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Table Of Contents

1A.3 KEY CHARACTERISTICS TO UNDERSTANDING MANAGEMENT
1A.4 MEANING OF MANAGEMENT
1A.5 HISTORY OF PRODUCTION AND OPERATIONS MANAGEMNET
1A.6 FUNCTIONS OF PRODUCTION AND OPERATIONS MANAGEMENT
1A.7 RELATIONSHIP BETWEEN “POM AND OTHER FUNCTIONS
1A.8 EFFECT OF TIME ELEMENT ON POM
1A.9 PRIORITY
1A.10 MANUFACTURING OPERATIONS VERSUS SERVICE OPERATIONS:
1A.11 EXAMPLE OF MANUFACTURING SYSTEMS
1B. 2 NEED FOR DESIGN
1B. 3 FACTORS TO BE CONSIDERED
1B. 8 STANDARDIZATION PROCEDURE
1B. 9 CLASSIFICATION
1B. 10 ADVANTAGE OF STANDARDIZATION
1B. 11 APPLICATION OF STANDARDIZATION
1B. 13 REVERSE ENGINEERING
2A. 8 CAPACITY PLANNING STRATEGIES
2A. 12 CAPACITY DECISIONS
2A. 13 FACTORS AFFECTING DETERMINATION OF PLANT CAPACITY
2A. 14 EQUIPMENT SELECTION
2A. 15 DETERMINATION OF CAPACITY
2A. 16 CAPACITY MEASUREMENT
2A. 17 MEASURING CAPACITY
2A. 18 CLASSIFICATION OF CAPACITY PLANNING
2A. 20 FINITE AND INFINITE CAPACITY PLANNING
2A. 22 CAPACITY PLANNING MODELS
2A. 23 “CRP’ INPUTS
2A. 24 ESTIMATING FUTURE CAPACITY NEEDS
2A. 26 “CRP’ OUTPUTS
2A. 27 AGGREGATE CAPACITY PLAYING STRATEGIES
2A. 28 LEVEL CAPACITY PLAN
2A. 29 CONSTRAINTS ON IMMEDIATE CAPACITY
2A. 30 INFLUENCES ON EFFECTIVE CAPACITY
2A. 31 DIFFERENCES BETWEEN EFFECTIVE AND IMMEDIATE CAPACITIES
2A. 32 CAPACITY CHANGE
2A. 33 THE MEASUREMENT OF CAPACITY
2A. 34 FINITE OR INFINITE CAPACITY PLANNING
2A. 35 SCHEDULING AND LOADING
2A. 36 INFORMATION REQUIREMENTS
2A. 37 INTERRELATIONSHIP BETWEEN CAPACITY AND OTHER FUNCTIONS
2A. 38 SERVICE CAPACITY
2A. 39 DIFFICULTY IN CAPACITY PLANNING IN SERVICE ORGANIZATIONS
2B. 3 LOCATIONAL FLEXIBILITY
2B. 5 PLANT LOCATION IN TOWN
2B. 8 FACILITY DESIGN PROCESS
2B. 10 LOCATIONAL BREAK-EVEN ANALYSIS
3A. 1 Process Planning
3A. 2 Process Design
3A. 3FRAME WORK FOR PROCESS DESIGN
3A. 4 PROCESS PLANNING PROCEDURE
3A. 5 CHARACTERISTICS OF PRODUCTION PROCESS SYSTEMS
3A. 7 FACTOR AFFECTING PROCESS DESIGN
3A. 8 TYPE OF PROCESS DESIGNS
3A. 9 PROCESS FORM SELECTION WITH PLC PHASES
3B. 1 INTRODUCTION
3B. 2 WORK STUDY
3B. 3 IMPORTANCE AND SCOPE
3B. 4 VARIOUS MODELS
3B. 5 SIGNIFICANCE OF THE WORK STUDY
3B. 6 WORK STUDY AND PRODUCTIVITY
3B. 7 OUTLINE PROCESS CHARTS
3B. 9 USES OF TIME STUDY
3B. 10 TECHNIQUES OF WORK STUDY
3B. 11 DEFINITION METHODS STUDY
3B. 12 OBJECTIVES OF METHOD STUDY
3B. 13 METHOD STUDY PROCEDURE
3B. 14 THERBLIGS
3B. 15 PROCESS CHART
3B. 16 FLOW DIAGRAM
3B. 17 STRING DIAGRAM
3B. 18 TIME STUDY
3B. 21 PROCEDURE OF WORK MEASUREMENT
3B. 22 MICRO MOTION FILMS
3B. 23 MEMOTION TECHNIQUE
3B. 29 JOB DESIGN
3B. 30 TECHNOLOGICAL VIEW OF PROCESS PLANNING AND JOB DESIGN
3B. 31 PRODUCT ANALYSES
4A. 1 LAYOUT
4A. 2 IMPORTANCE AND FUNCTION
4A. 3 PRINCIPLES OF LAYOUT
4A. 4 TYPES OF LAYOUT PROBLEMS
4A. 5 FLOW PATTERNS
4A. 6 OBJECTIVES OF GOOD PLANT LAYOUT
4A. 7 FACTORS FOR GOOD LAYOUT
4A. 8 LAYOUT DESIGN PROCEDURE
4A. 9 LAYOUT TYPES
4A. 10 PRODUCT LAYOUT
4A. 11 PROCESS LAYOUT
4A. 12 FIXED LAYOUT
4A. 13 “REL” Chart
4A. 14 LINE BALANCING
4A. 15 OBJECTIVE OF ASSEMBLY LINE BALANCING
4B. 1 INTRODUCTION
4B. 2 INTEGRATIVE NATURE OF PRODUCTION PLANS
4B. 4 PURPOSE OF SALES FORECASTING
4B. 5 BASIC ELEMENTS OF FORECASTING
4B. 6 SALES FORECASTING TECHNIQUES
4B. 7 TOOL CONTROL
4B. 8 PROCEDURE OF TOOL CONTROL:
4B. 9 LOADING
4B. 10 AIMS OF LOADING
4B. 11 : SCHEDULING AND CONTROL OF PRODUCTION
4B. 12 SCHEDULING
4B. 13 FACTORS AFFECTING SCHEDULING
4B. 14 SCHEDULING PROCEDURE AND TECHNIQUES
4B. 15 ADVANTAGES
4B. 16 DISADVANTAGES
4B. 17 APPLICATIONS
4B. 18 PRODUCTION CONTROL
4B. 19 DISPATCHING
4B. 20 CENTRALIZED AND DECENTRALIZED DISPATCHING
4B. 21 ROUTING
4B. 22 ROUTING PROCEDURE
4B. 23 PROGRESS CONTROL
4B. 24 STEPS INVOLVED IN PROGRESS CONTROL
4B. 25 CHARTS FOR THE WORK ACCOMPLISHMENT
4B. 26 FOLLOW UP OR EXPEDITING
4B. 27 LINE BALANCING
4B. 28 ROUTING AND SCHEDULING
4B. 29 LINE OF BALANCE (LOB)
4B. 30 LOB TECHNIQUE
4B. 31 ADVANTAGES
5A. 2 DEFINITION
5A. 3 FUNCTIONS OF MATERIALS MANAGEMENT
5A. 4 IMPORTANCE OF MATERIAL MANAGEMENT
5A. 5 OBJECTIVES OF MATERIALS MANAGEMENT
5A. 6 INTEGRATED MATERIALS MANAGEMENT
5A. 7 AIMS OF INTEGRATED MATERIALS MANAGEMENT
5A. 8 ADVANTAGES OF INTEGRATED MATERIALS MANAGEMENT
5A. 9 RESOURCE REQUIREMENTS
5A. 10 RESOURCE REQUIREMENTS PLANNING
5A. 11 MATERIAL REQUIREMENTS PLANNING (MRP OR MRP-1)
5A. 12 OBJECTIVES OF MRP
5A. 13 GENERAL OVERVIEW OF MRP
5A. 15 MRP SYSTEM OUTPUT
5A. 16 DEFINITIONS OF TERMS USED IN MRP SYSTEM
5A. 17 ISSUES IN MRP
5A. 18 Potential benefits from ‘MRP’
5A. 19 IMPLEMENTATION OF MRP
5A. 20 Problems in using MRP
5A. 21 PROBLEMS IN DESIGNING THE MRP SYSTEM
5A. 28 INTEGRATED SYSTEM
5B. 1 INVENTORY
5B. 2 TYPES OF INVENTORIES
5B. 3 FUNCTIONS OF INVENTORY
5B. 4 REPLENISHMENT OF STOCK
5B. 6 TOOLS OF INVENTORY CONTROL
5B. 7 ABC ANALYSIS
5B. 8 PROCEDURAL STEPS OF ‘ABC’ ANALYSIS
5B. 9 PURPOSE OF ABC ANALYSIS
5B. 10 ADVANTAGES AND DISADVANTAGES OF ABC ANALYSIS
5B. 11 VED analysis
5B. 12 FSN ANALYSIS
5B. 13 ECONOMIC ORDER QUANTITY (EOQ)
5B. 14 INVENTORY CONTROL OF SPARES
5C. 2 WHAT IS A PROJECT
5C. 3 PROJECT MANAGEMENT
5C. 4 CONVERSION SYSTEM: PROGRESS REPORTING
5C. 5 MATRIX ORGANIZATION
5C. 6 BEHAVIORS IN A PROJECT ENVIRONMENT
5C. 7 COMMUNICATION
5C. 8 MOTIVATION
5C. 9 GROUP COHESIVENESS
5C. 10 PROJECT LIFE CYCLE
5C. 12 THE ROLE OF A PROJECT MANAGERS
5C. 13 PROJECT ORGANISATOIN : ADVANTAGES
5C. 14 BASIC FUNCTIONS OF PROJECT MANAGEMENT
5C. 15 PROBLEMS IN MANAGING A PROJECT
5C. 16 HISTORY OR NET ANALYSIS
5C. 17 ORIGIN OF NETWORK PLANNING
5C. 19 NETWORK TECHNIQUES OF PROGRAM MANAGEMENT
5C. 20 PROJECT PLANNING AND CONTROL TECHNIQUES
5C. 21 DEVELOPMENT OF PERT
5C. 22 Application of PERT
5C. 23 LANGUAGE OF ‘PERT’
5C. 24 HOW DOES PERT WORK
5C. 25 ADVANTAGES OF PERT
5C. 27 PERT PLANNING METHODS
5C. 28 STEPS IN ‘PERT’ PLANNING
5C. 29 ORGANIZING THE CONVERSION SYSTEM
5C. 30 NETWORK MODE
5C. 31 TRADE – OFF
5C. 32 PROCEDURES FOR ANALYZING TIME/COST TRADEOFFS
5C. 33 ORGANIZING THE CONVERSATION SYSTEM
5C. 34 CONVERSION OF THE PROJECT
5C. 35 WORK BREAKDOWN STRUCTURE
5C. 37 PROBABILISTIC NETWORK METHODS
5C. 38 DEPLOYMENT OF RESOURCES
5C. 39 CRASH DURATION
5C. 40 FACTORS SHOULD BE CONSIDERED BEFORE IMPLEMENTING PERT
5C. 41 “CPM” AND ITS ADVANTAGES
5C. 42 DIFFERENCE BETWEEN “PERT” AND “CPM”
5C. 43 STEPS IN “CPM” TECHNIQUE
5C. 44 PROBLEMS IN CRITICAL PATH ANALYSIS
6A. 42 PREVENTIVE MAINTENANCE RECORDS
6A. 43 Advantages of PM
6A. 44 PREDICTIVE MAINTENANCE
6A. 46 SCHEDULING
6A. 47 MAINTENANCE SCHEDULE PROCEDURE
6A. 48 SCHEDULING TOOLS
6A. 49 STANDARD DATA MAINTENANCE
6A. 50 uses of maintenance standards
6A. 51 ORGANISATION FOR MAINTENANCE
6A. 52 CONTROL OF MAINTENANCE
6A. 54 TRENDS IN MAINTENANCE
6A. 55 PLANNING THE PROGRAMME
6A. 65 ASPECTS OF MODERN MAINTENANCE
6B. 1 QUALITY
6B. 2 CONTROL
6B. 3 MEANING
6B. 4 DEFINITION
6B. 5 OBJECTIVES OF QUALITY CONTROL
6B. 6 FUNCTIONS OF THE QUALITY CONTROL DEPARTMENT
6B. 7 INSPECTION
6B. 8 OBJECTIVES OF INSPECTION
6B. 9 QUALIFICATION OF INSPECTORS
6B. 10 PRINCIPLES OF INSPECTION
6B. 11 INSPECTION STANDARDS
6B. 12 KINDS OR TYPES OF INSPECTION
6B. 13 CLASSIFICATION OF INSPECTION
6B. 14 FLOOR OR DECENTRALIZED INSPECTION
6B. 15 CENTRALIZED INSPECTION
6B. 16 ADVANTAGES OF CENTRALIZED INSPECTION
6B. 17 DISADVANTAGES
6B. 18 STATISTICAL QUALITY CONTROL (SQC)
6B. 19 TECHNIQUES OF STATISTICAL QUALITY CONTROL
6B. 20 Control Chart
6B. 22 X – CHART AND R – CHART
6B. 23 C CHARTS
6B. 24 APPLICATION OF CONTROL CHART
6B. 25 ACCEPTANCE SAMPLING
6B. 26 BASIS OF SAMPLING INSPECTION
6B. 27 THE LOT TOLERANCE PERCENTAGE DEFECTIVE (LTPD)
6B. 28 ADVANTAGES OF SQC
6B. 29 TOTAL QUALITY MANAGEMENT
6B. 30 FUNDAMENTALS OF TQM
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33 Production and Operations Management

33 Production and Operations Management

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Published by Pratima Mishra

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Published by: Pratima Mishra on Oct 02, 2011
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