Basic of Operation Management
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Operations management refers to designing and managing processes to efficiently convert inputs like materials and labor into outputs like goods and services. The goal is to maximize profit by balancing costs and revenues. Operations management deals with issues from strategic planning like plant location down to operational issues like production scheduling. Historically, the field evolved from manufacturing management focused on division of labor, to production management using techniques like statistical process control, to today's operation management taking a systems approach.
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Operations management
The document discusses operations management, which involves managing an organization's resources and production system to convert inputs into products or services. It outlines the key departments in an organization and differences between manufacturing and service operations. Factors like global competition, technology, and social responsibility impact operations management. The evolution of the field is also summarized, from the industrial revolution to modern trends like lean production and outsourcing. Decision-making approaches in operations management include using models, quantitative analysis, trade-off analysis, and prioritizing factors.
Production management
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
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MEC 6121 #1 Introduction to Production Management
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The document discusses the historical evolution of operations management from the 18th century to the present. It describes how operations evolved from cottage industries and artisans to the modern factory system and mass production. It then discusses how Frederick Taylor introduced scientific management approaches to optimize efficiency. The development of computers in the 1950s allowed operations to be managed using quantitative models and data processing. Overall, the document provides a high-level overview of the major developments in operations management from the 18th century to the present.
H:\Introduction To Production & Operations Management
This document provides an introduction to production and operations management. It discusses how POM involves managing an organization's production system to take inputs and convert them into outputs. Today, POM is affected by factors like global competition and advances in technology. POM can be studied as a production system, an organizational function, and through decision making. As a system, production has inputs, conversion processes, and outputs. As a function, the operations department is critical to a company's success. Decision making in POM includes strategic, operating, and control decisions made at different management levels.
Chapter 1
Operations management involves three key functions of organizations: marketing, production/operations, and finance/accounting. It transforms inputs into outputs through efficient production of goods and services. The supply chain is a global network of organizations and activities that supplies firms with goods and services. Operations managers apply processes like planning, organizing, and controlling to make decisions around designing and delivering goods and services, managing quality, processes, locations, layouts, human resources, supply chains, and inventories. Productivity, the ratio of outputs to inputs, is key to increasing standards of living, and depends on factors like labor, capital, and management. Modern challenges for operations managers include sustainability, globalization, customization, and empowerment.
Operations management
This document discusses operations management. It defines operations management as designing, executing, and controlling a firm's operations to convert resources into goods and services while implementing business strategy. The key aspects of operations management covered are the management process, types of operations including manufacturing, supply, transport, and services. It also discusses the role of operations managers, value chains, the focus of operations management on achieving organizational goals, and its links to other business functions such as finance, marketing, accounting, design, human resources, and information systems.
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Operations management
The document discusses operations management, which involves managing an organization's resources and production system to convert inputs into products or services. It outlines the key departments in an organization and differences between manufacturing and service operations. Factors like global competition, technology, and social responsibility impact operations management. The evolution of the field is also summarized, from the industrial revolution to modern trends like lean production and outsourcing. Decision-making approaches in operations management include using models, quantitative analysis, trade-off analysis, and prioritizing factors.
Production management
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
Production and Operations Management
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
MEC 6121 #1 Introduction to Production Management
Lecture Presentation #2
Introduction to Production Management
a MEng Course offered by the University of Zambia - School of Engineering
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The document discusses the historical evolution of operations management from the 18th century to the present. It describes how operations evolved from cottage industries and artisans to the modern factory system and mass production. It then discusses how Frederick Taylor introduced scientific management approaches to optimize efficiency. The development of computers in the 1950s allowed operations to be managed using quantitative models and data processing. Overall, the document provides a high-level overview of the major developments in operations management from the 18th century to the present.
H:\Introduction To Production & Operations Management
This document provides an introduction to production and operations management. It discusses how POM involves managing an organization's production system to take inputs and convert them into outputs. Today, POM is affected by factors like global competition and advances in technology. POM can be studied as a production system, an organizational function, and through decision making. As a system, production has inputs, conversion processes, and outputs. As a function, the operations department is critical to a company's success. Decision making in POM includes strategic, operating, and control decisions made at different management levels.
Chapter 1
Operations management involves three key functions of organizations: marketing, production/operations, and finance/accounting. It transforms inputs into outputs through efficient production of goods and services. The supply chain is a global network of organizations and activities that supplies firms with goods and services. Operations managers apply processes like planning, organizing, and controlling to make decisions around designing and delivering goods and services, managing quality, processes, locations, layouts, human resources, supply chains, and inventories. Productivity, the ratio of outputs to inputs, is key to increasing standards of living, and depends on factors like labor, capital, and management. Modern challenges for operations managers include sustainability, globalization, customization, and empowerment.
Operations management
This document discusses operations management. It defines operations management as designing, executing, and controlling a firm's operations to convert resources into goods and services while implementing business strategy. The key aspects of operations management covered are the management process, types of operations including manufacturing, supply, transport, and services. It also discusses the role of operations managers, value chains, the focus of operations management on achieving organizational goals, and its links to other business functions such as finance, marketing, accounting, design, human resources, and information systems.
System approach of production function
The document discusses the system approach of production functions. It states that a production function is a system comprised of various sub-systems that work together, including inputs, conversion processes, outputs, random fluctuations, and feedback. Inputs are resources that enter the production system like materials, labor, capital and time. These inputs go through a conversion process where their utility and economic value are increased. The outputs of the system are the goods and services produced. Random fluctuations are unplanned events that can influence production. Feedback is the system's control mechanism that helps adjust activities based on goals and results.
Operationsmanagement 919slidespresentation 090928145353 Phpapp01
Maintain status quo: -150,000
Sell: 320,000
Decision: Expand
Supplement 1-52
1-
Minimax Regret Solution
Regret = Maximum payoff - Actual payoff
STATES OF NATURE
Good Foreign Poor Foreign
DECISION Competitive Conditions Competitive Conditions
Expand $ 800,000 $ 500,000
Regret = 1,300,000 - 800,000 = 500,000
Regret = 1,300,000 - 500,000 = 800,000
Maintain status quo 1,300,000 -150,000
Regret = 800,000 - 1,300
Ch 1 introduction_om
Operations management is responsible for managing the transformation of inputs into outputs through efficient and effective planning, controlling, and decision making. It involves decisions ranging from strategic to tactical levels. Key aspects of operations management include production planning, quality control, inventory management, and facility location and layout. Operations management is important for both manufacturing and service organizations.
Introduction
Production and Operation Management (POM) involves managing the processes that convert inputs like raw materials, labor, capital, and management into finished goods and services. POM is concerned with planning and overseeing manufacturing and service delivery processes to efficiently produce quality outputs that meet customer needs. POM aims to create value for customers and stakeholders by optimizing production processes. Whether manufacturing tangible goods or providing intangible services, effective POM is key to transforming inputs into high-quality, cost-effective outputs.
Production management v
Production management deals with manufacturing products like cars and computers, while operation management covers both products and services. Production management requires more capital equipment to produce goods, while operation management requires more labor and less equipment for services. There is no customer participation during production, but operation management needs constant customer contact for services. The scopes of production and operation management include facility location, plant layout, material handling, process design, production planning and control, quality control, and material management.
Productivity (5)
This document discusses productivity, including its definition, types, importance, measurement, and factors affecting it. Productivity is defined as the ratio of output to input. There are two types of productivity: partial, which measures individual resources, and total, which considers all resources. Improving productivity is important because it increases standards of living and efficient resource use. Productivity can be measured by changes in output per input unit or input per output unit. Factors influencing productivity include employee efforts, training, technology, management practices, and the external business environment. The document recommends better employee training, use of time studies, updated technology, incentives, and competition to increase productivity.
Introduction to operations management
Operation management fundamentals with an introduction to social responsibility, ethics, entrepreneurship and intrapreneurship.
V.p. arora operations mgmt
The document discusses key concepts in production management including productivity, factors that impact productivity, and techniques to improve labor productivity. It defines productivity and provides examples of how it can be measured at different levels. It also outlines traditional and modern techniques for improving labor productivity, materials productivity, machine productivity, and overall productivity.
Scope of om
The scope of operations management ranges across the entire organization and includes many interrelated activities such as forecasting, capacity planning, scheduling, inventory management, quality assurance, employee motivation, facility location planning, and more. The operations manager guides the system through decision making, including decisions about what resources are needed, when resources and work will be scheduled, where work will be done, how products/services will be designed and work completed, and who will do the work. Models are a key tool used by decision makers to simplify and abstract real-life phenomena in order to focus on important system aspects.
Recent Trends in Modern Operations Management
This paper aims to explore the recent trends in modern Operations Management aiming at a better understanding of the current developments in the area. Discussing the general picture of Operations Management, this paper aims to highlight the most important and popular trends at the moment.
The paper will discuss the Lean Operations and JIT as one of the most important trend in great detail. With the help of several examples, the paper will endeavour to find out how the concept of lean is drastically affecting the way Operations Management is conceived.
5. productivity
This document discusses productivity, which is a measure of output relative to inputs. It can be measured partially based on a single input like labor, or multifactor which considers multiple inputs. Productivity is important for companies, non-profits, and countries. It relates to competitiveness and standards of living. Factors that can affect productivity include methods, capital, quality, technology, management, and more. Productivity growth measures changes over time. The document provides examples of productivity calculations and discusses improving productivity.
1. productivity concept and calculation.
The document discusses various concepts and methods of calculating productivity. It defines productivity as the ratio of output to input. Common inputs include labor hours, materials, and capital. Productivity can be calculated partially for individual inputs or totally considering all inputs. Common models include partial productivity, total productivity, total factor productivity, multi-factor productivity, and the APC model which includes a price recovery factor. The document also lists various ways to improve productivity such as through technology, employees, materials, processes, products, and tasks.
Basic concepts of_productivity
There are three basic types of productivity measures:
1) Partial productivity measures the ratio of output to one input like labor.
2) Total-factor productivity measures the ratio of output to the sum of labor and capital inputs.
3) Total productivity measures the ratio of total output to all inputs.
While partial measures are easy to understand and obtain, they do not capture the full picture and can lead to misguided decisions. Total measures provide a more accurate representation but require more complex data collection. Productivity growth is key to combating inflation, as demonstrated by examples like Eli Lilly, who decreased prices as productivity increased. Slower productivity growth relative to money supply growth contributes to higher inflation.
Operations management an overview
The document provides an overview of operations management. It discusses key inputs like raw materials, machinery, and manpower that are transformed through operations like crushing and grinding to produce outputs like cement. Operations management involves managing these transformations effectively and efficiently. It aims to satisfy customer demand while achieving organizational goals of effectiveness and efficiency.
Types of manufacturing processes
This document presents an overview of different types of manufacturing processes:
1) Continuous production operates constantly without interruptions to produce large volumes of standardized products. Mass production also aims to produce high volumes of standardized goods through flow lines.
2) Intermittent production allows for flexibility in producing different products using the same line. Batch production manufactures identical articles in batches on a regular or irregular schedule.
3) Job and project production are for low volumes of complex, customized products according to customer specifications within set timeframes and costs. They require highly skilled workers due to complexity.
Om
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.
Technological changes in Industrial Relations
Technological changes in industrial relations can include scientific management, changes in plant locations, shifts in product demand, changes in machinery, and automation. Rationalization involves fundamentally changing industrial structures and control, while automation allows technology to fully control operations with machine-provided data. The impact of technological changes can result in employment issues, a need for new management strategies like corporate restructuring, and trade union responses involving fears over losing jobs or comfort.
Vskills production and operations management sample material
Operations management is the process of managing the resources which are necessary to produce a company's goods or services. It involves planning, organizing and controlling these resources. The key functions are operations and supply chains on the supply side, and sales and marketing on the demand side. The ideal goal is to achieve an economic match between supply and demand. Operations management has evolved over time from a focus on efficiency to also emphasizing quality, flexibility and customer responsiveness. New approaches now view technology as a way to improve quality in addition to reducing costs.
Ch01 (2)
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.
Ch01 2
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 make.
Industrial Engineering
Industrial engineering is concerned with optimizing complex processes and systems. Industrial engineers work to eliminate waste and improve quality and productivity across various domains. They apply principles of engineering, business, and management science. Some key goals of industrial engineering include developing integrated systems involving people, equipment, and processes, and specifying and evaluating results. Modern industrial engineering utilizes tools like simulation, mathematical modeling, and computational methods to analyze, evaluate, and optimize systems.
Module 1_OM_ part 1.pptx
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.
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The document discusses the system approach of production functions. It states that a production function is a system comprised of various sub-systems that work together, including inputs, conversion processes, outputs, random fluctuations, and feedback. Inputs are resources that enter the production system like materials, labor, capital and time. These inputs go through a conversion process where their utility and economic value are increased. The outputs of the system are the goods and services produced. Random fluctuations are unplanned events that can influence production. Feedback is the system's control mechanism that helps adjust activities based on goals and results.
Operationsmanagement 919slidespresentation 090928145353 Phpapp01
Maintain status quo: -150,000
Sell: 320,000
Decision: Expand
Supplement 1-52
1-
Minimax Regret Solution
Regret = Maximum payoff - Actual payoff
STATES OF NATURE
Good Foreign Poor Foreign
DECISION Competitive Conditions Competitive Conditions
Expand $ 800,000 $ 500,000
Regret = 1,300,000 - 800,000 = 500,000
Regret = 1,300,000 - 500,000 = 800,000
Maintain status quo 1,300,000 -150,000
Regret = 800,000 - 1,300
Ch 1 introduction_om
Operations management is responsible for managing the transformation of inputs into outputs through efficient and effective planning, controlling, and decision making. It involves decisions ranging from strategic to tactical levels. Key aspects of operations management include production planning, quality control, inventory management, and facility location and layout. Operations management is important for both manufacturing and service organizations.
Introduction
Production and Operation Management (POM) involves managing the processes that convert inputs like raw materials, labor, capital, and management into finished goods and services. POM is concerned with planning and overseeing manufacturing and service delivery processes to efficiently produce quality outputs that meet customer needs. POM aims to create value for customers and stakeholders by optimizing production processes. Whether manufacturing tangible goods or providing intangible services, effective POM is key to transforming inputs into high-quality, cost-effective outputs.
Production management v
Production management deals with manufacturing products like cars and computers, while operation management covers both products and services. Production management requires more capital equipment to produce goods, while operation management requires more labor and less equipment for services. There is no customer participation during production, but operation management needs constant customer contact for services. The scopes of production and operation management include facility location, plant layout, material handling, process design, production planning and control, quality control, and material management.
Productivity (5)
This document discusses productivity, including its definition, types, importance, measurement, and factors affecting it. Productivity is defined as the ratio of output to input. There are two types of productivity: partial, which measures individual resources, and total, which considers all resources. Improving productivity is important because it increases standards of living and efficient resource use. Productivity can be measured by changes in output per input unit or input per output unit. Factors influencing productivity include employee efforts, training, technology, management practices, and the external business environment. The document recommends better employee training, use of time studies, updated technology, incentives, and competition to increase productivity.
Introduction to operations management
Operation management fundamentals with an introduction to social responsibility, ethics, entrepreneurship and intrapreneurship.
V.p. arora operations mgmt
The document discusses key concepts in production management including productivity, factors that impact productivity, and techniques to improve labor productivity. It defines productivity and provides examples of how it can be measured at different levels. It also outlines traditional and modern techniques for improving labor productivity, materials productivity, machine productivity, and overall productivity.
Scope of om
The scope of operations management ranges across the entire organization and includes many interrelated activities such as forecasting, capacity planning, scheduling, inventory management, quality assurance, employee motivation, facility location planning, and more. The operations manager guides the system through decision making, including decisions about what resources are needed, when resources and work will be scheduled, where work will be done, how products/services will be designed and work completed, and who will do the work. Models are a key tool used by decision makers to simplify and abstract real-life phenomena in order to focus on important system aspects.
Recent Trends in Modern Operations Management
This paper aims to explore the recent trends in modern Operations Management aiming at a better understanding of the current developments in the area. Discussing the general picture of Operations Management, this paper aims to highlight the most important and popular trends at the moment.
The paper will discuss the Lean Operations and JIT as one of the most important trend in great detail. With the help of several examples, the paper will endeavour to find out how the concept of lean is drastically affecting the way Operations Management is conceived.
5. productivity
This document discusses productivity, which is a measure of output relative to inputs. It can be measured partially based on a single input like labor, or multifactor which considers multiple inputs. Productivity is important for companies, non-profits, and countries. It relates to competitiveness and standards of living. Factors that can affect productivity include methods, capital, quality, technology, management, and more. Productivity growth measures changes over time. The document provides examples of productivity calculations and discusses improving productivity.
1. productivity concept and calculation.
The document discusses various concepts and methods of calculating productivity. It defines productivity as the ratio of output to input. Common inputs include labor hours, materials, and capital. Productivity can be calculated partially for individual inputs or totally considering all inputs. Common models include partial productivity, total productivity, total factor productivity, multi-factor productivity, and the APC model which includes a price recovery factor. The document also lists various ways to improve productivity such as through technology, employees, materials, processes, products, and tasks.
Basic concepts of_productivity
There are three basic types of productivity measures:
1) Partial productivity measures the ratio of output to one input like labor.
2) Total-factor productivity measures the ratio of output to the sum of labor and capital inputs.
3) Total productivity measures the ratio of total output to all inputs.
While partial measures are easy to understand and obtain, they do not capture the full picture and can lead to misguided decisions. Total measures provide a more accurate representation but require more complex data collection. Productivity growth is key to combating inflation, as demonstrated by examples like Eli Lilly, who decreased prices as productivity increased. Slower productivity growth relative to money supply growth contributes to higher inflation.
Operations management an overview
The document provides an overview of operations management. It discusses key inputs like raw materials, machinery, and manpower that are transformed through operations like crushing and grinding to produce outputs like cement. Operations management involves managing these transformations effectively and efficiently. It aims to satisfy customer demand while achieving organizational goals of effectiveness and efficiency.
Types of manufacturing processes
This document presents an overview of different types of manufacturing processes:
1) Continuous production operates constantly without interruptions to produce large volumes of standardized products. Mass production also aims to produce high volumes of standardized goods through flow lines.
2) Intermittent production allows for flexibility in producing different products using the same line. Batch production manufactures identical articles in batches on a regular or irregular schedule.
3) Job and project production are for low volumes of complex, customized products according to customer specifications within set timeframes and costs. They require highly skilled workers due to complexity.
Om
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.
Technological changes in Industrial Relations
Technological changes in industrial relations can include scientific management, changes in plant locations, shifts in product demand, changes in machinery, and automation. Rationalization involves fundamentally changing industrial structures and control, while automation allows technology to fully control operations with machine-provided data. The impact of technological changes can result in employment issues, a need for new management strategies like corporate restructuring, and trade union responses involving fears over losing jobs or comfort.
Vskills production and operations management sample material
Operations management is the process of managing the resources which are necessary to produce a company's goods or services. It involves planning, organizing and controlling these resources. The key functions are operations and supply chains on the supply side, and sales and marketing on the demand side. The ideal goal is to achieve an economic match between supply and demand. Operations management has evolved over time from a focus on efficiency to also emphasizing quality, flexibility and customer responsiveness. New approaches now view technology as a way to improve quality in addition to reducing costs.
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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.
Ch01 2
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 make.
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Operationsmanagement 919slidespresentation 090928145353 Phpapp01
Operationsmanagement 919slidespresentation 090928145353 Phpapp01
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Operations Management (OM)
This slide consists of following operations management (OM) topics:
1. concept or definition of operations management (OM)
2. Transformation process of OM
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The document provides an overview of operations management, including its historical development and key factors affecting modern operations. It discusses several milestones such as the Industrial Revolution, scientific management, and the growth of the service sector. Finally, it outlines different ways of studying operations management, focusing on the strategic, operating, and control decisions managers must make.
Chapter 1 introduction
Operation management deals with managing the transformation of inputs into outputs through production processes and supply chains. It aims to deliver the right quality and quantity of goods or services, at the right time and predetermined cost. The scope of operation management includes activities related to production system design, analysis, planning, control, quality control, purchasing, and more. Operation management has evolved from scientific management in the 1930s to modern approaches like lean manufacturing, supply chain management, and outsourcing. Managers must enhance productivity through efficiency while addressing ethical challenges like product safety, environmental stewardship, and community impact.
Development of management thoughts, Contribution of F.W.Taylor
F.W. Taylor is considered the father of scientific management. He introduced concepts like time and motion studies to improve efficiency. Some key principles of scientific management include replacing rule-of-thumb methods with data-driven tasks, labor-management cooperation, and using wage incentives like differential piece rates. Taylor's ideas focused on optimization but were criticized for neglecting human factors. Overall, scientific management aimed to improve productivity and reduce costs through principles of standardized work based on empirical analysis.
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Basic of Operation Management
- 2. Operations management refers to the administration of business practices to create the highest level of efficiency possible within an organization. Operations management is concerned with converting materials and labor into goods and services as efficiently as possible to maximize the profit of an organization.
- 3. Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services
- 4. Operations management teams design the method of conversion of inputs (materials, labor, proprietary information, etc.) into outputs (goods, services, value- added products, etc.) that is most beneficial to the organization. Operations management teams attempt to balance costs with revenue to achieve the highest net operating profit possible.
- 5. Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want.
- 6. The purvey of OM ranges from strategic to tactical and operational levels. Representative strategic issues include determining the size and location of manufacturing plants, deciding the structure of service or telecommunications networks, and designing technology supply chains.
- 7. Tactical issues include plant layout and structure, project management methods, and equipment selection and replacement. Operational issues include production scheduling and control, inventory management, quality control and inspection, traffic and materials handling, and equipment maintenance policies.
- 9. The concept of Production and Operation Management since its inception: Manufacturing Management (1776-1930) Production Management (1930-1970) Operation Management (1970-onwards)
- 10. Manufacturing Management (1776-1930)- During this period emphasis was on scientific management dealing with benefits of specialization and division of labour.
- 11. Main Contributors: 1776: Adam Smith Division of Labor 1832: Charles Babbage Specialization by job assignment, skills, time etc. 1900: F. W. Taylor Time & motion studies using scientific management developing time and motion study techniques of jobs.
- 12. Production Management (1930-1970)- Here emphasis on technique of economy efficiency by eliminating wastage and using sophisticated technique.
- 13. Main Contributors: 1930: Inventory Control (F. W. Harris), Human Relation Movement (Elton Mayo), Statistical Quality Control (Walter A. Shewhart) 1950: Operation Research (G. B. Dantzi) Mathematical Application (A. Charnes) EDI (Herbert Simon) MIS
- 14. Operation Management (1970-onwards)- A system model approach identifying the subsystems, subcomponents that makes up the organisation.
- 15. Main Contributors: 1970 to 1980: Computer application to manufacturing, scheduling and control operations, Material Require Planning (Joseph Orlicky) MRPII (Oliver Wight). 1980: Onwards Deming & Juran Material management, Waste control, JIT, Quality and productivity concepts, CAD and CAM application in Management. TQM, Total Productive Maintenance.
- 16. By Neha Yadav HR Personnel, MBA(HR)