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MANAGEMENT
UNIT III
SYLLABUS
Unit I
Introduction to Operations Management, Nature & Scope of Operations Management,
Historical Evolution of Operations Management, Systems Perspectives of Operations
Management, and Relationship of Operations Management with Other Functional Areas,
Operations Strategy, Recent Trends in the Field of Operations Management (12 hours)
Unit II
Product Development: Product Development Process, Concurrent Engineering, Tools and
Approaches in Product Development viz: Quality Function Deployment, Design for
Manufacturability, Design for Assembly, Design for Quality, Mass Customization; Process
Selection and Facilities Layout: Determinant of Process Selection, Process-Product Matrix,
Types of Layouts, Line Balancing; Facilities Location; Work Measurement and Job Design.
(14 hours)
Unit III
Demand Forecasting; Capacity Planning; Resources Planning: Aggregate Production Planning
Materials Requirement Planning, Scheduling; Theory of constraints and Synchronous
Manufacturing; Lean Management and Just in Time Production; Supply Chain Management;
Inventory Planning and Control. (16 hours)
Unit IV
Quality Management, Quality: Definition, Dimension, Cost of Quality, Continuous
Improvement (Kaizen), ISO (9000&14000 Series), Quality Awards, Statistical Quality Control:
Variable & Attribute, Process Control, Control Chart (X , R , p , np and C chart ) Acceptance
Sampling Operating Characteristic Curve (AQL , LTPD, a & b risk ) Total Quality
Management (TQM) (14 hours)
DEMAND FORECASTING
DEMAND FORECASTING
Judgmental forecasts,
Associative models
Time-Series forecastsprojects patterns identified in recent timeseries observations. A time-series is a time-ordered sequence of
observations taken at regular time intervals. Most Common, are used
to identify specific patterns in data and use them to project future
forecasts
CAPACITY PLANNING
The broad classes of capacity planning are lead strategy, lag strategy, match
strategy, and adjustment strategy.
CAPACITY PLANNING
Lead strategy is anaggressive strategywith the goal of luring customers away from
the company's competitors by improving theservice leveland reducing lead time. It
is also a strategy aimed at reducingstockoutcosts.
A large capacity does not necessarily imply high inventorylevels, but it can imply in
highercycle stockcosts. Excess capacity can also be rented to other companies.
It ensures that the organization has adequate capacity to meet all demand, even
during periods of high growth.
Lag strategyrefers to adding capacity only after the organization is running at full
capacity or beyond due to increase in demand . This is a more conservative strategy
and opposite of a lead capacity strategy.
It decreases the risk of waste, but it may result in the loss of possible customers
either by stock out or low service levels. Three clear advantage of this strategy are
a reduced risk of overbuilding, greater productivity due to higher utilization
levels ,and the ability to put off large investments as long as possible. Organization
that follow this strategy often provide mature, cost-sensitive products or services.
Aggregate planning has certain pre-required inputs which are inevitable. They
include:
Demandforecast for the period for which the planning has to be done.
Level plans
Use a constant workforce & produce similar quantities each time period
Use inventories in better way to absorb the peak of demand and valleys
Chase plans
Hybrid Strategies
Ensure materials and products are available for production and delivery to
customers.
MRP Functions:
Forecasting
Advantages of MRP:
Less Inventory
Higher Reliability
Disadvantages:
Does not Take Into Account Plant Capacity And Distribution Capacity
SCHEDULING
Forward scheduling is planning the tasks from the date resources become
available to determine the shipping date or the due date.
Backward scheduling is planning the tasks from the due date or required-by
date to determine the start date and/or any changes in capacity required.
SCHEDULING
Inputs: Inputs are plant, labor, materials, tooling, energy and a clean
environment.
Outputs: Outputs are the products produced in factories either for other
factories or for the end buyer. The extent to which any one product is
produced within any one factory is governed bytransaction cost.
Output within the factory: The output of any one work area within the
factory is an input to the next work area in that factory according to the
manufacturing process. For example the output of cutting is an input to the
bending room.
SCHEDULING
Output for the next factory: By way of example, the output of a paper mill is
an input to a print factory. The output of a petrochemicals plant is an input to
an asphalt plant, a cosmetics factory and a plastics factory.
Output for the end buyer: Factory output goes to the consumer via a service
business such as a retailer or an asphalt paving company.
The primary goal of the firm is to make money. Firms have three measures of
the firm's ability to make money: net profit, return on investment, and cash
flow. Financial measurements work well at the higher level but need to be
used with other measures of throughput, inventory and operating expenses.
The goal of the firm from an operations standpoint is to increase throughput
while simultaneously reducing inventory and reducing operating expenses.
Productivity is all the actions that bring a company closer to its goals.
A bottleneck is any resource whose capacity is less than the demand placed
upon it. It limits the throughput. Non-bottleneck resources have capacity
greater than demand. A capacity-constrained resource (CCR) is one whose
utilization must be scheduled carefully so it does not become a bottleneck
operation.
Production cycle time is made up of setup time, process time, queue time,
wait time, and idle time. Queue time is the greatest for parts waiting to go
through a bottleneck. An hour saved at the bottleneck adds an extra hour to
the entire production system but an hour saved at a nonbottleneck is a
mirage and only adds an hour to its idle time.
MRP and JIT are often compared to synchronous manufacturing. MRP uses
backward scheduling after being given a master production schedule while
synchronous manufacturing uses forward scheduling because it focuses on the
critical resources.
JIT like synchronous manufacturing does an excellent job in reducing lead times
and work in process but is limited to repetitive manufacturing and requires a
stable production level.
The production system must work closely with the other functional areas to
achieve the best operating system. Cost accounting, for example, is changing to
support production performance measures. Marketing communicates and
conducts activities in close harmony with production for better operations too.
The firm should operate as a synchronized system with all parts in harmony and
supporting each other. The key to competitive advantage through operations is
for the firm to operate as a synchronized system, with all parts working in
concert. Companies that do this well are well on their way to achieving the
fundamental goal of the firm -- profitability.
If, in the previous steps, the constraints have been broken, go back to Step 1,
but do not let inertia become the system constraint
Lean operations began as lean manufacturing in the 1900's, and was developed
by the Japanese automobile manufacturer, Toyota. The Japanese were sensitive
to waste and inefficiency issues. The goal was to eliminate all waste from the
process. Waste was identified by them as anything that interfered with the
process or simply did not add value.
Companies began adopting the lean approach and to do so realized that they
had to do major changes in their organization and with their culture in the
organization. Lean methods have demand-based operations, flexible operations
with rapid changeover capability, effective worker behaviors, and continuous
improvement efforts.
Inventories are necessary for a firm to operate efficiently and almost all
business transactions involve the delivery of a product or service in exchange
for currency. For this reason, inventory management is a very important part of
core operations activities.
In order for business and supply chains to run effectively, and efficiently they
must meet all the listed requirements for effective inventory management.
Some of the main concerns are the level of customer service and the cost of
ordering, storing, and carrying inventory. Therefore, in order to be a successful
and profitable company, inventory management must be managed wisely.
Some importantFunctionsof inventories include 1. to meet anticipated customer demand (to meet theanticipation stocks,
average demand)
2. to smooth production requirements (createseasonal inventoriesto meet
seasonal demand)
3. to decouple operations (eliminate sources of disruptions)
4. to protect against stock-outs (holdsafety stocksto prevent the risk of
shortages)
Some importantFunctionsof inventories include 5. to take advantage of order cycles (buys more quantities than immediate
requirements - cycle stock, periodic orders, or order cycles)
6. to hedge against price increases (purchase large order to hedge future price
increase or implement volume discount)
7. to permit operations (Little's Law: the average amount of inventory in a
system is equal to the product of the average demand rate and the average
time a unit is in the system)
8. to take advantage of quantity discounts (supplies may give discount on large
orders)
This system is perfect for companies to manage what is sold and reorder when a
reorder point is reached. Another advantage of this system is its ability to
account for shrinkage (theft) and inventory turnover.
The periodic system (used in smaller retailers) is used to take a physical count
of inventory at periodic intervals to replenish the inventory.
This system would be most beneficial for companies that do not have products
with UPC or bar codes, such as nuts and bolts and are purchased in large
quantities at a time. In this case, someone on a line would monitor the level of
the bin and notify a manager when an order would need to be placed.