Operation - It is that part of an
organization, which is concerned with the
transformation of a range of inputs into
the required output (services) having the
requisite quality level.
Management - It is the process, which
combines and transforms various
resources used in the operations
subsystem of the organization into value
added services in a controlled manner as
per the policies of the organization.
Production Management - The set of
interrelated management activities,
which are involved in manufacturing
certain products, is called
Operations management - If the same
concept is extended to services
management, then the corresponding set
of management activities is called
Production Function - It is 'the part of an
organization, which is concerned with the
transformation of a range of inputs into
the required outputs (products) having
the requisite quality level'
Job-shop production- is characterized
by manufacturing one or few quantities of
products, low volume and high variety of
products
Batch Production - as a form of
manufacturing in which the job passes
through the functional departments in
lots or batches and each lot may have a
different routing. It is characterized by
the manufacture of a limited number of
products produced at regular intervals
and stocked awaiting sales
Mass Production - Manufacture of
discrete parts or assemblies using a
continuous process, a very large volume
of production.
Continuous Production - Production
facilities are arranged as per the sequence
of production operations from the first
operations to the finished product. The
items are made to flow through the
sequence of operations through material
handling devices such as conveyors,
transfer devices, etc
Production management - 'a process of
planning, organising, directing and
controlling the activities of the production
function.
Objectives of Production Management
● Right quantity
● Quality
● Time and material
Management scientists - Scientific
training and experience can improve a
person's ability to make decisions
Management as a science is characterized
by:
● Organized principle of knowledge.
● Use of empirical data.
● Systematic analysis of data.
● Repeatable results.
Framework for Decision-Making
● Defining the problem.
 ● Establish the decision criteria.
● Formulation of a model.
● Generating alternatives.
● Evaluation of the alternatives.
● Implementation and monitoring
Defining the problem - It enables us to
identify the relevant variables and the
cause of the problem.
Establishing the decision criteria - It is
important because the criterion reflects
the goals and purpose of the work efforts
Formulation of a model - It lies at the
heart of the scientific decision-making
process.
Generating Alternatives - generated by
varying the values of the parameters
Evaluation of the alternatives - It is
relatively objective in an analytical
decision process because the criteria for
evaluating the alternatives have been
precisely defined
Implementation and Monitoring - are
essential for completing the managerial
action
Complete Certainty Methods - all
relevant information about the decision
variables and outcomes is known or
assumed to be known.
Risk and Uncertainty methods -
information about the decision variables
or the outcomes is probabilistic.
The management of projects involves
three phases :
● Planning
● Scheduling
● Controlling
Planning - This phase includes goal
setting, defining the project, and team
organization.
Scheduling - This phase relates people,
money, and supplies to specific activities
and relates activities to each other.
Controlling - Here the firm monitors
resources, costs, quality, and budgets
Work Breakdown Structure (WBS) - is
a visual representation of the entire scope
of the work to be done, broken down
into smaller segments that each member
of the project team is able to understand.
Resource Breakdown Structure (RBS) -
You must know that it functions using
some of the important tools.
Activity list - This is a list of all the
activities that are key to the completion of
the project.
Resource estimation - For each activity
to be accomplished in a productive,
efficient and more importantly, cost-
effective manner, the project manager
must estimate the volume, type and
variety of resources that are needed.
Resource calendar - It is about the
availability of resources over time
Project scheduling - It involves
sequencing and allotting time to all
project activities.
Program evaluation and review
technique (PERT) and the critical path
method (CPM) - Both developed in the
1950s to help managers schedule,
monitor, and control large and complex
projects.
Product Design- The mother of all
operations processes in an organisation.
The processes for manufacture, the
planning of production, the processes and
checks for quality depend upon the
nature of the product.
Product
-refers to the physical or digital item that
is being created or sold, such as a
smartphone, a piece of software, or a
clothing line. It includes the features,
functionality, and overall quality of the
item.
Design
-refers to the process of creating the
product, including its visual appearance,
user experience, and usability.
Design involves the use of tools and
techniques to create a product that is
aesthetically pleasing, easy to use, and
meets the needs of the target audience.
Product development and design must
be carried out with close liaison with the
production departments, in order to
ensure that the right materials and
processes are utilized and that their
implications are considered at a fairly
early stage
Product Designers conceptualize and
evaluate ideas, making them tangible
through products in a more systematic
approach.
functional aspects are detachable and
usage can be left to the customer’s
decision.
Durability is defined by the length of the
active life of the product under given
working conditions.
Dependability is defined by its
capability to function as needed.
Aesthetics are mainly concerned with
molding the final shape around the basic
skeleton.
Styling is a dominant factor in product
design, it is often used as a means to
create demand.
Product Planning
It serves as input to process
design. However, in most cases the
responsibility for this phase rests with
groups, such as marketing and
engineering, which are generally found
outside the domain of process design.
Macro is composed of two aspects:
 choice of work station
 choice of work flow
Work station selection- involves the
choice of machines to be included in
the process,whereas work flow analysis
concerns the flow of work between these
stations.
Continous Processing- the process is in
constant operation and usually involves a
high capital to labour ratio.
Product Layout- characteristics of
continous processing where all the work
stations are devoted exclusively to a
single product and are grouped according
to the processing requirements of that
product.
 creating better quality products at the
Intermittent Processing- production or concept design phase.
service for any one job is carried on *Concurrent engineering, also known as
simultaneous engineering, is a method
intermently, not continously.
of designing and developing products, in
which the different stages run
Process layout- the predominant plant simultaneously, rather than
layout that one expects in intermittent consecutively.
processing.
Operational Content and operational
method of the task operational content
focuses on the appropriate combination
of steps that should be assigned to a work
station.

Plant Planning System- the process

planning system must interact with the
plant planning system to feasible layouts.

Process Design as Ongoing Activity- is

not strictly limited to new design.
Whenever the costs of inputs change by a
substantial amount or whenever output
levels or quality objectives change,
process review should be initiated.

Design For Manufacturing (DFM) is the

process of designing components for ease
of manufacturing high-quality products at
a lower cost.

the term “over the wall approach” came

about because each person's work is
handed over the hypothetical (or actual)
cubicle wall to the next person. This
methodology relies on tasks being
performed sequentially and with very
little need for communication or
collaboration.

Design for Excellence (DFx) consists of

methods, guidelines, and standards for