The document discusses various topics related to operations management including increasing axle load for goods trains, adding more coaches to passenger trains, extending platforms, passenger profile management, and using information and communication technology. It defines operations management and discusses how processes can be structured, semi-structured, or unstructured. Some examples of operational decisions are also provided. Key aspects of production/operations management such as planning, inventory management, quality control, and continuous improvement are discussed. Issues operations managers may face including resource management, production planning and scheduling, and cost control are also outlined.

1. OPERATIONS
MANAGEMENT
Dr SHRAJAL GUPTA

3. ‘focus on operational excellence to achieve a turn
around’
 Increasing axle load for goods trains.
 Add more coach in passenger trains
 Extending to platform to match length of train
 Passenger profile management
 Information and communication technology
 Outsourcing and product innovation (ex. Change in side lower seat design)

4. Operations management
“A systematic design, direction, and control of processes that transform inputs
into services and products for both internal and external customer”

5. Hospital

7. Ex. – Location, New Production
Planning, Ware house, R&D etc
Ex. – Product Price, Maintenance
Policy, Project Scheduling, buying
equipment etc
Highly Unstructured in nature
Semi-structured in nature
Mostly Structured in
nature

8. Operational decision
 Inspection of Raw material in store while receiving materials from vendors
 Deciding price discount at salesmen level
 Scheduling of maintenance manpower
 Order entry
 Production scheduling
 Inventory control
 https://www.youtube.com/watch?v=Yi3qKHZwxkA

9. Process is any activity or group of
activities that takes one or more inputs,
transform them and provide one or more
more outputs for the its customers.
Operation is group of resources
performing all or part of one or more
processes.
Supply chain management is the
synchronization of firms processes with
those of its supplier and customers to
match the flow of materials, services,
and information with customer demand.
Supply chain which is the interrelated
series of processes within a firm and
across different firms that produce a
service or product to the satisfaction of
customers.

10. Manufacturing vs Services
Glass

11. Plant Layout
and Material
Handing
Process Design
Maintenance
Management
Location of
Facilities
Product
Design
Scope of operation
management
Production
Planning and
Control
Quality
Control
Material
Management

12. Responsibility of production/ Operations Manager
Planning
Managing Production processes
Inventory management
Budget and cost management
Ensuring health and safety
Managing staff
Continuous improvement

13. Issue faced by Production /Operations Manager
Resource Management
Quality Control
Supply Chain Management
Production Planning and Scheduling
Cost Control
Team Management
Environmental Sustainability

14. Efficiency
Customer
Satisfaction
Effectiveness
Criteria of performance

16. Processes Management
 It involve the use of an organization’s resources to provide something of
value and are perhaps the least understood and managed aspect of a
business.
Process Strategy Process Analysis
Pattern of decision made in managing
processes so that they will achieve their
competitive priorities.
The documentation and detailed
understanding of how work is performed
and how It can be redesigned.

17. Process Management- selection and design of Products

18. Process
 Ship
 Aeroplan
 Mazaa
 idli

19. Technology management
Technology management involves the planning,
organizing, and controlling of technological
resources and processes within an organization.
Technology
Implementation
Technology
Monitoring
Technology
Governance
Technology
Assessment
Technology
Planning

20. Role of managing technology
Enhancing
Efficiency
Enabling
Innovation
Improving
Decision
Making Enhancing
Communication
and
Collaboration

21. Technology disruptions
It refers to significant changes or advancements in technology that can disrupt
existing business models, processes, and industries
Anticipating
and
Monitoring
Adaptation
and
Flexibility
Continuous
Learning and
Development
Collaboration
and
Partnerships

22. Production planning & control
 Planning is considered to be an essential step in any business because the end
results depend on the input and the approach followed at this stage.
 Productivity of an organisation can be improved by better planning efforts.
 Control process within an organization plays a major role in organisational
productivity improvement.

23. Production
Planning and
Control Phase
Planning
Phase
Prior
Planning
1)Product Development & Design
2)Forecasting
3)Aggregate Planning
4)Master Scheduling
5)MRP
Active
Planning
Process Planning
Routing
Material Planning
Tool planning
Loading
Scheduling
Action
Phase
Dispatching
Control
Phase
Progress
Report
Data Processing
Corrective
Action
Expending Replanning

24. Capacity planning
Capacity would be the ability of a given system to produce output within the specific time
period.
In general, terms capacity is referred as maximum production capacity, which can be
attained within a normal working schedule.
Capacity planning is the process of determining the production capacity needed by an
organization to meet changing demands for its products.

25. Design capacity : Preliminary estimate of capacity is done based on long-range forecast
extending 5 to 10 years into the future.
System capacity : In practice, it may not be possible to achieve production to the extent of
design capacity mainly because of mismatch between required resources and available
resources.

26. Capacity Planning Strategies
Long-term capacity strategies. Top management may have the following strategies to cope up
with major changes in products and services that it can provide to customers in the long run
which will have significant impact on the capacity.
The major changes will altogether revise the demand and resource requirements. These are:
Develop new product lines
Expand existing facilities
Construct or phase out production plants
Technological obsolescence

27. Short-term capacity strategies. In short-term planning horizon, capacity decisions are
taken by considering the fluctuations in demand caused by seasonal and economic
factors.
The purpose of short-term capacity planning is to respond to variations in demand
during the short-term planning horizon. Strategies like, overtime, subcontracting,
hiring, firing, etc., can be used to cope up with the fluctuations in demand.

30. Aggregate planning
A marketing activity that does an aggregate plan for the Production process, in advance
of 6 to 18 months, to give an idea to management as to what quantity of materials and
other resources are to be procured and when, so that the total cost of operation of the
organization is kept to the minimum over that period

31. Purpose of Aggregate planning
Planning ahead because it takes time to implement plans.
Strategic of the company and
Synchronize flow throughout the supply chain; it affects costs, equipment
utilization, employment levels and customer satisfaction.

32. Importance of aggregate planning
Maximum utilization of the available production facility.
 Provide customer delight by matching demand and reducing wait time for customers.
Ensure that organization can plan for workforce level, inventory level and production rate in line
with its strategic goal and objective.
Aggregate planning as an Operational Tool.
Achieve balance between operation goal, financial goal and overall strategic objective of the
organization.
It serves as a platform to manage capacity and demand planning.

33. Factor affecting aggregate planning
A complete information is required about available production facility and raw
materials.
A solid demand forecast covering the medium-range period.
Financial planning surrounding the production cost which includes raw
material, labor, inventory planning, etc.
Organization policy around labour management, quality management, etc.

34. Aggregate planning strategy
Level Strategy Chase Strategy Hybrid Strategy
A level strategy looks to maintain
a steady production rate and
workforce level. In this strategy,
organization requires a forecast
demand to increase or decrease
production based on customer
demand.
chase strategy looks to match
demand with production.
Advantage of chase strategy is
lower inventory levels.
Disadvantage is lower
productivity, quality and
depressed work force.
balance between
level strategy and
chase strategy

35. Techniques for aggregate planning
1) Determine demand for each period.
2) Determine capacity for each period. This capacity should match demand.
3) Identify company, departmental, or union policies that are pertinent. (ex: maintaining a
certain safety stock level, maintaining a reasonably stable workforce).
4) Determine unit costs for units produced. These costs typically include the basic
production costs (fixed and variable costs as well as direct and indirect labor costs).
5) Develop alternative plans and compute the cost for each.

36. Scheduling
It is the process of arranging, controlling and optimizing work and workloads in a
production process or manufacturing process.
It is used to allocate plant and machinery resources, plan human resources, plan production
processes and purchase materials.

38. Objective of scheduling

39. Types of scheduling
1) Master scheduling: The date of completion of production is assigned or fixed
along with stage wise operation schedule.
2) Operation scheduling: The time required to do some amount of work (task or
job) with a given machine or process is fixed.
3) Detail operation scheduling: First, all details necessary to do some amount of
work with a given machine or process are identified. Later, time required to
complete each detail operation of work is fixed.

40. Facility location
It is right location for manufacturing
It will have sufficient assess to customer, worker, transportation etc.
Types of layout
◦ Fixed-position
◦ Process-oriented
◦ Product-oriented

41. Factors influencing facility location
◦ Customer Proximity (Nearness)
◦ Business Area
◦ Availability of Skill Labour
◦ Free Trade Zone/Agreement
◦ Suppliers
◦ Environmental Policy

42. Maintenance management
It is concerned with day-to-day problem of keeping the physical plant in good operating
condition.
Maintenance is primarily concerned with a day to day problem of machinery
equipment in maintaining good working condition. It is very essential to ensure a
continuous production flow by utilizing maximum capacity of plant.

43. Two categories of maintenance-
1) Maintaining buildings, parking lots, lawns, fences, services and utilities.
2) Maintaining equipment’s, machinery, material handling