India has been a developing country for the past three decades. Thus operations management is inevitable in attending the efficiency of business in India. It also plays important role in projects like Make in India, automation, and challenges faced in operations.

1. IMPORTANCE OF OPERATIONS
MANAGEMENT IN INDIA
DONE BY,
KAVIN S
ANTONY SELVA BEAVEN V
BHAVANA S
BHAVATHARANI M
DHAMODHARAN S
ABDUL FARHAN S
FIREBIRD INSTITUTE OF RESEARCH IN MANAGEMENT,COIMBATORE.

2. Historical milestone in operation
management:
▪ The industrial revolution
▪ Post civil war period
▪ Scientific management
▪ Human relations and behaviorism
▪ The service revolution
▪ Computer revolution

3. Industrial Revolution
▪ The industrial revolution developed in england in 1700s.
▪ The steam engine, invented by James watt in 1764 largely
replaces human and water power for factories.
▪ Adam smith “The wealth of nation” in 1776 touted the economic
benefit of the specialization of labor.
▪ The IR spread from England to other european countries and to
united states.
▪ In 1790 an American Eli Whitney, developed the concept of
interchangable parts.

4. Industrial Revolution
▪ The first great industry was the US textile industry
▪ In the 1800s the development of the gasoline engine and
electricity further advanced the revolution.

5. Post civil war period
▪ During the post civil war period great expansion of production
capacity occurred.
▪ By post civil war the following development set the stage for the
great production explosion of the 20th century.
increased production capacity.
the expanded urban work force.
an effective national transportation system.

6. Scientific management:
▪ Frederick taylor is know as the father of scientific management.
His system employed three steps, they are
▪ Each workers skill, strength and learning ability were determined.
▪ Stopwatch studies were conducted to precisely set standard
output per worker on each task.
▪ Material specifications work methods and routing sequences were
used to organize the shop.
▪ Supervisors were carefully selected and trained .
▪ Incentive pay system were initiated.

7. The Service Revolution
▪ The creation of service organizations accelerated sharply after
world war .
▪ Today more then two- thirds of the US workforce is employed in
services.
▪ About two thirds of the US GDP is from service.
▪ There is a huge trade surplus in service.
▪ Investment per office worker now exceeds the investment per
factory worker.

8. The computer Revolution
▪ Explosive growth of computer and communication technologies.
▪ Easy access to information and the availability of more
information
▪ Advances in software application such as Enterprise Resource
planning (ERP) software
▪ Widespread use of email
▪ More and more firms becoming involved in E-Business using the
Internet.
▪ Result: faster, better decisions over greater distances.

9. ROLE OF
OPERATION
MANAGEMENT
IN
‘MAKE IN INDIA’

10. WHAT IS MAKE IN INDIA?
▪ Launched by the government of India on 25 September 2014
▪ Motivating companies to manufacture products in India
▪ Increasing their investment
▪ 100% FDI is allowed in 25 sectors such as automobile, chemicals,
biotechnology, pharmaceuticals except space, defence and media
industry.

11. EASE OF DOING BUSINESS
1.Starting a Business
2.Dealing with Construction Permits
3.Getting Electricity
4.Registering Property
5.Getting Credit
6.Protecting Minority Investors
7.PayingTaxes
8.Trading across Borders
9.Enforcing Contracts
10.Resolving Insolvency
FACTORS IN EODB

12. EASE OF DOING BUSINESS
▪ A high EODB ranking means the regulatory environment is more
conducive for starting and operating of businesses.
▪ EODB RANKING
2014-142th rank
After make in India
2019-77th rank
2020-33rd rank(targeted)

13. FOREIGN DIRECT INVESTMENTS
8%
27% 29%
8.70%
2013-14 2014-15 2015-2016 2017-2018
FDI
GROWTH
RATE

14. ZERO SCHEME
(ZERO DEFECT,ZERO EFFECT)
ZERO DEFECT
our exported goods should never returned to us.
ZERO EFFECT
No negative impact on environment.
PROACTIVE PROCESS OF IMPROVING,
1. Quality planning,
2. Product and process designing,
3. Optimum processes,
4. Efficient resource management,
5. Effective outsources activities and
6. Breakthrough outcomes
NET RESULT IS
SUSTAINABLE
DEVELPMENT

15. MANUFACTURING COMPETITIVENESS OF INDIA
RELATIVE POSITIONING OF
MANUFACTURES BY REGION
1.WESTERN EUROPE
2.UNITED STATES`
3.KOREA
4.EASTERN EUROPE
5.CHINA
6.INDIA
INDIA IS LEADINGTHAN
OTHER MANUFACTURES
IN COST CONTROL BUT
FACING MORE QUALITY
COMPLIAINTS AND
FULFILMENT DELAYS

16. REASONS FOR INDIA’S LIMITED
MANUFACTURING COMPETITITVENESS
LIMITED PRODUCTIVITY
▪ Lack of automation
▪ Limited use of design-for-manufacturing
▪ Numerous non-value-added tasks
SUPPLY CHAIN AS STRATEGIC PARTNER
NEED:
▪ Product line is large
▪ Invading of MNC
▪ Alignment of SCM and products

17. KEY COMPONENTS OF SCM
ONE STRATEGY DOES NOT WORK FOR ANOTHER
THE COMPONENTS ARE
1.WARE HOUSING
•Underplayed in India
•Merely a godown
•Now transforming as automated warehouse
•Warehouse should transform as single window logistics function

18. KEY COMPONENTS OF SCM
2.INVENTORY MANAGEMENT
3.RFID IN SCM
•In India, Supply chain management is in nascent stage
•Due to intense competition, company not only exercise on cost control but also
efficiently use the components of SCM
•Due to advantage of forthcoming advantages, the supply chain management
going to contribute in a big way for achieving ‘make in India’

19. SUPPLIER COMPETENCE
▪ Adoption of lean quality system is low, thus product is poor
Supplier quality issues arise from,
1. Talent shortage (to solve quality problems at the source)
2. Process discipline (to prevent poor quality products from moving
through the value chain) and
3. Effective measurement and monitoring systems (to track and
solve issues)

20. Creating combined lean value chain
▪ One lean factory is efficient less and point less
▪ All partners of a business should become lean to change their
enterprise as lean
▪ OEM should invest in building quality designs
▪ Creating supply relationships
▪ Manufactures collaborate with the suppliers
▪ Reducing lead times and improving quality

21. CURRENT TRENDS AND CHALLENGES
IN OPERATION MANAGEMENT

22. WHYTO FOCUS ONTREND?
▪ Companies are right to focus on trends in operations management and
strategies for getting ahead in their respective industries. While the pace
of technology innovation is rapid, these developments offer more ways
to enhance business operations and opportunities to increase profits.
▪ Aim to become more competitive in the market or merely seeking to cut
down on costs of everyday business, these five trends may deliver the
results to meet the operations management goals.

23. IMPORTANTTRENDS IN OPERATIONS
MANAGEMENT
1. Mobile Accessibility
2. Collaboration
3. Automation
4. Outsourcing
5. Advanced Planning and Scheduling (APS) & Operations
Management

24. Some of these have been around a while, but they remain popular trends in
operations management:
▪ Business process reengineering, or BPR, which helps companies revamp
their organizations from the ground up
▪ Lean manufacturing, Six Sigma, and Agile are disciplines focused on
efficient, adaptable production and continue to be mainstay approaches
▪ Reconfigurable manufacturing systems, designed for flexibility with
sudden market changes
▪ Behavioral operations management, which focuses on human behavior as
it relates to operations management
▪ Sustainability, or maintaining ecologically minded practices, under
changing laws
▪ Total quality management.

25. CURRENT CHALLENGES IN OPERATION
MANAGEMENT
1. Globalization
2. Sustainability
3. Ethical conduct
4. Effective communication
5. System design

26. Education on operation
management in India

27. In India, the field of operations management (OM) is
pursued in engineering and management institutes at
undergraduate, post graduate and doctoral levels. To
some extent, it is also covered in diploma
programmes in polytechnics.

28. ▪ demand forecasting
▪ aggregate planning
▪ facility location
▪ facility layout
▪ work measurement
▪ capacity planning

29. ▪ inventory management
▪ design, planning and control of production systems
▪ cellular manufacturing system
▪ computer integrated manufacturing
▪ human issues.

30. At doctoral level
▪ Just-in-time
▪ Supply chain
▪ Total quality management
▪ Flexible management systems

31. ▪ business process re-engineering
▪ operation research applications in OM
▪ application of IT in manufacturing/BPR
▪ strategic management and operations/manufacturing policy.
At doctoral level

32. Future Of Operation Management In India

33. Evolution Of Operation Management
▪ Craft Production.
▪ Division Of Labor.
▪ Interchangeable Parts.
▪ Scientific Management.
▪ Mass Production.
▪ Lean Production.

35. Future Of Operation Management In India
DigitalTechnology.
▪ IOS & Android
Automation In Manufacturing Sectors.
▪ Rapid advances in robotics
▪ A.I
▪ Machine Learning

36. ThankYou!!!