This document provides an introduction and overview of production and operations management. It discusses the historical evolution of the field from Adam Smith's theories of specialization of labor in the 1700s to more modern contributions. It defines key concepts like production, production systems (job shop, batch, mass, continuous), and the objectives and differences between production management and operations management. The document outlines the general planning, organizing, and controlling functions of operations management.
History of production and operations managementPrashant Ranka
This document provides a summary of a presentation on the history of production and operations management given by Prashant Ranka. It discusses key concepts and contributors in the evolution of production management, including Adam Smith's specialization of labor theory from 1776, Eli Whitney's interchangeable parts from 1799, Frederick Taylor's scientific management techniques from the 1900s, and Frank and Lillian Gilbreth's motion study and time study innovations. It also summarizes milestones like the Industrial Revolution, developments in the post-Civil War period, operations research applications during World War II, the computer revolution, and the growth of services management.
The document traces the historical development of major management theories from the Industrial Revolution to modern times. It discusses early theorists like Adam Smith and developments like the cotton gin. It then summarizes scientific management theorists like Taylor who applied scientific principles to work. Next it covers the human relations movement and theorists like Mayo who studied how social factors impact work. Other topics summarized include management functions developed by Gulick and Fayol, and later quality management theories like Total Quality Management proposed by Deming.
Evolution of production & operation managementFaizan Ahmad
The document summarizes the historical evolution of production and operation management from the 18th century to the present. It traces key developments such as Adam Smith's theories of specialization of labor in 1776, Frederick Taylor's scientific management principles from 1900, the development of operations research during World War 2, the introduction of computers and digital technology from the 1940s-1950s, and more recent incorporations of concepts like quality management, robotics, and CAD-CAM. The evolution has involved an increasing focus on integrating operations with overall business strategy and using analytical techniques and new technologies to improve productivity and quality over time.
This chapter introduces operations management as the management of an organization's production system, which takes inputs and converts them into outputs. It discusses the historical milestones in operations management, from the Industrial Revolution to modern developments like scientific management, behavioralism, and the computer and service revolutions. Finally, it outlines how operations management is studied as a system involving inputs, conversion processes, and outputs, and the three levels of decisions - strategic, operating, and control - that operations managers must make.
This presentation discusses wild pigs that live in Aliaguilla. Wild pigs are large mammals with big fangs and short tails and legs. They live year-round in Aliaguilla.
This document provides a summary of Alexis Keeney, a 20-year-old competitive freeskier. It outlines her competitive results and accomplishments at various ski competitions since 2008. It also lists her plans for the 2012 ski season, including several rail jam and slopestyle competitions. Additionally, it provides links to video edits of her skiing and lists her current sponsor and promise to representatives any sponsoring company with enthusiasm.
The document discusses the benefits of exercise for both physical and mental health. It notes that regular exercise can reduce the risk of diseases like heart disease and diabetes, and help manage weight. The document also states that exercise is important for mental health as it reduces stress and improves mood and cognitive function.
History of production and operations managementPrashant Ranka
This document provides a summary of a presentation on the history of production and operations management given by Prashant Ranka. It discusses key concepts and contributors in the evolution of production management, including Adam Smith's specialization of labor theory from 1776, Eli Whitney's interchangeable parts from 1799, Frederick Taylor's scientific management techniques from the 1900s, and Frank and Lillian Gilbreth's motion study and time study innovations. It also summarizes milestones like the Industrial Revolution, developments in the post-Civil War period, operations research applications during World War II, the computer revolution, and the growth of services management.
The document traces the historical development of major management theories from the Industrial Revolution to modern times. It discusses early theorists like Adam Smith and developments like the cotton gin. It then summarizes scientific management theorists like Taylor who applied scientific principles to work. Next it covers the human relations movement and theorists like Mayo who studied how social factors impact work. Other topics summarized include management functions developed by Gulick and Fayol, and later quality management theories like Total Quality Management proposed by Deming.
Evolution of production & operation managementFaizan Ahmad
The document summarizes the historical evolution of production and operation management from the 18th century to the present. It traces key developments such as Adam Smith's theories of specialization of labor in 1776, Frederick Taylor's scientific management principles from 1900, the development of operations research during World War 2, the introduction of computers and digital technology from the 1940s-1950s, and more recent incorporations of concepts like quality management, robotics, and CAD-CAM. The evolution has involved an increasing focus on integrating operations with overall business strategy and using analytical techniques and new technologies to improve productivity and quality over time.
This chapter introduces operations management as the management of an organization's production system, which takes inputs and converts them into outputs. It discusses the historical milestones in operations management, from the Industrial Revolution to modern developments like scientific management, behavioralism, and the computer and service revolutions. Finally, it outlines how operations management is studied as a system involving inputs, conversion processes, and outputs, and the three levels of decisions - strategic, operating, and control - that operations managers must make.
This presentation discusses wild pigs that live in Aliaguilla. Wild pigs are large mammals with big fangs and short tails and legs. They live year-round in Aliaguilla.
This document provides a summary of Alexis Keeney, a 20-year-old competitive freeskier. It outlines her competitive results and accomplishments at various ski competitions since 2008. It also lists her plans for the 2012 ski season, including several rail jam and slopestyle competitions. Additionally, it provides links to video edits of her skiing and lists her current sponsor and promise to representatives any sponsoring company with enthusiasm.
The document discusses the benefits of exercise for both physical and mental health. It notes that regular exercise can reduce the risk of diseases like heart disease and diabetes, and help manage weight. The document also states that exercise is important for mental health as it reduces stress and improves mood and cognitive function.
The document provides information on several residential real estate projects. It includes details like the project name, builder name, project type, location, price and payment plans for properties like plots, villas, independent homes and apartments. Contact information for agents is also provided. The properties are located in cities like Delhi, Baghpat, Haridwar, Dehradun. Pricing and payment plan details including rates per square yard, total prices and schedules are given for the different project types.
Dokumen tersebut membahas tentang manajemen sarana dan prasarana pendidikan. Ia menjelaskan komponen-komponen sarana dan prasarana pendidikan seperti lahan, ruang, perabot, alat media pendidikan, dan buku bahan ajar. Dokumen ini juga menyatakan bahwa manajemen sarana dan prasarana bertujuan untuk menciptakan suasana belajar mengajar yang efektif dan menyenangkan serta dapat memotivasi siswa untuk
The document discusses Google's mission to organize the world's information and make it universally accessible and useful. It outlines Google's strategy of focusing on search, ads, and apps. It also provides various data points about Google's search usage, advertiser base, and YouTube viewership. The document then shifts to discussing starting a treasury function from a clean slate, with a focus on areas like foreign exchange, portfolio management, and financial risk systems.
The document discusses computers, describing them as electronic machines that can be used to play games, access the internet, and listen to music. It notes that John Vicent Atanasoff invented the computer in 1942, and that computers are interesting because they allow users to do many things and are very comfortable to use.
The document discusses flipped learning, which involves moving direct instruction outside of class time using videos or other individual learning methods. This allows class time to be used for more active learning approaches like projects, problem-solving, and discussions. The document addresses common myths about flipped learning, provides examples of flipped videos, and discusses trends in flipped learning such as its growing mainstream adoption. It also provides information about joining flipped learning networks and conferences.
The document discusses wild pigs that live in the area. Wild pigs are medium-sized mammals that have hair and fangs. They are usually black or brown in color and have large fangs.
I Hate Process. I Love Process. IXD12. Christina Persson & Joan Vermette.christinapersson
As a designer, have you ever felt frustrated by having to break the creative process up into tiny task boxes that block the way to good design?
Have you ever felt frustrated by a lack of structure, leading to endless rework, crossed communication lines, and plain old wasted time?
There's too much process in some cultures, and not enough in others. And we declare that we hate process or we love process, as though that were an immutable quality of our souls.
But what do designers need?
We believe in a core, necessary way of sequencing design work to get the best results. Borrowing from Design Sojourn’s Brian Ling, we express this core as “Think – Draw – Make.” When process chafes us as designers, it’s a sign that an organization is unbalanced in one of these three key activities. If they front-load a project with tons of research and still can’t make a decision, they’re caught in “think.” If they ask us to come to the kickoff with wireframes, they’re caught in “draw.” If they’re hell-bent on getting to build immediately, they’re caught in “make.” Similarly, we’re not blank slates, either – each of us brings our particular skills to a project, and we have our own attachments, as well.
Our presentation will discuss how to know which culture you’re dealing with, where you sit with regard to that culture, and provide some skills for how to bring yourself and the culture together back into balance.
This document provides guidance on how to describe places and photographs, including listing example places and activities. It suggests including what can be seen in the foreground and background of photos, as well as what people and animals are doing. When describing places, it recommends noting what the location is like and whether you would want to visit, including reasons. A few example places and activities listed are Chichicastenango, Guatemala; Lisbon, Portugal; Reykjavik, Iceland; Venice, Italy; Tokyo, Japan; river rafts in China; Rajasthan, India; and hot air balloons in Capadocia.
O documento descreve dois animais comuns na área das apresentadoras: cavalos e coelhos. Cavalos são grandes mamíferos peludos que vivem em estábulos na Espanha e têm filhotes internamente, enquanto coelhos são pequenos roedores que vivem em tocas e comem vegetais.
This is the final project submission for the Yasheaka Oakley's 'Integrating Social Media in Business Course'. Client is LEAF Society - a non-profit working in India for upliftment and enriching the living standards of the poor and underdeveloped communities.
Estonian school education consists of pre-primary, basic, middle, and high education. On the first day of school in September, there are big ceremonies where older students walk younger students to their classrooms and everyone sings, recites poems, and gives flowers to their teachers. Throughout the school year, students participate in many activities like making gingerbread, skiing, skating, special event days, plays, sports days, and overnight stays at school. Teachers have long work hours but enjoy their jobs and love educating children.
This document provides assembly and disassembly instructions for a 4-in-1 transformer cot. It outlines 3 steps for assembly: 1) assemble the cot frame, 2) install the mattress base and sides, and 3) mount the dropside by identifying the correct side, mounting rail guides on bolts, and tightening screws. Disassembly involves lowering the dropside, loosening screws, and separating parts to remove the dropside. Common FAQs address why the dropside may not remove easily and advise installing safety bars.
The document summarizes Estonian folk costumes, which varied by region but were typically made from linen and wool. Women's costumes usually consisted of a linen shirt, headdress, striped skirt, apron, and coat, while men wore linen shirts, pants, coats, and felt hats. Costumes identified aspects of the wearer's identity and were divided into festive, visiting, and working attire. While folk costumes are now less commonly worn, they remain an important symbol of Estonian culture and heritage celebrated during festivals and other national events.
This document provides an introduction to production and operations management. It discusses key concepts such as the production system, different types of production systems (job shop, batch, mass, continuous), objectives of production management, the operating system, and the distinction between manufacturing and service operations. It also provides a brief historical overview of the evolution of production and operations management from the 18th century to present day.
This document provides an outline and overview of key concepts in production and operations management. It begins with definitions of production management and operations management. It then discusses the historical evolution of the fields. The main types of production systems are described as job shop, batch, mass, and continuous production. Objectives and concepts of production management, operating systems, and operations management are defined. The document establishes a framework for managing operations through planning, organizing, and controlling activities and models. The objectives of operations management are also summarized as customer service and resource utilization.
The document provides information on several residential real estate projects. It includes details like the project name, builder name, project type, location, price and payment plans for properties like plots, villas, independent homes and apartments. Contact information for agents is also provided. The properties are located in cities like Delhi, Baghpat, Haridwar, Dehradun. Pricing and payment plan details including rates per square yard, total prices and schedules are given for the different project types.
Dokumen tersebut membahas tentang manajemen sarana dan prasarana pendidikan. Ia menjelaskan komponen-komponen sarana dan prasarana pendidikan seperti lahan, ruang, perabot, alat media pendidikan, dan buku bahan ajar. Dokumen ini juga menyatakan bahwa manajemen sarana dan prasarana bertujuan untuk menciptakan suasana belajar mengajar yang efektif dan menyenangkan serta dapat memotivasi siswa untuk
The document discusses Google's mission to organize the world's information and make it universally accessible and useful. It outlines Google's strategy of focusing on search, ads, and apps. It also provides various data points about Google's search usage, advertiser base, and YouTube viewership. The document then shifts to discussing starting a treasury function from a clean slate, with a focus on areas like foreign exchange, portfolio management, and financial risk systems.
The document discusses computers, describing them as electronic machines that can be used to play games, access the internet, and listen to music. It notes that John Vicent Atanasoff invented the computer in 1942, and that computers are interesting because they allow users to do many things and are very comfortable to use.
The document discusses flipped learning, which involves moving direct instruction outside of class time using videos or other individual learning methods. This allows class time to be used for more active learning approaches like projects, problem-solving, and discussions. The document addresses common myths about flipped learning, provides examples of flipped videos, and discusses trends in flipped learning such as its growing mainstream adoption. It also provides information about joining flipped learning networks and conferences.
The document discusses wild pigs that live in the area. Wild pigs are medium-sized mammals that have hair and fangs. They are usually black or brown in color and have large fangs.
I Hate Process. I Love Process. IXD12. Christina Persson & Joan Vermette.christinapersson
As a designer, have you ever felt frustrated by having to break the creative process up into tiny task boxes that block the way to good design?
Have you ever felt frustrated by a lack of structure, leading to endless rework, crossed communication lines, and plain old wasted time?
There's too much process in some cultures, and not enough in others. And we declare that we hate process or we love process, as though that were an immutable quality of our souls.
But what do designers need?
We believe in a core, necessary way of sequencing design work to get the best results. Borrowing from Design Sojourn’s Brian Ling, we express this core as “Think – Draw – Make.” When process chafes us as designers, it’s a sign that an organization is unbalanced in one of these three key activities. If they front-load a project with tons of research and still can’t make a decision, they’re caught in “think.” If they ask us to come to the kickoff with wireframes, they’re caught in “draw.” If they’re hell-bent on getting to build immediately, they’re caught in “make.” Similarly, we’re not blank slates, either – each of us brings our particular skills to a project, and we have our own attachments, as well.
Our presentation will discuss how to know which culture you’re dealing with, where you sit with regard to that culture, and provide some skills for how to bring yourself and the culture together back into balance.
This document provides guidance on how to describe places and photographs, including listing example places and activities. It suggests including what can be seen in the foreground and background of photos, as well as what people and animals are doing. When describing places, it recommends noting what the location is like and whether you would want to visit, including reasons. A few example places and activities listed are Chichicastenango, Guatemala; Lisbon, Portugal; Reykjavik, Iceland; Venice, Italy; Tokyo, Japan; river rafts in China; Rajasthan, India; and hot air balloons in Capadocia.
O documento descreve dois animais comuns na área das apresentadoras: cavalos e coelhos. Cavalos são grandes mamíferos peludos que vivem em estábulos na Espanha e têm filhotes internamente, enquanto coelhos são pequenos roedores que vivem em tocas e comem vegetais.
This is the final project submission for the Yasheaka Oakley's 'Integrating Social Media in Business Course'. Client is LEAF Society - a non-profit working in India for upliftment and enriching the living standards of the poor and underdeveloped communities.
Estonian school education consists of pre-primary, basic, middle, and high education. On the first day of school in September, there are big ceremonies where older students walk younger students to their classrooms and everyone sings, recites poems, and gives flowers to their teachers. Throughout the school year, students participate in many activities like making gingerbread, skiing, skating, special event days, plays, sports days, and overnight stays at school. Teachers have long work hours but enjoy their jobs and love educating children.
This document provides assembly and disassembly instructions for a 4-in-1 transformer cot. It outlines 3 steps for assembly: 1) assemble the cot frame, 2) install the mattress base and sides, and 3) mount the dropside by identifying the correct side, mounting rail guides on bolts, and tightening screws. Disassembly involves lowering the dropside, loosening screws, and separating parts to remove the dropside. Common FAQs address why the dropside may not remove easily and advise installing safety bars.
The document summarizes Estonian folk costumes, which varied by region but were typically made from linen and wool. Women's costumes usually consisted of a linen shirt, headdress, striped skirt, apron, and coat, while men wore linen shirts, pants, coats, and felt hats. Costumes identified aspects of the wearer's identity and were divided into festive, visiting, and working attire. While folk costumes are now less commonly worn, they remain an important symbol of Estonian culture and heritage celebrated during festivals and other national events.
This document provides an introduction to production and operations management. It discusses key concepts such as the production system, different types of production systems (job shop, batch, mass, continuous), objectives of production management, the operating system, and the distinction between manufacturing and service operations. It also provides a brief historical overview of the evolution of production and operations management from the 18th century to present day.
This document provides an outline and overview of key concepts in production and operations management. It begins with definitions of production management and operations management. It then discusses the historical evolution of the fields. The main types of production systems are described as job shop, batch, mass, and continuous production. Objectives and concepts of production management, operating systems, and operations management are defined. The document establishes a framework for managing operations through planning, organizing, and controlling activities and models. The objectives of operations management are also summarized as customer service and resource utilization.
This document provides an outline and overview of key concepts in production and operations management. It begins with definitions of production management and operations management. It then discusses the historical evolution of the fields. The main types of production systems are described as job shop, batch, mass, and continuous production. Objectives and concepts of production management, operating systems, and operations management are defined. The document establishes a framework for managing operations through planning, organizing, and controlling activities and models. The objectives of operations management are also summarized as customer service and resource utilization.
This document provides an outline and overview of key concepts in production and operations management:
1. It introduces production/operations management as the process of transforming various resources into value-added products/services through controlled transformation according to organizational policies.
2. A brief history of the evolution of production/operations management is given, from Adam Smith's theories of specialization of labor in the 1700s to more recent developments in areas like quality control, operations research, and computer applications.
3. Key concepts discussed include the production system, types of production systems (job shop, batch, mass, and continuous production), and definitions of production and the production function.
This document discusses production and operations management. It begins with definitions of production management and operations management. It then provides a historical overview of the evolution of the field from Adam Smith's specialization of labor to more modern contributions. The rest of the document defines concepts related to production systems including inputs, transformation processes, outputs, and classifications like job shop, batch, mass, and continuous production.
This document provides an overview of production and operations management. It defines production/operations management as the process that transforms various resources into value-added products or services. The key aspects discussed include:
- The historical evolution of the field from Adam Smith's specialization of labor to more modern contributions like statistical process control and operations research.
- The basic concepts of production including inputs, transformation processes, and outputs in a production system.
- The classification of production systems as job shop, batch, mass, and continuous production based on factors like product variety and output volume.
- Descriptions and comparisons of each type of production system in terms of their characteristics, limitations, and advantages.
Topic 1- Introduction of Production and Operation Management(1).pptxTanishaSaraf1
The document discusses the history and evolution of production and operations management. It can be summarized as:
1) Production/operations management evolved from manufacturing management in the 18th century to the current operations management approach since the 1970s. Key contributors and developments are noted for each era.
2) The objectives of production and operations management are to produce quality products in the right quantities, on time, and at the lowest manufacturing cost.
3) Production management combines resources like materials, machines, people, and information through a transformation process to produce outputs like products and services for customers.
The document discusses the history and evolution of production and operations management. It can be summarized as:
1) Production/operations management emerged from manufacturing management in the 18th century and has evolved through several stages to its current form.
2) Key contributors and developments include specialization of labor by Adam Smith in 1776, time and motion studies by Frederick Taylor in the early 1900s, statistical quality control methods in the 1930s, and just-in-time practices from 1970 onward.
3) The objectives of production/operations management are to produce quality products in the right quantities, on time, and at lowest manufacturing cost. It aims to efficiently transform inputs like materials, labor, and machines into valuable
This document provides an introduction to production and operations management. It discusses key concepts including the definition and objectives of production management, the historical evolution of the field, and different types of production systems such as job shop, batch, mass, and continuous production. It also defines operations management and discusses the general framework for managing operations, which includes planning, organizing, and controlling activities, as well as considering human behavior and using models.
The document discusses the operational management of an organization. It covers operational objectives, factors affecting objectives, the heritage of operational management, ethics and social responsibility, and the strategic role of operational management. Some key points include: operational objectives are short term goals set by middle managers to achieve long term strategic goals; factors like available finances, size, customers, and regulations can influence objectives; the heritage of OM includes contributions from thinkers like Adam Smith, Frederick Taylor, and Henry Ford; ethics and social responsibility are important for OM; and the strategic role of OM is to help achieve market opportunities and efficiently convert inputs to outputs.
Production planning and control (PPC) coordinates production activities with market demands to satisfy customers while maintaining economic production. PPC has evolved from early industrial management methods to modern scientific approaches using computers. PPC is needed for India's developing economy to accelerate productivity and compete globally by minimizing inefficiencies, optimizing processes, and reducing costs to produce quality goods at low prices.
Historical evolution of operations managementDr. Akhil Goyal
Operations management has evolved significantly since the Industrial Revolution. During this period, mass production methods like assembly lines and interchangeable parts standardized manufacturing processes. Scientific management principles developed by Frederick Taylor in the late 19th/early 20th century further optimized workflows. Pioneers like Henry Ford, Frank Gilbreth, and Harrington Emerson applied these principles. Later, decision models and quantitative techniques like inventory management and statistical quality control were developed. Japanese manufacturers also influenced operations with productivity-focused practices. Today, information technology and globalization continue shaping operations management.
Operations management evolved from the Industrial Revolution in the 18th century, where the steam engine automated production. Scientific management in the early 20th century introduced time and motion studies to optimize workflows. Henry Ford further refined production with assembly lines and interchangeable parts. Quantitative decision models were developed in the 20th century to aid inventory management, forecasting, and project management. Japanese manufacturers influenced operations with quality and productivity improvements. Today, information technology and globalization shape operations management.
Three key functions in a business are marketing, operations, and finance. Marketing assesses customer needs, operations manages production/services, and finance handles budgets and funding. These functions interface on product design, forecasting, scheduling, and quality decisions. Operations management involves transforming inputs into outputs through a controlled system using resources according to policies. It aims to efficiently produce goods/services at low cost while improving customer service and reducing waste. Measuring productivity as output over input helps improve competitiveness through cost reductions and market expansion.
This document provides an overview of chapter 1 from an operations management textbook. It discusses key topics such as: the definition and components of operations management; historical milestones like scientific management and the industrial revolution; factors currently affecting operations like globalization and technology; and frameworks for studying operations as a system and making strategic, operating, and control decisions. The chapter establishes operations management as critical for organizational success in today's competitive global environment.
The document provides an introduction to operations management and production/operations systems. It defines key terms like production, operations management, and production systems. It discusses the evolution of the operations management field from the Industrial Revolution to current developments. It also outlines the functions of operations management, including relationships with other business functions. Finally, it describes elements of production strategy, strategic and tactical decision-making, and the production/operations subsystem.
This document provides an overview of chapters 1-17 in the textbook "Operations Management" by Roberta Russell and Bernard W. Taylor III.
The first part introduces operations management and supply chain management, covering topics like quality management, product design, processes and technology.
The second part covers supply chain management, including supply chain strategy, procurement, forecasting, inventory management and scheduling.
The document outlines the learning objectives of gaining an appreciation for the strategic importance of operations and developing skills in concepts and methods for designing and managing operations and supply chains.
This document provides an overview of chapters 1-17 in the textbook "Operations Management" by Roberta Russell and Bernard W. Taylor III.
The first part introduces operations management and supply chain management concepts. It discusses the functions of operations and supply chain managers, the evolution of operations management, globalization, and operations strategy.
The second part covers supply chain management topics like supply chain design, procurement, forecasting, inventory management, and scheduling.
The learning objectives are to understand the strategic importance of operations management, how it relates to other business functions, and key concepts for designing and managing operations and supply chains.
3 BA Rev Advance-Operations-Management-2022-A (1).pptxjuanmartinguasch
a presentation on Advance Operations Management; its importance, scope and functions; the four V's of Operations Management; ten decision areas of operations management; design goods and services, process and capacity design, location strategy
History Of Production Operations Management (POM)Mudassar Salman
This document provides an overview of operations management, including its history and key concepts. It discusses how operations management has evolved over time, from the Industrial Revolution to today. Key developments include scientific management, human relations approaches, and the growth of services. The document also describes how operations management involves coordinating an organization's resources and processes to create goods and services. It discusses studying operations management through the lenses of systems and decision-making.
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka Satta Matta Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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1. 1
INTRODUCTION TO PRODUCTION
AND OPERATION MANAGEMENT
CHAPTER OUTLINE
1.1 Introduction 1.7 Operations Management
1.2 Historical Evolution of Production and 1.8 Managing Global Operations
Operations Management 1.9 Scope of Production and Operations
1.3 Concept of Production Management
1.4 Production System • Exercises
1.5 Production Management • Skill Development
1.6 Operating System • Caselet
1.1 INTRODUCTION
Production/operations management is the process, which combines and transforms various
resources used in the production/operations subsystem of the organization into value added
product/services in a controlled manner as per the policies of the organization. Therefore, it is
that part of an organization, which is concerned with the transformation of a range of inputs into
the required (products/services) having the requisite quality level.
The set of interrelated management activities, which are involved in manufacturing certain
products, is called as production management. If the same concept is extended to services
management, then the corresponding set of management activities is called as operations
management.
1.2 HISTORICAL EVOLUTION OF PRODUCTION AND OPERATIONS MANAGEMENT
For over two centuries operations and production management has been recognised as an
important factor in a country’s economic growth.
1
2. PRODUCTION AND OPERATIONS MANAGEMENT
The traditional view of manufacturing management began in eighteenth century when Adam
Smith recognised the economic benefits of specialisation of labour. He recommended breaking
of jobs down into subtasks and recognises workers to specialised tasks in which they would
become highly skilled and efficient. In the early twentieth century, F.W. Taylor implemented
Smith’s theories and developed scientific management. From then till 1930, many techniques
were developed prevailing the traditional view. Brief information about the contributions to
manufacturing management is shown in the Table 1.1.
TABLE 1.1 Historical summary of operations management
Date Contribution Contributor
1776 Specialization of labour in manufacturing Adam Smith
1799 Interchangeable parts, cost accounting Eli Whitney and others
1832 Division of labour by skill; assignment of jobs by skill;
basics of time study Charles Babbage
1900 Scientific management time study and work study
developed; dividing planning and doing of work Frederick W. Taylor
1900 Motion of study of jobs Frank B. Gilbreth
1901 Scheduling techniques for employees, machines jobs in
manufacturing Henry L. Gantt
1915 Economic lot sizes for inventory control F.W. Harris
1927 Human relations; the Hawthorne studies Elton Mayo
1931 Statistical inference applied to product quality: quality
control charts W.A. Shewart
1935 Statistical sampling applied to quality control: inspection
sampling plans H.F. Dodge & H.G. Roming
1940 Operations research applications in World War II P.M. Blacker and others.
1946 Digital computer John Mauchlly and
J.P. Eckert
1947 Linear programming G.B. Dantzig, Williams &
others
1950 Mathematical programming, on-linear and stochastic A. Charnes, W.W. Cooper
processes & others
1951 Commercial digital computer: large-scale computations
available. Sperry Univac
1960 Organizational behaviour: continued study of people
at work L. Cummings, L. Porter
1970 Integrating operations into overall strategy and policy, W. Skinner J. Orlicky and
Computer applications to manufacturing, Scheduling G. Wright
and control, Material requirement planning (MRP)
1980 Quality and productivity applications from Japan: W.E. Deming and
robotics, CAD-CAM J. Juran.
Production management becomes the acceptable term from 1930s to 1950s. As
F.W. Taylor’s works become more widely known, managers developed techniques that focussed
on economic efficiency in manufacturing. Workers were studied in great detail to eliminate
wasteful efforts and achieve greater efficiency. At the same time, psychologists, socialists and
3. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT !
other social scientists began to study people and human behaviour in the working environment.
In addition, economists, mathematicians, and computer socialists contributed newer, more
sophisticated analytical approaches.
With the 1970s emerges two distinct changes in our views. The most obvious of these,
reflected in the new name operations management was a shift in the service and manufacturing
sectors of the economy. As service sector became more prominent, the change from ‘production’
to ‘operations’ emphasized the broadening of our field to service organizations. The second, more
suitable change was the beginning of an emphasis on synthesis, rather than just analysis, in
management practices.
1.3 CONCEPT OF PRODUCTION
Production function is that part of an organization, which is concerned with the transformation
of a range of inputs into the required outputs (products) having the requisite quality level.
Production is defined as “the step-by-step conversion of one form of material into
another form through chemical or mechanical process to create or enhance the utility of
the product to the user.” Thus production is a value addition process. At each stage of
processing, there will be value addition.
Edwood Buffa defines production as ‘a process by which goods and services are created’.
Some examples of production are: manufacturing custom-made products like, boilers with a
specific capacity, constructing flats, some structural fabrication works for selected customers,
etc., and manufacturing standardized products like, car, bus, motor cycle, radio, television, etc.
Fig. 1.1 Schematic production system
1.4 PRODUCTION SYSTEM
The production system of an organization is that part, which produces products of an organization.
It is that activity whereby resources, flowing within a defined system, are combined and transformed
in a controlled manner to add value in accordance with the policies communicated by management.
A simplified production system is shown above.
4. " PRODUCTION AND OPERATIONS MANAGEMENT
The production system has the following characteristics:
1. Production is an organized activity, so every production system has an objective.
2. The system transforms the various inputs to useful outputs.
3. It does not operate in isolation from the other organization system.
4. There exists a feedback about the activities, which is essential to control and improve
system performance.
1.4.1 Classification of Production System
Production systems can be classified as Job Shop, Batch, Mass and Continuous Production
systems.
Fig. 1.2 Classification of production systems
JOB SHOP PRODUCTION
Job shop production are characterised by manufacturing of one or few quantity of products
designed and produced as per the specification of customers within prefixed time and cost. The
distinguishing feature of this is low volume and high variety of products.
A job shop comprises of general purpose machines arranged into different departments.
Each job demands unique technological requirements, demands processing on machines in a
certain sequence.
Characteristics
The Job-shop production system is followed when there is:
1. High variety of products and low volume.
2. Use of general purpose machines and facilities.
3. Highly skilled operators who can take up each job as a challenge because of uniqueness.
4. Large inventory of materials, tools, parts.
5. Detailed planning is essential for sequencing the requirements of each product, capacities
for each work centre and order priorities.
5. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT #
Advantages
Following are the advantages of job shop production:
1. Because of general purpose machines and facilities variety of products can be produced.
2. Operators will become more skilled and competent, as each job gives them learning
opportunities.
3. Full potential of operators can be utilised.
4. Opportunity exists for creative methods and innovative ideas.
Limitations
Following are the limitations of job shop production:
1. Higher cost due to frequent set up changes.
2. Higher level of inventory at all levels and hence higher inventory cost.
3. Production planning is complicated.
4. Larger space requirements.
BATCH PRODUCTION
Batch production is defined by American Production and Inventory Control Society (APICS) “as
a form of manufacturing in which the job passes through the functional departments in lots
or batches and each lot may have a different routing.” It is characterised by the manufacture
of limited number of products produced at regular intervals and stocked awaiting sales.
Characteristics
Batch production system is used under the following circumstances:
1. When there is shorter production runs.
2. When plant and machinery are flexible.
3. When plant and machinery set up is used for the production of item in a batch and
change of set up is required for processing the next batch.
4. When manufacturing lead time and cost are lower as compared to job order production.
Advantages
Following are the advantages of batch production:
1. Better utilisation of plant and machinery.
2. Promotes functional specialisation.
3. Cost per unit is lower as compared to job order production.
4. Lower investment in plant and machinery.
5. Flexibility to accommodate and process number of products.
6. Job satisfaction exists for operators.
Limitations
Following are the limitations of batch production:
1. Material handling is complex because of irregular and longer flows.
2. Production planning and control is complex.
6. $ PRODUCTION AND OPERATIONS MANAGEMENT
3. Work in process inventory is higher compared to continuous production.
4. Higher set up costs due to frequent changes in set up.
MASS PRODUCTION
Manufacture of discrete parts or assemblies using a continuous process are called mass production.
This production system is justified by very large volume of production. The machines are arranged
in a line or product layout. Product and process standardisation exists and all outputs follow the
same path.
Characteristics
Mass production is used under the following circumstances:
1. Standardisation of product and process sequence.
2. Dedicated special purpose machines having higher production capacities and output rates.
3. Large volume of products.
4. Shorter cycle time of production.
5. Lower in process inventory.
6. Perfectly balanced production lines.
7. Flow of materials, components and parts is continuous and without any back tracking.
8. Production planning and control is easy.
9. Material handling can be completely automatic.
Advantages
Following are the advantages of mass production:
1. Higher rate of production with reduced cycle time.
2. Higher capacity utilisation due to line balancing.
3. Less skilled operators are required.
4. Low process inventory.
5. Manufacturing cost per unit is low.
Limitations
Following are the limitations of mass production:
1. Breakdown of one machine will stop an entire production line.
2. Line layout needs major change with the changes in the product design.
3. High investment in production facilities.
4. The cycle time is determined by the slowest operation.
CONTINUOUS PRODUCTION
Production facilities are arranged as per the sequence of production operations from the first
operations to the finished product. The items are made to flow through the sequence of operations
through material handling devices such as conveyors, transfer devices, etc.
Characteristics
Continuous production is used under the following circumstances:
1. Dedicated plant and equipment with zero flexibility.
7. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT %
2. Material handling is fully automated.
3. Process follows a predetermined sequence of operations.
4. Component materials cannot be readily identified with final product.
5. Planning and scheduling is a routine action.
Advantages
Following are the advantages of continuous production:
1. Standardisation of product and process sequence.
2. Higher rate of production with reduced cycle time.
3. Higher capacity utilisation due to line balancing.
4. Manpower is not required for material handling as it is completely automatic.
5. Person with limited skills can be used on the production line.
6. Unit cost is lower due to high volume of production.
Limitations
Following are the limitations of continuous production:
1. Flexibility to accommodate and process number of products does not exist.
2. Very high investment for setting flow lines.
3. Product differentiation is limited.
1.5 PRODUCTION MANAGEMENT
Production management is a process of planning, organizing, directing and controlling the activities
of the production function. It combines and transforms various resources used in the production
subsystem of the organization into value added product in a controlled manner as per the policies
of the organization.
E.S. Buffa defines production management as, “Production management deals with
decision making related to production processes so that the resulting goods or services are
produced according to specifications, in the amount and by the schedule demanded and
out of minimum cost.”
1.5.1Objectives of Production Management
The objective of the production management is ‘to produce goods services of right quality and
quantity at the right time and right manufacturing cost’.
1. RIGHT QUALITY
The quality of product is established based upon the customers needs. The right quality is not
necessarily best quality. It is determined by the cost of the product and the technical characteristics
as suited to the specific requirements.
2. RIGHT QUANTITY
The manufacturing organization should produce the products in right number. If they are produced
in excess of demand the capital will block up in the form of inventory and if the quantity is
produced in short of demand, leads to shortage of products.
8. & PRODUCTION AND OPERATIONS MANAGEMENT
3. RIGHT TIME
Timeliness of delivery is one of the important parameter to judge the effectiveness of production
department. So, the production department has to make the optimal utilization of input resources
to achieve its objective.
4. RIGHT MANUFACTURING COST
Manufacturing costs are established before the product is actually manufactured. Hence, all
attempts should be made to produce the products at pre-established cost, so as to reduce the
variation between actual and the standard (pre-established) cost.
1.6 OPERATING SYSTEM
Operating system converts inputs in order to provide outputs which are required by a customer.
It converts physical resources into outputs, the function of which is to satisfy customer wants i.e.,
to provide some utility for the customer. In some of the organization the product is a physical
good (hotels) while in others it is a service (hospitals). Bus and taxi services, tailors, hospital and
builders are the examples of an operating system.
Everett E. Adam & Ronald J. Ebert define operating system as, “An operating system
( function) of an organization is the part of an organization that produces the organization’s
physical goods and services.”
Ray Wild defines operating system as, “An operating system is a configuration of resources
combined for the provision of goods or services.”
1.6.1 Concept of Operations
An operation is defined in terms of the mission it serves for the organization, technology it employs
and the human and managerial processes it involves. Operations in an organization can be categorised
into manufacturing operations and service operations. Manufacturing operations is a conversion
process that includes manufacturing yields a tangible output: a product, whereas, a conversion process
that includes service yields an intangible output: a deed, a performance, an effort.
1.6.2Distinction between Manufacturing Operations and Service Operations
Following characteristics can be considered for distinguishing manufacturing operations with
service operations:
1. Tangible/Intangible nature of output
2. Consumption of output
3. Nature of work (job)
4. Degree of customer contact
5. Customer participation in conversion
6. Measurement of performance.
Manufacturing is characterised by tangible outputs (products), outputs that customers consume
overtime, jobs that use less labour and more equipment, little customer contact, no customer
participation in the conversion process (in production), and sophisticated methods for measuring
production activities and resource consumption as product are made.
9. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT '
Service is characterised by intangible outputs, outputs that customers consumes immediately,
jobs that use more labour and less equipment, direct consumer contact, frequent customer
participation in the conversion process, and elementary methods for measuring conversion activities
and resource consumption. Some services are equipment based namely rail-road services, telephone
services and some are people based namely tax consultant services, hair styling.
1.7 OPERATIONS MANAGEMENT
1.7.1 A Framework for Managing Operations
Managing operations can be enclosed in a frame of general management function as shown in
Fig. 1.3. Operation managers are concerned with planning, organizing, and controlling the activities
which affect human behaviour through models.
PLANNING
Activities that establishes a course of action and guide future decision-making is planning.
The operations manager defines the objectives for the operations subsystem of the organization,
and the policies, and procedures for achieving the objectives. This stage includes clarifying the
role and focus of operations in the organization’s overall strategy. It also involves product
planning, facility designing and using the conversion process.
ORGANIZING
Activities that establishes a structure of tasks and authority. Operation managers establish a
structure of roles and the flow of information within the operations subsystem. They determine
the activities required to achieve the goals and assign authority and responsibility for carrying
them out.
CONTROLLING
Activities that assure the actual performance in accordance with planned performance. To
ensure that the plans for the operations subsystems are accomplished, the operations manager
must exercise control by measuring actual outputs and comparing them to planned operations
management. Controlling costs, quality, and schedules are the important functions here.
BEHAVIOUR
Operation managers are concerned with how their efforts to plan, organize, and control affect
human behaviour. They also want to know how the behaviour of subordinates can affect
management’s planning, organizing, and controlling actions. Their interest lies in decision-making
behaviour.
MODELS
As operation managers plan, organise, and control the conversion process, they encounter many
problems and must make many decisions. They can simplify their difficulties using models like
aggregate planning models for examining how best to use existing capacity in short-term,
break even analysis to identify break even volumes, linear programming and computer
simulation for capacity utilisation, decision tree analysis for long-term capacity problem of
facility expansion, simple median model for determining best locations of facilities etc.
11. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT
1.7.2 Objectives of Operations Management
Objectives of operations management can be categorised into customer service and resource
utilisation.
CUSTOMER SERVICE
The first objective of operating systems is the customer serivce to the satisfaction of customer
wants. Therefore, customer service is a key objective of operations management. The operating
system must provide something to a specification which can satisfy the customer in terms of cost
and timing. Thus, primary objective can be satisfied by providing the ‘right thing at a right price
at the right time’.
These aspects of customer service—specification, cost and timing—are described for four
functions in Table 1.2. They are the principal sources of customer satisfaction and must, therefore,
be the principal dimension of the customer service objective for operations managers.
TABLE 1.2 Aspects of customer service
Principal Principal customer wants
function Primary considerations Other considerations
Manufacture Goods of a given, requested or Cost, i.e., purchase price or cost of obtaining
goods.
acceptable specification Timing, i.e., delivery delay from order or request
to receipt of goods.
Transport Management of a given, requested Cost, i.e., cost of movements. Timing, i.e.,
or acceptable specification 1. Duration or time to move.
2. Wait or delay from requesting to its commen-
cement.
Supply Goods of a given, requested or Cost, i.e., purchase price or cost of obtaining
acceptable specification goods.
Timing, i.e., delivery delay from order or request
to receipt of goods.
Service Treatment of a given, requested or Cost, i.e., cost of movements.
acceptable specification Timing, i.e.,
1. Duration or time required for treatment.
2. Wait or delay from requesting treatment to
its commencement.
Generally an organization will aim reliably and consistently to achieve certain standards and
operations manager will be influential in attempting to achieve these standards. Hence, this
objective will influence the operations manager’s decisions to achieve the required customer
service.
RESOURCE UTILISATION
Another major objective of operating systems is to utilise resources for the satisfaction of
customer wants effectively, i.e., customer service must be provided with the achievement of
12. PRODUCTION AND OPERATIONS MANAGEMENT
effective operations through efficient use of resources. Inefficient use of resources or inadequate
customer service leads to commercial failure of an operating system.
Operations management is concerned essentially with the utilisation of resources, i.e., obtaining
maximum effect from resources or minimising their loss, under utilisation or waste. The extent
of the utilisation of the resources’ potential might be expressed in terms of the proportion of
available time used or occupied, space utilisation, levels of activity, etc. Each measure indicates
the extent to which the potential or capacity of such resources is utilised. This is referred as the
objective of resource utilisation.
Operations management is also concerned with the achievement of both satisfactory customer
service and resource utilisation. An improvement in one will often give rise to deterioration in the
other. Often both cannot be maximised, and hence a satisfactory performance must be achieved
on both objectives. All the activities of operations management must be tackled with these two
objectives in mind, and many of the problems will be faced by operations managers because of
this conflict. Hence, operations managers must attempt to balance these basic objectives.
Table 1.3 summarises the twin objectives of operations management. The type of balance
established both between and within these basic objectives will be influenced by market
considerations, competitions, the strengths and weaknesses of the organization, etc. Hence, the
operations managers should make a contribution when these objectives are set.
TABLE 1.3 The twin objectives of operations management
The customer service objective. The resource utilisation objective. To achieve
To provide agreed/adequate levels of customer adequate levels of resource utilisation (or
service (and hence customer satisfaction) by productivity) e.g., to achieve agreed levels of
providing goods or services with the right utilisation of materials, machines and labour.
specification, at the right cost and at the right time.
1.8 MANAGING GLOBAL OPERATIONS
The term ‘globalization’ describes businesses’ deployment of facilities and operations around the
world. Globalization can be defined as a process in which geographic distance becomes a factor
of diminishing importance in the establishment and maintenance of cross border economic, political
and socio-cultural relations. It can also be defined as worldwide drive toward a globalized
economic system dominated by supranational corporate trade and banking institutions that are not
accountable to democratic processes or national governments.
There are four developments, which have spurred the trend toward globalization. These are:
1. Improved transportation and communication technologies;
2. Opened financial systems;
3. Increased demand for imports; and
4. Reduced import quotas and other trade barriers.
When a firm sets up facilities abroad it involve some added complexities in its operation.
Global markets impose new standards on quality and time. Managers should not think about
domestic markets first and then global markets later, rather it could be think globally and act
13. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT !
locally. Also, they must have a good understanding of their competitors. Some other important
challenges of managing multinational operations include other languages and customs, different
management style, unfamiliar laws and regulations, and different costs.
Managing global operations would focus on the following key issues:
l To acquire and properly utilize the following concepts and those related to global operations,
supply chain, logistics, etc.
l To associate global historical events to key drivers in global operations from different
perspectives.
l To develop criteria for conceptualization and evaluation of different global operations.
l To associate success and failure cases of global operations to political, social, economical
and technological environments.
l To envision trends in global operations.
l To develop an understanding of the world vision regardless of their country of origin,
residence or studies in a respectful way of perspectives of people from different races,
studies, preferences, religion, politic affiliation, place of origin, etc.
1.9 SCOPE OF PRODUCTION AND OPERATIONS MANAGEMENT
Production and operations management concern with the conversion of inputs into outputs, using
physical resources, so as to provide the desired utilities to the customer while meeting the other
organizational objectives of effectiveness, efficiency and adoptability. It distinguishes itself from
other functions such as personnel, marketing, finance, etc., by its primary concern for ‘conversion
by using physical resources.’ Following are the activities which are listed under production and
operations management functions:
1. Location of facilities
2. Plant layouts and material handling
3. Product design
4. Process design
5. Production and planning control
6. Quality control
7. Materials management
8. Maintenance management.
LOCATION OF FACILITIES
Location of facilities for operations is a long-term capacity decision which involves a long term
commitment about the geographically static factors that affect a business organization. It is an
important strategic level decision-making for an organization. It deals with the questions such as
‘where our main operations should be based?’
The selection of location is a key-decision as large investment is made in building plant and
machinery. An improper location of plant may lead to waste of all the investments made in plant
and machinery equipments. Hence, location of plant should be based on the company’s expansion
14. PRODUCTION AND OPERATIONS MANAGEMENT
plan and policy, diversification plan for the products, changing sources of raw materials and many
other factors. The purpose of the location study is to find the optimal location that will results
in the greatest advantage to the organization.
PLANT LAYOUT AND MATERIAL HANDLING
Plant layout refers to the physical arrangement of facilities. It is the configuration of departments,
work centres and equipment in the conversion process. The overall objective of the plant layout
is to design a physical arrangement that meets the required output quality and quantity most
economically.
According to James Moore, “Plant layout is a plan of an optimum arrangement of
facilities including personnel, operating equipment, storage space, material handling
equipments and all other supporting services along with the design of best structure
to contain all these facilities”.
‘Material Handling’ refers to the ‘moving of materials from the store room to the machine
and from one machine to the next during the process of manufacture’. It is also defined as the
‘art and science of moving, packing and storing of products in any form’. It is a specialised
activity for a modern manufacturing concern, with 50 to 75% of the cost of production. This cost
can be reduced by proper section, operation and maintenance of material handling devices.
Material handling devices increases the output, improves quality, speeds up the deliveries and
decreases the cost of production. Hence, material handling is a prime consideration in the
designing new plant and several existing plants.
PRODUCT DESIGN
Product design deals with conversion of ideas into reality. Every business organization have to
design, develop and introduce new products as a survival and growth strategy. Developing the
new products and launching them in the market is the biggest challenge faced by the organizations.
The entire process of need identification to physical manufactures of product involves three
functions: marketing, product development, manufacturing. Product development translates the
needs of customers given by marketing into technical specifications and designing the various
features into the product to these specifications. Manufacturing has the responsibility of selecting
the processes by which the product can be manufactured. Product design and development
provides link between marketing, customer needs and expectations and the activities required to
manufacture the product.
PROCESS DESIGN
Process design is a macroscopic decision-making of an overall process route for converting the
raw material into finished goods. These decisions encompass the selection of a process, choice
of technology, process flow analysis and layout of the facilities. Hence, the important decisions
in process design are to analyse the workflow for converting raw material into finished product
and to select the workstation for each included in the workflow.
PRODUCTION PLANNING AND CONTROL
Production planning and control can be defined as the process of planning the production in advance,
setting the exact route of each item, fixing the starting and finishing dates for each item, to give
production orders to shops and to follow up the progress of products according to orders.
15. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT #
The principle of production planning and control lies in the statement ‘First Plan Your Work
and then Work on Your Plan’. Main functions of production planning and control includes
planning, routing, scheduling, dispatching and follow-up.
Planning is deciding in advance what to do, how to do it, when to do it and who is to do
it. Planning bridges the gap from where we are, to where we want to go. It makes it possible
for things to occur which would not otherwise happen.
Routing may be defined as the selection of path which each part of the product will follow,
which being transformed from raw material to finished products. Routing determines the most
advantageous path to be followed from department to department and machine to machine till
raw material gets its final shape.
Scheduling determines the programme for the operations. Scheduling may be defined as
‘the fixation of time and date for each operation’ as well as it determines the sequence of
operations to be followed.
Fig. 1.4 Scope of production and operations management
Dispatching is concerned with the starting the processes. It gives necessary authority so
as to start a particular work, which has already been planned under ‘Routing’ and ‘Scheduling’.
Therefore, dispatching is ‘release of orders and instruction for the starting of production for any
item in acceptance with the route sheet and schedule charts’.
The function of follow-up is to report daily the progress of work in each shop in a prescribed
proforma and to investigate the causes of deviations from the planned performance.
16. $ PRODUCTION AND OPERATIONS MANAGEMENT
QUALITY CONTROL
Quality Control (QC) may be defined as ‘a system that is used to maintain a desired level of
quality in a product or service’. It is a systematic control of various factors that affect the quality
of the product. Quality control aims at prevention of defects at the source, relies on effective
feed back system and corrective action procedure.
Quality control can also be defined as ‘that industrial management technique by means of which
product of uniform acceptable quality is manufactured’. It is the entire collection of activities which
ensures that the operation will produce the optimum quality products at minimum cost.
The main objectives of quality control are:
l To improve the companies income by making the production more acceptable to the
customers i.e., by providing long life, greater usefulness, maintainability, etc.
l To reduce companies cost through reduction of losses due to defects.
l To achieve interchangeability of manufacture in large scale production.
l To produce optimal quality at reduced price.
l To ensure satisfaction of customers with productions or services or high quality level, to
build customer goodwill, confidence and reputation of manufacturer.
l To make inspection prompt to ensure quality control.
l To check the variation during manufacturing.
MATERIALS MANAGEMENT
Materials management is that aspect of management function which is primarily concerned with
the acquisition, control and use of materials needed and flow of goods and services connected
with the production process having some predetermined objectives in view.
The main objectives of materials management are:
l To minimise material cost.
l To purchase, receive, transport and store materials efficiently and to reduce the related cost.
l To cut down costs through simplification, standardisation, value analysis, import substitution, etc.
l To trace new sources of supply and to develop cordial relations with them in order to
ensure continuous supply at reasonable rates.
l To reduce investment tied in the inventories for use in other productive purposes and to
develop high inventory turnover ratios.
MAINTENANCE MANAGEMENT
In modern industry, equipment and machinery are a very important part of the total productive
effort. Therefore, their idleness or downtime becomes are very expensive. Hence, it is very
important that the plant machinery should be properly maintained.
The main objectives of maintenance management are:
1. To achieve minimum breakdown and to keep the plant in good working condition at the
lowest possible cost.
2. To keep the machines and other facilities in such a condition that permits them to be used
at their optimal capacity without interruption.
3. To ensure the availability of the machines, buildings and services required by other sections
of the factory for the performance of their functions at optimal return on investment.
17. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT %
EXERCISES
Section A
1. What do you mean by ‘Production’?
2. What do you mean by production system?
3. Mention the different types of production systems.
4. What is job shop production?
5. What is batch production?
6. What is mass production?
7. What is continuous production?
8. Mention any four advantages of job shop production.
9. Mention any four limitations of job shop production.
10. Mention any four advantages of batch production.
11. Mention any four limitations of batch production.
12. Mention any four advantages of mass production.
13. Mention any four limitations of mass production.
14. Mention any four advantages of continuous production.
15. Mention any four limitations of continuous production.
16. Define production management.
17. Mention any four objectives of production management.
18. Define operating system.
19. How do you manage operations?
20. What do you mean by operations?
21. What do you mean by manufacturing operations?
22. What do you mean by service operations?
23. What do you mean by ‘globalization’?
Section B
1. Briefly explain the production system and its characteristics.
2. What is job shop production? What are its characteristics, advantages and limitations?
3. What is batch production? What are its characteristics, advantages and limitations?
4. What is batch production? What are its characteristics, advantages and limitations?
5. What is mass production? What are its characteristics, advantages and limitations?
6. What is continuous production? What are its characteristics, advantages and limitations?
7. Explain in brief the objectives of production management.
8. Explain in brief the objectives of operations management.
9. Distinguish between manufacturing operations and service operations.
10. Explain the key issues to be considered for managing global operations.
Section C
1. Explain the different types of production systems.
2. Explain the framework of managing operations.
3. Explain the scope of production and operations management.
18. PRODUCTION AND OPERATIONS MANAGEMENT
Skill Development
Visit a fast food restaurant like Pizza hut, Pizza corner to understand the concept of this
chapter by getting the information for the following questions.
1. Identify the type of production system followed.
2. Check how production system is managed.
3. Find out utilisation of the resources namely manpower, capacity and material.
4. How the customer services is rendered [feedback system exist or not]
CASELET
SHEENA
Sheena had worked for the same Fortune 500 Company for most 15 years. Although the
company had gone through some tough times, things were starting to turn around. Customer
orders were up, and quality and productivity had improved dramatically from what they had been
only a few years earlier due company wide quality improvement program. So, it comes as a real
shock to Sheena and about 400 of her co-workers when they were suddenly terminated following
the new CEO’s decision to downsize the company.
After recovering from the initial shock, Sheena tried to find employment elsewhere. Despite
her efforts, after eight months of searching she was no closer to finding a job than the day she
started. Her funds were being depleted and she was getting more discouraged. There was one
bright spot, though: She was able to bring in a little money by mowing lawns for her neighbors.
She got involved quite by chance when she heard one neighbor remark that now that his children
were on their own, nobody was around to cut the grass. Almost jokingly, Sheena asked him how
much he’d be willing to pay. Soon Sheena was mowing the lawns of five neighbors. Other
neighbors wanted her to work on their lawns, but she didn’t feel that she could spare any more
time from her job search.
However, as the rejection letters began to pile up, Sheena knew she had to make an
important decision in her life. On a rainy Tuesday morning, she decided to go into business for
herself taking care of neighborhood lawns. She was relieved to give up the stress of job hunting,
and she was excited about the prospects of being her own boss. But she was also fearful of being
completely on her own. Nevertheless, Sheena was determined to make a go of it.
At first, business was a little slow, but once people realized Sheena was available, many
asked her to take care of their lawns. Some people were simply glad to turn - the work over
to her; others switched from professional lawn care services. By the end of her first year in
business, Sheena knew she could earn a living this way. She also performed other services such
as fertilizing lawns, weeding gardens, and trimming shrubbery. Business became so good that
Sheena hired two part-time workers to assist her and, even then, she believed she could expand
further if she wanted to.
Questions
1. In what ways are Sheena’s customers most likely to judge the quality of her lawn care services?
2. Sheena is the operations manager of her business. Among her responsibilities are forecasting,
inventory management, scheduling, quality assurance, and maintenance.
19. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT '
(a) What kinds of things would likely require forecasts?
(b) What inventory items does Sheena probably have? Name one inventory decision she has
to make periodically.
(c) What scheduling must she do? What things might occur to disrupt schedules and cause
Sheena to reschedule?
(d) How important is quality assurance to Sheena’s business? Explain.
(e) What kinds of maintenance must be performed?
3. What are some of the trade-offs that Sheena probably considered relative to:
(a) Working for a company instead of for herself?
(b) Expanding the business?
4. The town is considering an ordinance that would prohibit putting grass clippings at the curb for
pickup because local landfills cannot handle the volume. What options might Sheena consider
if the ordinance is passed? Name two advantages and two drawbacks of each option.
[Source: Production/Operations Management by William J.Stevenson, Irwin/McGraw-Hill]
WEGMANS FOOD MARKETS
Wegmans Food Markets, Inc., is one of the premier grocery chains in the United States.
Headquartered in Rochester, NY, Wegmans operates over 70 stores. The company employs over
23,000 people, and has annual sales of over Rs. 2.0 billion.
Wegmans has a strong reputation for offering its customers high product quality and excellent
service. Through a combination of market research, trial and error, and listening to its customers,
Wegmans has evolved into a very successful organization. In fact, Wegmans is so good at what
it does that grocery chains all over the country send representatives to Wegmans for a firsthand
look at operations.
SUPERSTORES
Many of the company’s stores are giant 100,000 square foot superstores, double or triple the size
of average supermarkets. A superstore typically employs from 500 to 600 people.
Individual stores differ somewhat in terms of actual size and some special features. Aside
from the features normally found in supermarkets, they generally have a large bakery Section
(each store bakes its own bread, rolls, cakes, pies, and pastries), and extra large produce
sections. They also offer film processing a complete pharmacy, a card shop and video rentals.
In-store floral shops range in size up to 800 square feet of space, and offer a wide variety of
fresh-cut flowers, flower arrangements, varies and plants. In-store card shops covers over 1000
square feet of floor of floor space. The bulk foods department provides customers with the
opportunity to select what quantities they desire from a vast array of foodstuffs and some
nonfood items.
Each store is a little different. Among the special features in some stores are a dry cleaning
department, a wokery, and a salad bar. Some feature a Market Cafe that has different food
stations, each devoted to preparing and serving a certain type of food. For example, one station
has pizza and other Italian specialties, and another oriental food. There are also being a sandwich
bar, a salad bar and a dessert station. Customers often wander among stations as they decide
20. PRODUCTION AND OPERATIONS MANAGEMENT
what to order. In several affluent locations, customers can stop in on their way home from work
and choose from a selection of freshly prepared dinner entrees. Some stores have a coffee shop
section with tables and chairs where shoppers can enjoy regular or specialty coffees and variety
of tempting pastries.
PRODUCE DEPARTMENT
The company prides itself on fresh produce. Produce is replenished as often as 12 times a day.
The larger stores have produce sections that are four to five times the size of a produce section
of an average supermarket. Wegmans offers locally grown produce a season. Wegmans uses
a ’farm to market’ system whereby some local growers deliver their produce directly to individual
stores, bypassing the main warehouse. That reduces the company’s inventory holding costs and
gets the produce into the stores as quickly as possible. Growers may use specially designed
containers that go right onto the store floor instead of large bins. This avoids the bruising that
often occurs when fruits and vegetables are transferred from bins to display shelves and the need
to devote labor to transfer the produce to shelves.
MEAT DEPARTMENT
In addition to large display cases of both fresh and frozen meat products, many stores have a
full-service butcher shop that offers a variety of fresh meat products and where butchers are
available to provide customized cuts of meat for customers.
ORDERING
Each department handles its own ordering. Although sales records are available from records of
items scanned at the checkouts, they are not used directly for replenishing stock. Other factors,
such as pricing, special promotions, local circumstances must all be taken into account. However,
for seasonal periods, such as holidays, managers often check scanner records to learn what past
demand was during a comparable period.
The superstores typically receive one truckload of goods per day from the main warehouse.
During peak periods, a store may receive two truckloads from the main warehouse. The short
lead-time greatly reduce the length of the time an item might be out of stock, unless the main
warehouse is also out of stock.
The company exercises strict control over suppliers, insisting on product quality and on-time
deliveries.
EMPLOYEES
The company recognises the value of good employees. It typically invests an average of Rs.7000
to train each new employee. In addition to learning about stores operations, new employees learn
the importance of good customer service and how to provide it. The employees are helpful,
cheerfully answering customer questions or handling complaints. Employees are motivated through
a combination of compensation, profit sharing, and benefits.
QUALITY
Quality and Customer satisfaction are utmost in the minds of Wegmans management and its
employees. Private label food items as well as name brands are regularly evaluated in test
kitchens, along with the potential new products. Managers are responsible for checking and
21. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT
maintaining products and service quality in their departments. Moreover, employees are encouraged
to report problems to their managers.
If a customer is dissatisfied with an item and returns it, or even a portion of the item, the
customer is offered a choice of a replacement or a refund. If the item is a Wegmans brand food
item, it is then sent to the test kitchen to determine the cause of the problem. If the cause can
be determined, corrective action is taken.
Questions
1. How do customers judge the quality of a supermarket?
2. Indicate how and why each of these factors is important to the successful operation of a
supermarket:
(a) Customer satisfaction.
(b) Forecasting.
(c) Capacity planning.
(d) Location
(e) Inventory management.
(f) Layout of the store.
(g) Scheduling.
[Source: Production/Operations Management by William J.Stevenson, Irwin/McGraw-Hill]