Modern Approach to Operations Management
The book includes the background, the core concepts, and the models of POM. It is readable, comprehensive, and contemporary in its approach. The concepts of Operations Management have been delivered to the readers in a simple, straightforward manner, and without mincing the words to avoid dilution o...
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| Main Author | |
|---|---|
| Format | eBook |
| Language | English |
| Published |
Daryaganj
New Age International Ltd
2005
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| Edition | 1 |
| Subjects | |
| Online Access | Get full text |
| ISBN | 9788122416275 8122416276 |
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| Abstract | The book includes the background, the core concepts, and the models of POM. It is readable, comprehensive, and contemporary in its approach. The concepts of Operations Management have been delivered to the readers in a simple, straightforward manner, and without mincing the words to avoid dilution of the materials itself. The layout of the book has been organized to give the readers a sense of flow: (i) Beginning with fundamentals of production systems, productivity, location of plant, layout issues; (ii) Core issues of POM like forecasting, operations planning, purchasing systems and steps involved in it, Inventory models, and MRP, Quality control, TQM, Project Management; and finally (iii) the attention is focused to modern concepts on the subject like JIT, OPT, Automation, etc. This makes the book more comprehensive in nature. |
|---|---|
| AbstractList | The book includes the background, the core concepts, and the models of POM. It is readable, comprehensive, and contemporary in its approach. The concepts of Operations Management have been delivered to the readers in a simple, straightforward manner, and without mincing the words to avoid dilution of the materials itself. The layout of the book has been organized to give the readers a sense of flow: (i) Beginning with fundamentals of production systems, productivity, location of plant, layout issues; (ii) Core issues of POM like forecasting, operations planning, purchasing systems and steps involved in it, Inventory models, and MRP, Quality control, TQM, Project Management; and finally (iii) the attention is focused to modern concepts on the subject like JIT, OPT, Automation, etc. This makes the book more comprehensive in nature. |
| Author | Roy, Ram Naresh |
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| Snippet | The book includes the background, the core concepts, and the models of POM. It is readable, comprehensive, and contemporary in its approach. The concepts of... |
| SourceID | proquest |
| SourceType | Publisher |
| SubjectTerms | Production management Quality control Total quality control |
| TableOfContents | 14.3.3 The Automated Workplace 4.3.1 Objectives of Purchasing Department -- 4.3.2 Activities, Duties and Functions of Purchasing Department -- 4.3.3 Centralized and Decentralized Purchasing Organizations -- 4.4 Modes of Purchasing Materials -- 4.4.1 Spot Quotations -- 4.4.2 Floating the Limited Inquiry: -- 4.4.3 Tender -- 4.5 Steps in One Complete Purchasing Cycle -- 4.5.1 Some Questions Related to Purchase -- 4.5.2 Tender Procedure -- 4.6 Vendor Rating -- 4.7 What is Expected of a Better Buyer -- 4.8 Some Working Definitions -- 4.8.1 Quality Index (QI) -- 4.8.2 Delivery Reliability Index (DRI) -- 4.8.3 Flexibility Index (FI) -- 4.8.4 Price Performance Index (PPI) -- 4.8.5 Frequency of Rating -- 4.8.6 Use of the Indices -- 4.9 Stores and Material Control -- 4.9.1 Requirements of a Material Control System -- 4.10 Stores Management -- 4.10.1 Functions of Stores Department and the Duties of the Storekeeper -- 4.10.2 Location and Layout of Stores -- 4.10.3 Advantages of Centralization of Stores -- 4.10.4 Advantages of Decentralization of Stores -- Chapter 5. Operations Planning and Control -- 5.0 Introduction -- 5.1 Benefits of Better Operations Planning and Control -- 5.2 Main Functions of OPC -- 5.2.1 Some Specific Activities of OPC -- 5.3 Detailed Functions of OPC -- 5.3.1 Planning Phases -- 5.3.2 Routing or Sequencing -- 5.3.3 Loading or Assignment -- 5.3.4 Scheduling -- 5.3.5 Sequencing and Dispatching Phase -- 5.3.6 Controlling or Follow-Up Phase -- Chapter 6. Inventory Control -- 6.0 Introduction -- 6.1 Purpose of Inventories -- 6.2 Objective of Inventory Management -- 6.2.1 Requirements for Effective Inventory Management -- 6.2.2 Inventory Counting Systems -- 6.2.3 A Perpetual Inventory System -- 6.2.4 Ordering Cycle System -- 6.2.5 Demand Forecasts and Lead-Time Information -- 6.2.6 Inventory Cost Information -- 6.3 Types of Inventory Control Techniques Chapter 11. Total Quality Management and ISO-9000 -- 11.0 What is TQM? -- 11.1 TQM Needs Commitment -- 11.2 Various Approaches to TQM -- 11.2.1 Deming's Approach to TQM -- 11.2.2 Juran's Approach to TQM -- 11.2.3 Crosby's Approach to TQM -- 11.2.4 Feigenbaum's Approach to TQM -- 11.2.5 Ishikawa's Approach to TQM -- 11.3 Some Quality and TQM Related Terms -- 11.4 Relationship Between ISQ 9000 and Quality -- 11.5 Relationship Between ISO 9000 and TQM -- 11.5.1 Principles of ISO 9000 -- 11.5.2 Benefits of ISO 9000 -- Chapter 12. Linear Programming -- 12.0 Introduction -- 12.1 The LP Formulation and Underlying Assumptions -- 12.2 The General LP Formulation -- 12.2.1 Graphical Solution of 2-Variables LP -- 12.2.2 A 2-Var LP with a Unique Optimal Solution -- 12.3 Different Forms of Linear Programs -- 12.4 The Assignment Problem -- 12.5 Transportation Problem -- 12.5.1 Transportation Algorithm (Modi Method) -- Chapter 13. Methods Engineering -- 13.0 Introduction -- 13.1 Objective of Work Study -- 13.2 Tools and Techniques of Work Study -- 13.2.1 Method Study -- 13.2.2 Work Measurement (Time Study) -- 13.3 Standardization -- 13.3.1 What is a Standard? -- 13.3.2 Examples of Standards -- 13.3.3 What is Conformity Assessment? -- 13.3.4 Standards Development, Acceptance/Implementation -- 13.3.5 Benefits of Standards to Industry -- 13.3.6 Benefits of Standards to Government -- 13.3.7 Benefits of Standards to Consumers -- 13.3.8 Cardinal Principles of International Standardization -- Chapter 14. Mechanization, Automation and Productivity -- 14.0 Introduction -- 14.1 Assembly Line -- 14.1.1 History of the Assembly Line -- 14.1.2 History of Moving Assembly Line -- 14.1.3 Pre Industrial Revolution -- 14.1.4 Industrial Robot -- 14.2 Postal Mechanization/Early Automation -- 14.3 The Age of Automation -- 14.3.1 Automation -- 14.3.2 Social Issues of Automation 8.5 Comparison of MRP and JIT -- 8.5.1 Push Vs Pull System -- 8.6 Requirements for Successful Implementation of JIT -- 8.7 Goals of JIT Manufacturing System -- 8.7.1 Important Aspects in JIT Manufacturing -- 8.7.2 Advantages and Disadvantages of JIT -- 8.8 Theory of Constraints (TOC) -- 8.8.1 Systems Thinking -- 8.8.2 Five Focusing Steps of TOC -- 8.8.3 The Five Layers of Resistance -- 8.8.4 Quantifying the Improvement -- 8.9 TOC Tools -- 8.9.1 Current Reality Tree (CRT) -- 8.9.2 Conflict Resolution Diagram (CRD) or Evaporating Cloud -- 8.9.3 Future Reality Tree (FRT) -- 8.9.4 Prerequisite Tree (PRT) -- 8.9.5 Transition Tree (TT) -- Chapter 9. Project Management -- 9.0 Introduction -- 9.1 Some Terms Related to Network Planning -- 9.2 CPM and PERT Model -- 9.2.1 Time Estimates in PERT -- 9.2.2 Algorithm Used in Calculating Critical Path -- 9.3 Variability of Activity Times -- 9.4 Probability of Completing a Project by a Given Date -- 9.5 Project Crashing and Time-Cost Trade-off -- 9.6 Resource Leveling -- 9.6.1 Heuristic Methods -- 9.7 Resource Leveling of Project Schedules -- 9.8 Project Delay -- Chapter 10. Quality Control -- 10.0 Introduction -- 10.1 Inspection -- 10.1.1 Types of Inspection -- 10.1.2 Purpose of Inspections -- 10.2 Some Quality Related Terms -- 10.3 Statistical Quality Control (SQC) -- 10.4 Acceptance Sampling -- 10.4.1 Where Do We Use Sampling ? -- 10.4.2 Advantages and Disadvantages of Acceptance Sampling -- 10.4.3 Representative Sample -- 10.5 Sampling Plans -- 10.5.1 Single Sampling Plan (SSP) -- 10.5.2 Double Sampling Plan (DSP) -- 10.5.3 Sequential or Multiple Sampling Plan -- 10.6 Process Variability and Control -- 10.7 Control Charts -- 10.7.1 The p-Chart -- 10.7.2 The c-Chart -- 10.7.3 Steps in Constructing s-Chart -- 10.7.4 Steps in Constructing The x Chart -- 10.8 Use of Computers in Quality Control Cover -- Preface -- Contents -- Chaper 1. Production Systems and Operations Management -- 1.0 Introduction -- 1.1 Related Issues of Operations Management -- 1.1.1 Production Function -- 1.1.2 Productivity -- 1.1.3 Difference between Production and Productivity -- 1.1.4 Effectiveness -- 1.1.5 Efficiency -- 1.2 Operations Function in Organizations -- 1.2.1 Manufacturing Operations Vs Service Operations -- 1.2.2 Types of Production System -- 1.3 Role of Models in Operations Management -- 1.3.1 Types of Models in Production Operations Management (POM) -- 1.3.2 Mathematical Models in Production and Operations Management -- 1.3.3 Modeling Benefits -- 1.4 Classifying Problems -- 1.4.1 Uncertainty of Outcomes -- 1.4.2 Maximin Rule (Weather Problem) -- 1.4.3 Interdependence Among Decisions -- Chapter 2. Location of Production and Service Facilities -- 2.0 Introduction -- 2.1 Reasons for Location Changes -- 2.2 General Factors Influencing Location -- 2.2.1 Rural and Urban Sites Compared -- 2.3 General Procedures for Facility Location -- 2.3.1 Preliminary Screening -- 2.3.2 Selection of Exact Site -- 2.4 Some Other Facility Location Models -- 2.4.1 Simple Median Model -- 2.4.2 Center of Gravity (GRID) Model -- 2.4.3 Linear Programming (LP) -- 2.4.4 Simulation -- 2.4.5 Break Even Analysis -- Chapter 3. Layout Planning -- 3.0 Introduction -- 3.1 Effects of a Plant Layout -- 3.2 Factors Affecting Layout -- 3.2.1 Types of Industries -- 3.2.2 Types of Production System -- 3.2.3 Type of Product -- 3.2.4 Volume of Production -- 3.3 Systematic Layout Planning (SLP) -- 3.4 Other Approaches to Plant Layout -- 3.4.1 Principles of Plant Layout -- 3.4.2 Types of Flow Patterns -- Chapter 4. Purchasing Systems and Vendor Rating -- 4.0 Introduction -- 4.1 Functions Of Material Management -- 4.2 Objectives of Materials Management -- 4.3 Purchasing or Procurement Function 6.3.1 Qualitative Techniques -- 6.3.2 Quantitative Techniques or Models -- 6.4 Stocking of Perishables -- Chapter 7. Material Requirement Planning -- 7.0 Introduction -- 7.1 Need for Materials Planning -- 7.1.1 Terms Used in MRP -- 7.2 Basic MRP Concepts -- 7.2.1 Independent Demand -- 7.2.2 Dependent Demand -- 7.2.3 Lumpy Demand -- 7.2.4 Lead Time of Item -- 7.2.5 Common Use Items -- 7.2.6 Time Phasing -- 7.3 Factor Affecting the Computation of MRP -- 7.3.1 Product Structure -- 7.3.2 Lot Sizing -- 7.3.3 Recurrence of Requirements Within Planning Horizon -- 7.4 Objectives of MRP System -- 7.5 Prerequisites and Assumptions of MRP -- 7.5.1 Prerequisites -- 7.5.2 Assumptions -- 7.6 Inputs To MRP -- 7.6.1 Master Production Schedule (MPS) -- 7.6.2 Bill of Material (BOM) -- 7.6.3 Inventory Record File -- 7.7 MRP Outputs -- 7.7.1 Primary Outputs -- 7.7.2 Secondary Outputs -- 7.8 MRP Logic in Brief -- 7.8.1 A Sample of Management Information (Output) from MRP -- 7.8.2 Limitations and Advantages of MRP -- 7.9 Manufacturing Resource Planning (MRP II) -- 7.10 MRP Implementation -- 7.10.1 An Inventory Control System -- 7.10.2 A Production and Inventory Control System -- 7.10.3 A Manufacturing Resource Planning System -- 7.11 How Can Industry Benefit from MRP? -- Chapter 8. Just-In-Time Approach -- 8.0 Introduction -- 8.1 History of Relations Between Management and Workers -- 8.1.1 Adaptation to New Production Environment -- 8.1.2 The Kanban Control -- 8.1.3 JIT Today -- 8.1.4 JIT Application Profile -- 8.2 Keys to Successful JIT Implementation -- 8.2.1 The Kanban System -- 8.3 Japanese Vs American Management -- 8.3.1 Downsides of Japanese Management -- 8.3.2 JIT Manufacturing System Overview -- 8.3.3 The Seven Wastes in JIT -- 8.3.4 Value-Added Manufacturing -- 8.4 How Japanese Manufacturing Ideally Works? -- 8.4.1 Stockless Production |
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