence of one operator
may stop the entire line of production.
4. To prevent the production breakdown, there is
requirement of high work-in-process inventory.
5. Workers may become bored by the endless repetition of
similar jobs.
6. It is less suitable to make to order
49. Material handling
International materials management society has
defined as “Material handling is an art and science
involving the movements, packaging and storing of
substances in any form.
Simply the process of moving the material from one
location to another is called material handling.
Material enters a factory as raw material and leaves it
as a finished product.
In between, the material is processed in a number of
workplaces inside the factory. So it has to be moved
from one workplace to the other
50. Material handling involves the movement of materials,
manually or mechanically in batches or one at a time
within the plant.
The movement may be horizontal, vertical or the
combination of horizontal and vertical
The material handling does not add value to a product but
it adds considerable cost of production.
It has been estimated that average material handling cost is
roughly 20 to 60% of production cost. Sometimes, a
component may have been handled 50 times or more
before it is converted into finished product
51. Principles of material handling
Arrange the layout and production sequence so that material
handling is reduced to the minimum.
Minimise the distance moved by adopting shortest routes.
Utilise gravity for material movement wherever possible to save
power and fuel.
Arrange the sequence of operations so that the movement of
material is smooth and unidirectional
Avoid back tracking and duplicate handling
Use bulk containers for transporting smaller products.
Design equipments properly so that damage to material during
transition is avoided and rehandling is avoided
Use mechanical equipments in place of manual labour to speed
up the material movement
52. Principles of material handling
Select right equipment for right job. The selected equipment
should be safe, standard, efficient, effective and flexible.
Avoid interference of handling equipment with the production
flow.
Minimize non productive time of handling equipment like
loading, unloading, slinging etc. Ex: magnetic cranes for
handling steel scrap.
Unload the material closer to the point of use.
Locate the key centres like stores near the plant. It reduces the
material handling
Avoid unwanted movements of handling equipment by
conducting method study.
Select multi purpose handling equipment to reduce investments.
53. Material handling equipment
FACTORS CONSIDERED FOR SELECTION OF EQUIPMENT
Material to be moved
The size of material, its shape, weight, nature (solid liquid,
gas), delicacy, damage during handling etc should be
considered.
Path of travel
Horizontal (Example: conveyors, trucks) Vertical (Example:
elevators, pipes)
Combination of both (Example roller converyors) Fixed
path (Example monorails, chutes)
Variable path (Example trucks, fork lifts, mobile cranes)
54. Material handling equipment
Types of building
Inequality in floor levels, height of ceiling, door & windows size,
strength of floor and walls columns and pillars etc mostly influence the
selection of material handling equipment. Example: Weak roof limits
the use of overhead cranes. Narrow space between two floors will not
allow trucks to operate.
4 . Space available
If floor space is limited, but overhead space is available, hoists and
cranes are preferred. If both floor space and overhead space are
limited, smaller trucks and mobile conveyors are preferred.
Type of production machines
Different machines have different outputs per unit time. The material
handling equipment should be able to handle the maximum ouput.
55. Material handling equipment
Type of production
The type of production activity affects the .selection of
material handling equipment. For mass production on
fixed path, conveyors are suitable. For batch
production, trucks are suitable.
56. Material handling equipment
Cost of material handling equipment
Operating costs
Life of the equipment
Amount of care and maintenance required for the
material handling equipment.
58. Material handling equipment
Equipments
Various types of material handling equipments are available to
meet the various industrial needs. They can be classified as
i) Fixed path equipments. ii) Variable path equipments
Fixed path equipments
This type of equipments moves in a fixed path. Example: various
types of conveyors, chutes, monorails etc.
Variable path equipments.
This type of equipments has no restrictions in direction of
movement. Example: Industrial tractors, trucks, fork lifts, cranes
etc. To increase their usage, some attachments can be added to
these equipments.
77. PLANT MAINTENANCE
Nowadays, equipment and machinery are very important
parts of the production activity.
A large amount of money is invested in machineries and
equipments.
Special purpose and modern machineries cost a lot of
money.
If they are kept idle, it will be great loss.
So they have to be kept always in working condition. Then
only they should not breakdown and stop production.
So it is very important that machineries and equipments
are properly maintained.
78. PLANT MAINTENANCE
Maintenance is the process of keeping the machine
and equipment in better working condition so that the
efficiency of the machine is retained and its life
extended.
79. IMPORTANCE OF MAINTENANCE
Machineries may be damaged. This is a capital loss.
Improperly maintained machines will produce poor
quality of products.
More wastage of raw material
Due to breakdown, products cannot be produced and
delivered in correct time. So customers are
dissatisfied.
Breakdown increases the idle time of men and
machines
80. IMPORTANCE OF MAINTENANCE
Improper maintenance causes accidents.
By poor maintenance, useful life of machine is reduced
If any one machine goes out of order in a flow
production factory, whole production system will soon
come to a halt. This leads to heavy loss in production
as well as monetary loss.
81. ADVANTAGES OF GOOD MAINTENANCE
Proper maintenance increase the life of the machine
Products are produced as per schedule.
No production delay or loss
Goods are delivered to the customers in right time and
hence customer feels happy.
Properly maintained machine produces quality
products.
Utility of machine will increase because of reduced
idle time.
82. COST OF MAINTENANCE
Down time cost – This is the loss of profit due to
reduced production.
Cost of raw material wasted
Wages paid to the operators when they are idle due to
breakdown.
Cost due to machine idleness
Cost of spares and other material used for repair.
Wages paid to maintenance group.
84. BREAKDOWN MAINTENANCE
This is also known as corrective maintenance or
emergency maintenance.
In this maintenance. a machine is allowed to run
without any maintenance.
Only when it breaks down, repairs and replacements
are made.
Next maintenance is done only when it breaks down
again. No action is taken to prevent breakdown.
This type of maintenance is applicable to machines
and equipments which are not important. ie idleness
of these machines will not affect the production
85. CAUSES OF BREAKDOWN
Failure to replace worn-out parts.
Lack of lubrication.
Neglected cooling system.
Carelessness towards minor repairs.
External factor such as wrong fuel, too low or too high
voltage etc.
86. DISADVANTAGES OF BREAKDOWN
MAINTENANCE
Leads to hurried maintenance, which in turn leads to
poor quality maintenance.
Production is stopped or delayed.
The machine depreciates very fast.
Plant life is very much reduced.
Increases production cost due to overtime payment.
Maintenance cost is high, because down time cost and
replacement cost will be high
87. DISADVANTAGES OF BREAKDOWN
MAINTENANCE
Direct loss of profit
Increased chances of accidents and less safety to both
workers and machines
More wastage of materials
Not suitable for critical equipments like cranes,
boilers, lifts, hoists etc.
88. PREVENTIVE MAINTENANCE
It is a method of maintenance carried out in a right
time to prevent breakdown.
The principle of preventive maintenance is
“prevention is better than cure”.
Periodic inspection of equipments is necessary under
preventive maintenance.
Weak parts under vibration, heat etc are identified by
regular inspection.
The equipment or parts of equipment are changed
before end of life time to avoid danger of breakdown.
89. OBJECTIVES OF PREVENTIVE MAINTENANCE
To minimise the possibility of unanticipated
breakdowns.
To make plant, equipment and machinery always
available and ready for use.
To maintain the value of the machine and equipment
To maintain optimum productivity.
To maintain the operational accuracy of the machine
To reduce the work content of maintenance jobs
To ensure safety to workmen.
90. FUNCTIONS OF PREVENTIVE MAINTENANCE
Inspection or check ups
Lubrication
Planning and Scheduling
Records and analysis
Training of maintenance personnel
Storage of spare parts
91. ADVANTAGES OF PREVENTIVE
MAINTENANCE
Reduced breakdowns and down time
Reduced overtime to maintenance personnel
Greater safety for workers
Low maintenance and repair cost
Less stand-by or reserve equipments and spare parts.
Lower unit cost of production
Increased equipment life
Better industrial relations-as no stoppage of work
Better product quality
Reduced material waste
94. PLANT SAFETY
Million of industrial accidents occur every year.
In these accidents lacs of workers lose’ their lives
every year in the world.
Accidents may cause injury which sometimes results
in death or permanent total disablement.
Accidents are not only costly but also lower the morale
of the workers.
Accidents do nut just happen but they are caused.
95. IMPORTANCE OF INDUSTRIAL SAFETY
increasing production rate
reducing production cost
reducing damage to machinery and equipment
preventing premature death of talented workers who
are an asset of the society.
preventing needless pain and suffering to its
employees.
97. MECHANICAL FACTORS
Improper machine guarding
Poor design of equipments
Inadequate safety devices.
Hazardous workplace arrangements.
Improper layout
Unsafe storage, congestion and overloading
Improper material handling
Bad plant location
Improper maintenance of machineries
Use of defective raw materials
The job itself-some jobs are more dangerous than others.
98. ENVIRONMENTAL FACTORS
Too high or too low temperature
Too high humidity gives discomfort
Improper lighting causing eye strain, glare, shadows
etc.
Improper ventilation
Presence of dust, fumes etc.
More number of working hours.
High speed of work because of huge work load. a.
Inadequate rest pauses.
99. HUMAN CAUSES-
`
A number of acts of the workers. They are
Operating machineries without authority.
Failure to use personal protective devices.
Operating machines at unsafe speeds
Making safety devices like guards inoperative by removing
or adjusting them.
Using unsafe equipment.
Operating a defective machine which is under repair.
Cleaning, oiling, repairing or adjusting rotating machine
parts.
Teasing abusing or quarrelling with co-workers
Failure to follow safety instructions.
100. PERSONAL FACTORS
Individual factors such as age, experience, health,
mental ability.
Psychological factors such as attitude towards work,
interest, habits etc.
Personality factors such as emotional stability,
intellectual level, presence of mind etc.
Sociological factors such as family problems, social
status, home environment etc.
102. COST OF ACCIDENTS
An accident is very costly to the injured persons.
They cause monetary loss directly or indirectly and the
losses are both visible and invisible.
The invisible losses can not be valued in terms of
money.
Whenever an industrial accident occurs, it gives rise to
pain for the victim and his family and reduces
industrial productivity.
It results in financial loss for the employee and
employer
103. DIRECT COSTS
Compensation given to the injured worker.
First aid and other incidental expenses
Medical expenses
Cost of training a new worker
Loss due to waste of raw materials
Loss of production and quality due to inexperience of
the new worker.
104. INDIRECT COSTS
Wages paid to the injured person
Wages paid to the employees who stop production and
crowded around the injured to help him on sympathy
or curiosity.
Wages paid to the staff who spend time to help the
injured and investigate the accident
Wages to the foreman who selects and trains a new
employee
105. INDIRECT COSTS
Cost due to the loss of machine time of the injured and
other workers
Cost due to the damage to the machine
Cost due to the spoilage of raw materials
Loss of profit due to loss in production.
Legal expenses if any
Loss due to the reduction in morale of the employees
106. ACCIDENT PRONENESS
Some people may be more often involved in accidents
than others.
They get involved in accidents even though they try
hard to avoid them.
They are “accident prone”.
This personal quality of an individual who meets with
the accident often is called “accident proneness”.
107. CAUSES OF ACCIDENT PRONENESS
Unattendiveness and day dreaming
Emotional instability
Physical instability
Wrong attitude
Hostility towards management
Unending family problems
108. PLANNING FOR ACCIDENT PREVENTION
Safe layout of workplace
Safe machinery and machine guards
Safe physical working conditions
Safe material handling
Safe methods of storage
Personal protective devices
Safety activities
109. PLANNING FOR ACCIDENT PREVENTION
Layout of workplace
Machinery and machine guards
Working conditions
Material handling
Methods of storage
Personal protective devices
113. INDUSTRIAL DISPUTES
Industrial dispute means “any dispute or difference
between employers and employers or between employees.
It is connected with employment or non employment or
with the condition of work of any person (Section 2K).
Every human being (worker) has certain needs eg.:
economic needs, social needs and security needs.
If these needs are not satisfied, a dispute between
employer and employee occurs. Industrial disputes may
lead to strikes, go slow tactics, token strikes, tool down
strikes, hunger strikes, bandhs, gheraoes and lockouts
114. CAUSES OF INDUSTRIAL DISPUTES
Psychological causes
Institutional causes (Managerial causes
Employment conditions
Working conditions
Wage and other benefits
Denial of legal and other rights of the workers
115. SETTLEMENT OF INDUSTRIAL DISPUTES
Collective bargaining
Joint consultation
Mediation
Arbitration
Conciliation
Labour courts and industrial tribunals.
116. INDUSTRIAL LEGISLATIONS
There will be always struggle and conflicts between
employer and employees regarding wages, allowances
and other facilities.
Due to the continuous increase in cost of living, there
is always demand for higher wages from trade unions.
This results in strikes, lockouts etc.
To avoid this, the government has enacted
117. INDUSTRIAL LEGISLATIONS
Laws connected with working conditions
Factories act 1948
Mines act 1952
Indian merchant shipping act 1923
Laws connected with wages, welfare etc
The payment of wages act 1936
The minimum wages act 1948
The workman compensation act 1923
The employee state insurance act 1948
The employee provident fund act 1952
118. INDUSTRIAL LEGISLATIONS
Laws related to workers association
Trade union act 1926
Industrial disputes act 1947
Laws related to social insurance
The maternity benefit act 1961
The workman compensation act 1923
The employees state insurance act 1948
The year mentioned is the year at which the act came
into effect. But these acts have been amended from
time to time by parliment.
119. THE FACTORIES ACT 1948
The factories act 1948 is the principle legislation
covering all aspects regarding the factory namely
Approval
Licensing
Registration of factories
The inspecting authorities
Health
Safety
Welfare
Working hours
Employment of adults and young children
120. THE FACTORIES ACT 1948
Definitions
Following are the some of the important definitions described in
this Act.
Adult : A person who has completed the age of 18 years.
Child : A person who has completed his 15th year of age.
Power : Electrical energy or any other form of energy.
Prime mover: Any engine, motor or other appliance which
generates power or otherwise provides power.
Manufacturing process : Any process for making
altering, repairing, finishing, packing or treating a substance for
sale
