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Production and Operations Management

Production and Operations Management

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Production and Operations Management BY BABASAB PATIL BEC DOMS
Production and Operations Management BY BABASAB PATIL BEC DOMS

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Published by: Babasab Patil (Karrisatte) on May 22, 2012
Copyright:Attribution Non-commercial

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PRODUCTIONANDOPERATIONSMANAGEMENTBABASABPATIL
PRODUCTIONANDOPERATIONSMANAGEMENT-3
1.PAPER2.6:PRODUCTIONANDOPERATIONSMANAGEMENTUnit1
Introduction to Production and Operation functions – Understanding the relationship betweenproduction and other functions – Effect of time element on OM – Examples of manufacturing systems
 
PRODUCTIONANDOPERATIONSMANAGEMENTBABASABPATIL
Designing the product – Need – Factors to be considered – Considerations during PLC –Standardisation – Modular design – Reliability Reverse enginnering
Unit2
Capacity Planning – Importance – Capacity measurement – Planning process for manufacturing andservice industryFacility Planning – Location facilities – Locational flexibility – Facility design process and techniquesLocational break even analysis.
Unit3
Process Planning – Procedure – Characteristic of production process systems – Process fromselection with PLC phases.Work Study – Significance – Methods, evolution of normal / standard time – Job design and rating.
Unit4
Layout – Importance and function – Objectives – Flow patterns – Factors for good layout designprocedure – REL Chart – Assembly line balancing PPC – Function – Planning phase, action phase, controlphase – Aggregate production planning line of balance – Forecasting methods.
Unit5
Material requirement planning and control – Inventory control systems and techniques – Networktechniques
Unit6
Maintenance functions – Preventive vs Breakdown – Query models.Quality Control – Introduction to control charts and acceptance sampling procedures – Qualitycontrol – Total Quality Management
 
PRODUCTIONANDOPERATIONSMANAGEMENTBABASABPATIL
UNIT11A.PRODUCTIONANDOPERATION
1A.1 INTRODUCTIONManagement is an exciting subject because it deals with setting, seeking, and reaching objectives.We are all managers of our own lives, and the practice of management is found in every facet of humanactivity: schools, businesses, churches, government, unions, armed forces, and families. Establishing andachieving objectives are challenging and rewarding missions for nay enterprise, and we will discover thatthe managerial hurdles to be overcome for success are surprisingly similar for all organizations.A manager’s role is to set goals and amass and mobilize the re sources of men and women,materials, machines, methods, money, and markets to accomplish the desired results withinpredetermined constraints of time, effort and cost.1A.2 MANAGEMENT: DEFINEDThere are numbers definitions of management. Probably the most popular are often quoted is“getting things done through other people.” This and most other definitions have merit and highlightimportant aspects of management. For the purpose of this book, the following definitions will be used.Management is a distinct process consisting of activities of planning, organizing, actuating, andcontrolling, performed to determine and accomplish stated objectives with the use of human beings andother resources.1A.3 KEY CHARACTERISTICS TO UNDERSTANDING MANAGEMENTThe following list will be beneficial to the beginning student of management. Although portions of the following were implied in the above discussion, this orderly list may prove helpful in systematizingyour thoughts for this chapter.a. Management is purposeful. Management deals with the achievement of something specific,expressed as an objectives or goal. Managerial success is commonly measured by the extent towhich objectives are achieved. Management exists because it is an effective means of gettingneeded work accomplished. The fact that some executives have subordinates reporting to themdoes not ipso facto make them managers.b. Management makes things happen. Managers focus their attention and efforts on bringing aboutsuccessful action. They know where to start, what to do to keep things moving, and how to followthrough. Successful managers have an urge for accomplishment. This means that in some casesthe person practicing management may find that she or he is not winning a popularity contest, butmembers of the group still respect the managers. The management member gets along withpeople by not only liking them but also being firm and helpful and expecting the best.c. Management is an activity, not a person or group of per sons. The word managing is more preciseand descriptive than management. Popular usage, however has made management the widelyaccepted term Management is not people; it is an activity like walking, reading, swimming, orrunning. People who perform management can be designated as managers, members of management, or executive leaders. In addition, management is a distinct activity. It can be studied,knowledge about it obtained, and skill in its application acquired

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