PROBLEMS IN MANAGEMENT
The production pattern in the non-topographic applications of photo-
grammetry is invariably intermittent. This aspect makes them greatly
different from the topographic applications where the pattern is general-
ly continuous. Some important characteristics of an intermittent produc-
tion organization are : (a) Products are made in large varieties and re-
latively smaller quantities; (b) Similar equipment are grouped together,
where no product is made but a part of the total process is executed;
(c) The work loads are unbalanced; (d) Skills of the workers are higher
in order to cope with the short runs of production of new or varying jobs;
(e) Supervisory intensity has to be higher; (f) The inventory of the
material has to be carefully made to ensure ready availability of stan-
dard materials (eg., particular type of emulsion, particular size of
plates, etc.); (g) In-process inventory is high -- to cope with the need e €
for the waiting period required for varying jobs; (h) Material handling
incidences and costs are higher; and (i) Automation could cause economic
woes unless the basic system could be applicable to varying jobs.
All of these would cause high unit cost of production, both per man-
hour and per machine-hour. By its very nature, accurate forecasting of
customer demands is virtually impossible in such intermittent productions.
One great advantage of intermittent production is its flexibility at
volume of consumption. Also, the capital investment being relatively
lower, the management skills in Economics need not be of very high order.
On the other hand, because of the variety of jobs, more educated (scien-
tific) management is required. Fortunately, with the recent awakenings,
there is a visible tendency with the governments and industries towards
removing the stagnation of skills. Modern technology of management needs
to be used to balance and optimize for the most efficient handling of the
jobs. Taylor's [7] pioneering recommendations for scientific management
can be used in such photogrammetric applications
l. Management must use the scientific rather than the rule-of-thumb
approach; & | q
2. Harmonious organization is obtained by assigning the appropriate man,
instrument, and technique to each set of operations;
3. The best means of economical production has to be chosen;
4. Specialization of workers has to be obtained with the aim of increas-
ing efficiency in production; and
5. A striving for enterprise and individual prosperity must be made.
We, photogrammetrists, must be aware of our responsibilities to the
public as well as our position in the framework of science and technolo-
gy. The economic-efficiency aspect is foremost in this. It is discour-
aging to see that very little has been published on the economic aspects.
We have not yet fully explored the potentials of such applications.
ROLE OF EDUCATORS AND RESEARCHERS
The above is meant to invite the attention of teachers and researchers.
Many of the teachers must necessarily revise their philosophy underlying
their course contents and must get rid of their rigidity in the area of
topographic mapping only. Many of the researchers must concentrate more
on purposeful but economic, operational, planning and management research ® &
involving the wide and untrodden fields of special (non-topographic)
