Production and Operations Management is a core subject for MBA students; it is compulsory reading for them. This book conforms to the syllabus requirements of most national and international MBA/PGDBM programmes.
The special features of this book are:
Emerging areas discussed include: Ethical Issues in Production and Operations, Six Sigma Practices, Production and Operations Management Research, and International Production and Operations Management.
Dr. Dipak Kumar Bhattacharyya is a Professor at the Xavier Institute of Management Bhubaneswar. He was formerly Corporate Director, Camellia School of Business Management, Kolkata, and visiting faculty at XLRI, Jamshedpur and at IIFT, Kolakata and has served as the Dean, IISWMB, Kolakata Director, Centre for Management Education, AIMA, New Delhi. . A prolific writer, he has had more than 75 articles published in research journals and has written several textbooks, many of which have been recommended as textbooks at Business Schools and Universities.
Chapter 1: Introduction to Production and Operations Management 1.1 Introduction 1.2 Definition and Concepts 1.3 Differences between Manufacturing and Services 1.4 Historical Process of Development of POM Functions 1.5 Models for Production/Operations Systems 1.6 The Role of the Operations Manager 1.7 Manufacturing Plant 1.8 Recent Trends in Production and Operations Management Functions 1.9 Production and Operations Strategy
Chapter 2: Production Planning and Control 2.1 Introduction 2.2 Definition and Concepts 2.3 Steps in Production Planning 2.4 Aggregate Planning 2.5 Capacity and Material Requirement Planning 2.6 Materials Requirement Planning 2.7 Manufacturing Resource Planning (MRP-II) 2.8 Forecasting 2.9 Decision Making 2.10 Management Information Systems and Decision Support Systems 2.11 Scenario Planning for Production and Operations Management 2.12 Limitations of Planning 2.13 Production-related Forms
Chapter 3: New Product Planning and Development 3.1. Introduction 3.2 Steps for New Product Development 3.3 New Service Development Design 3.4 New Product Development or Selection Process 3.5. Product/Service Life Cycle Analysis 3.6 Process Selection
Chapter 4: Facilities Planning, Layout and Location Analysis 4.1. Plant Layout 4.2. Determinants of Layout 4.3. Types of Layout 4.4. Flowcharting 4.5. Some more Layouts 4.6. Analysis and Selection of Layouts 4.7. Steps involved in Facilities Planning 4.8. Tools for Facilities Planning 4.9. Plant Location 4.10. Location Analysis
Chapter 5: Scheduling and Sequencing of Production 5.1. Introduction 5.2. Components of Production Scheduling 5.3. History of Production Scheduling 5.4. Scheduling of Service Operations 5.5. Tools and Techniques for Scheduling 5.6. Sequencing 5.7. Johnson’s Rule for Scheduling 5.8. Gantt Charts 5.9. More Scheduling Tools and Techniques 5.10. Queuing Theory
Chapter 6: Work Study and Work Measurement 6.1. Introduction 6.2. Job information 6.3. Job Analysis 6.4. Methods of Analysis 6.5. Work Study 6.6. Method Study 6.7. Work Measurement 6.8. Time Study 6.9. Other Techniques of Work Measurement 6.10. Concept and Definition of Ergonomics 6.11. Value Analysis 6.12 Work Sampling 6.13 Work Simplification
Chapter 7: Network Analysis and Project Management 7.1. Introduction 7.2. Different Forms of Network Analysis 7.3. Benefits of Network Analysis 7.4. Defects of Network Analysis 7.5. Definition and Concept of Float 7.6. PERT/CPM Networks 7.7. Network Diagram Symbols 7.8. Programme Evaluation and Review Technique (PERT) 7.9. Critical Path Calculation 7.10. Crashing of a Project 7.11. Free and Independent Float 7.12. Definition of a Project 7.13. Project Life Cycle 7.14. Project Management 7.15. Duties and Responsibilities of a Project Manager
Chapter 8: Maintenance Management 8.1. Introduction 8.2. Different Types of Maintenance 8.3. Total Productive Maintenance (TPM) and Overall Equipment Effectiveness (OEE) 8.4. TPM and TQM 8.5. Maintenance Management Systems and Strategies 8.6. Organization and Functions of Maintenance 8.7. Elements of Effective Maintenance Management 8.8. Best Practice Maintenance Management 8.9. Models of Maintenance Organization Structure 8.10. Roles and Responsibilities of Maintenance Managers 8.11. Need for Maintenance Policy 8.12. Spare Parts Planning and Control In Maintenance 8.13. Simulation 8.14. Replacement Theory 8.15. Lean Maintenance System
Chapter 9: Quality Management Practices 9.1. Introduction 9.2. Importance of Quality in an Organization 9.3. Quality to Quality Management 9.4. Definition of Quality Management Principles 9.5. ISO Standards 9.6. Quality Gurus and their Contribution to TQM Practices 9.7. Teams and Teamwork 9.8. Employee Empowerment 9.9. Quality of Work-life (QWL) 9.10. Six Sigma Practices 9.11. Innovation and Creativity 9.12. Quality Circles and Total Employee Involvement 9.13. Quality Function Deployment (QFD) 9.14. Statistical Process Control (SPC) 9.15. Data Collection
Chapter 11: BPR, TQM, Cross-cultural Aspects and Models of Excellence 11.1. Introduction 11.2. Business Process Reengineering – Concepts and Definitions 11.3. Impact of BPR on Organizations 11.4 TQM and the Culture of Quality 11.4. Cross-cultural Influence and Technology 11.5. Proactive Technological Culture for POM 11.6. Best Practice Models for Excellence in POM functions 11.7. Organizational Change through Six Sigma 11.8. Six Sigma: Introduction in Organizations 11.9. Lean Practices to Achieve Organizational Excellence 11.10. Quick Response Manufacturing (QRM) 11.11. Toyota Production System (TPS)
Chapter 12: Human Resources Management, Strategic Dimensions and POM 12.1. Introduction 12.2. History of HRM 12.3. Definitions and Concepts of HRM 12.4. HRM and Strategy 12.5. HR Strategy Factors 12.6 Different Schools of Thought and HRM 12.7. Human Resource Management as a Process 12.8. HRM as a System 12.9. Human Resource Management Techniques 12.10. HRM Functions 12.11. Roles, duties and responsibilities of a Human Resource Manager 12.12 HR Manager’s Role: Clarifications 12.13. HR Organizational Structure 12.14. Human Resource Development (HRD) Concepts Chapter 13: Productivity, Incentives and POM 13.1. Introduction 13.2. Definition of Productivity 13.3. Key Drivers or the Determinants of Productivity Growth 13.4. Factors to improve Productivity 13.5. Common Misconceptions about Productivity 13.6. Productivity Measurement 13.7. Productivity Measurements – Ratio Problem 13.8. Productivity and Quality 13.9. Role of Trade Unions in Productivity Improvement 13.10. Productivity-linked Incentive Determination 13.11 Economic Value Added (EVA) 13.12 Organizational Sickness and Productivity
Chapter 15: Supply Chain Management 15.1. Introduction 15.2. Definitions and Concepts 15.3. Process of SCM 15.4. Selection of Channel Strategy 15.5. Core Operations Capabilities 15.6. SCM Decisions 15.7. SCM Models
Chapter 16: Ethics, Corporate Social Responsibility and Environment Management in Production and Operations Management 16.1. Introduction 16.2. Definition and Concepts 16.3. The Code of Ethics in Manufacturing 16.4. Environmental Issues in Production and Operations 16.5. Pollution Concepts and Definition 16.6. Environment Management and ISO Standards 16.7. Corporate Social Responsibility and Environmental Issues 16.8. Workplace Environment 16.9. Fatigue at the Workplace 16.10. Legal Provisions for Occupational Health and Safety 16.11. Managing Stress in Organizations
Chapter 17: Production and Operations Management Research 17.1. Introduction 17.2. Different Approaches to POM Research 17.3. Linear Programming (LP) 17.4. Network Analysis 17.5. Transportation and Assignment Techniques 17.6. Game Theory
Chapter 18; International Production and Operations Management 18.1. Introduction 18.2. Impact of Globalization 18.3. Advantages and Disadvantages of the Internationalization of POM 18.4. International POM Strategy 18.5. Network Strategy of International POM 18.6. Outsourcing Index