Fundamentals of Production & Operations Management
Author(s): Dr. M. Senthil
Subject(s): Commerce
ISBN 9789393665331
 Published Date
  Pages 636

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This comprehensive book on Fundamentals of Production and Operations Management has been designed to address the requirements of students, research scholars at the post-graduate level and for tutors and academicians who specialize in Operations. This book will provide insight to those who wish to learn Artificial Intelligence and Machine Learning. Also this will be of immense use to those working in IT space without Operations Management background.

Cover
Halftitle Page
About the Author
Title Page
Copyright Page
Dedication
Brief Contents
Contents
Preface
Chapter 1 Overview of Production and Operations Management
1.1 Introduction
1.2 Management : Definition
1.2.1 Characteristics of Management
1.2.2 Meaning of Management
1.3 Production and Operations Management
1.3.1 Scope of ‘POM’
1.3.2 History of Production and Operations Management
1.3.3 Contribution of Henry Ford, Deming, Crosby, Taguchi
1.3.4 Definition of Production
1.3.5 Functions of ‘POM’
1.4 Relationship between ‘POM’ and Other Functions
1.5 ‘POM’ and The Management Process
1.6 Effect of the Time Element on ‘POM’
1.7 Operations Management - Importance - Operation Strategy and Competitiveness
1.8 Operational Excellence - World Class Manufacturing
1.9 Strategic Decisions in Operations
1.10 Manufacturing Vs. Service Operation
1.11 Vertical Integration
1.12 Evolution of the Factory System – Mass Customization
1.13 Types of Industries: Variety of Businesses
1.14 Integration of Manufacturing and Services - Scale of Operations
1.15 Service Operations Management : Nature and Environment
1.15.1 Flows and its Process Chart Analysis
1.15.2 Process Flow Analysis
1.15.3 Bottleneck
1.15.4 An Understanding of Bottlenecks
1.15.5 Location and Franchising
1.15.6 Franchise (Licensing) Feasibility Analysis
1.15.7 Supply and Demand Balancing in Service Industries
1.15.8 Capacity Management
1.15.9 Management of Professional Services
1.16 Operations Management and its Impact on Information Technology and Globalization
1.17 Productivity Management
1.18 Recent Trends in Production and Operations Management
Review Questions
Multiple Choice Questions
Chapter 2 Production System
2.1 System: Definition
2.1.1 Type of Systems
2.2 Business System
2.2.1 Components of Business System
2.3 Product vs. Services
2.4 Production System
2.4.1 Classification of Production System
2.5 Organization Structure
2.6 Hierarchy in Production Department
2.7 Responsibilities of a Production Manager
Review Questions
Multiple Choice Questions
Chapter 3 Production Function
3.1 Planning
3.2 Definitions of Planning
3.3 Purpose of Planning in Production Function
3.4 Advantages of Planning in Production
3.5 Disadvantages of Planning in Production
3.6 Planning Process
3.7 Planning and Management Levels
3.8 Strategic Plans in Production Function
3.9 Levels of Strategy
3.10 Strategic Planning Process
3.11 Tactical Planning
3.12 Operational Planning
Review Questions
Multiple Choice Questions
Chapter 4 Product Design
4.1 Product
4.2 Types of Products
4.3 Innovation
4.4 New Product Development & Process Design, Learning Curve
4.5 Components of Innovation
4.6 Product Design
4.6.1 Need for Design
4.6.2 Preliminary Design
4.6.3 Final Design
4.7 Product – Process Relationship
4.8 Substitution
4.9 Response Strategies
4.10 Cost Constraints and Other Internal Forces
4.11 Model Variety
4.12 Design of Services
4.13 Product – Service Dominance Continuum
4.14 Factors to be Considered while Designing
4.15 Modular Design
4.15.1 Advantages of Modular Design
4.15.2 Disadvantages of Modular Design
4.16 Standardization
4.16.1 Standardization Procedure
4.16.2 Advantages of Standardization
4.16.3 Disadvantages of Standardization
4.16.4 Application of Standardization
4.17 Reliability and Maintainability
4.18 Reverse Engineering
4.19 Production Design for Organisational Competitiveness
4.20 Design for Manufacturer (Dfm)
4.21 Design for Customer
4.22 Designing a Standard Product for Manufacturing and Assembly
4.23 Design and Process Selection in Services
Review Questions
Multiple Choice Questions
Chapter 5 Technology
5.1 Introduction
5.2 Technology
5.3 Characteristics of Technology
5.4 Misconceptions about Technology
5.5 Firms’ Orientation and Key Success Factors
5.6 Issues Relating to Technology and the Responses
5.7 Components of Technology
5.8 Technology Variants
5.9 Attributes of Technology Variants
5.10 Driving Forces and Business Behaviour
5.11 Technology and its Impact on Business
5.12 Technology as a Competitive Weapon
5.13 Characteristics of Technological Innovation
5.14 Criteria for Technology Projects
5.15 Managing the Technology Drive
5.16 Technological Trajectories
5.17 Technology Strategy
5.18 Content of Technological Strategies
5.19 Scale for Measuring Technologies
5.20 Obstacles to Integrating Technology and Strategy
5.21 Management Attitudes and Understanding
5.22 Established Strategic-Planning: Precepts and Practices
5.23 Organizational Coupling and Communications
5.24 Strategic Technology Objectives
5.25 Strategic Technology Planning
5.26 Approaches for Integrating Technology into Strategic Planning
5.27 Technical Retrofit
5.28 Parallel Technology Planning
5.29 “Zero – Based” Redesign
5.30 Pitfalls of a Technically Strong Top Management
5.31 Systems and Structure
5.32 Implementation of Technology Strategy
5.33 Technological Discontinuities and Institutional Continuities
5.34 Compatibility of the System and Organisation
5.35 Introduction to Technological Changes in Operations Management
5.36 Evaluation and Impact on Management
5.36.1 Impact on Management
5.37 Manual, Mechanized and Automated Technology
5.38 Meaning, Advantages and Applications of Robotics, NC Machines
5.38.1 NC Machines
Review Questions
Multiple Choice Questions
Chapter 6 Process Planning
6.1 Introduction
6.2 Production Process
6.3 Process Flow Structures
6.4 Process Design
6.4.1 Framework for Process Design
6.4.2 Information Required to do Process Planning
6.4.3 Factors Affecting Process Design
6.4.4 Type of Process Design
6.5 Process Planning Procedure
6.5.1 Flow Chart
6.5.2 Assembly Chart
6.6 Make or Buy or Lease
6.6.1 Problem on Make or Buy Decision
6.7 Process Selection
6.7.1 Work Place Design
6.7.2 Tooling
6.8 Manufacturing Procedure
6.8.1 Operations and Route Sheet
6.9 Break Even Analysis
6.9.1 Bep Through Graph
6.9.2 Sales Required to Achieve a Profit Level
6.10 Engineering and Behavioural Approaches
Review Questions
Multiple Choice Questions
Chapter 7 Lean Manufacturing Systems
7.1 Introduction
7.2 Focus of Lean
7.3 Lean: Strengths and Weaknesses
7.4 Types of Waste
7.5 Features of Lean Manufacturing
7.6 Lean Implementation
7.7 Product Flow
7.8 Customer Value
7.9 Pull System
7.10 Effect of Lean Program
7.11 5 S
7.12 Kaizen
7.13 8D (Eight Disciplines) Process
7.14 Poka Yoke
7.15 Simulation
7.16 Japanese Approach for Elimination of Waste
Review Questions
Multiple Choice Questions
Chapter 8 Determination of Machine Tool Requirements
8.1 Choice of Machine Tools
8.2 Major Technological Choice
8.3 Minor Technological Choice
8.4 Characteristics of Production Systems
8.5 Production System and Output Characteristics
8.6 Specific Machine Tool Choice
8.7 Special Purpose Equipments: Selection Criteria
8.8 General Purpose Machines: Selection Criteria
8.9 Reasons for Selection Methods
8.10 Financial and Non-Financial Methods
8.11 Return on Investment (ROI)
8.12 MAPI Methods
Review Questions
Multiple Choice Questions
Chapter 9 BPR, ERP, CIM, Value Analysis
9.1 Business Process Reengineering (Bpr)
9.1.1 Business Process Reengineering
9.1.2 Necessity for having BPR
9.1.3 Essence of Reengineering
9.1.4 Advantages of BPR
9.1.5 Cost Implications
9.1.6 BPR in Organizations
Review Questions
Multiple Choice Questions
9.2 Enterprise Resource Planning (ERP)
9.2.1 Customer Domination
9.2.2 Changing Face of the Industry
9.2.3 Enterprise Resource Planning
9.2.4 ERP - Definition
9.2.5 Features of ERP
9.2.6 Steps in ERP introduction
9.2.7 Effect of ERP on Business
9.2.8 Driving Forces behind ERP
9.2.9 ERP Software
9.2.10 ERP Modules
9.2.11 Methods to Avoid ERP Implementation Failures
9.2.12 Trouble in Installation
Review Questions
Multiple Choice Questions
9.3 Computer Integrated Manufacturing (CIM)
9.3.1 Automation
9.3.2 Definition of Automation
9.3.3 Reasons for Automation
9.3.4 Arguments: For and Against Automation
9.3.5 Computer Aided Design (CAD)
9.3.6 CAD vs. Traditional Design
9.3.7 Applications of CAD
9.3.8 Benefits of CAD
9.3.9 Differences in Scope: CAD/CAM vs. CIM
9.3.10 CIM
9.3.11 Flexible Manufacturing Systems
9.3.12 FMS: Definition
9.3.13 Elements of CIM
9.3.14 Integrative Nature of CIM
9.3.15 Application of CIM
Review Questions
Multiple Choice Questions
9.4 Value Analysis
9.4.1 Value
9.4.2 Categorization of Values
9.4.3 Value Analysis
9.4.4 Framework of Value Analysis
9.4.5 Value Analysis: Procedure and Focus
9.4.6 Advantages of Value Analysis
Review Questions
Multiple Choice Questions
Chapter 10 Forecasting Techniques
10.1 Introduction
10.2 Methods of Forecasting
10.3 Forecasting Errors
10.4 Simple Average
10.5 Simple Moving Average
10.6 Weighted Moving Average (WMA)
10.7 Exponential Smoothing
10.8 Double Exponential Smoothing
10.9 Regression Analysis
10.10 Time Series Analysis
Review Questions
Multiple Choice Questions
Chapter 11 Capacity Planning
11.1 Capacity: Definition
11.2 When does the Capacity Question Come?
11.3 Types of Capacity
11.3.1 Design Capacity
11.3.2 System Capacity
11.3.3 Fixed Capacity
11.3.4 Adjustable Capacity
11.3.5 Potential Capacity
11.3.6 Immediate Capacity
11.3.7 Effective Capacity
11.3.8 Normal or Rated Capacity
11.3.6 Actual or Utilised Capacity
11.4 Importance of Capacity Decision
11.5 Capacity Decision
11.6 Capacity Measurement
11.7 Capacity Planning
11.7.1 Need for Capacity Planning
11.7.2 Factors Affecting Determination of Plant Capacity
11.7.3 Capacity Planning Decisions
11.7.4 Classification of Capacity Planning
11.8 Capacity Change
11.9 Constraints on Immediate Capacity
11.10 Influences on Effective Capacity
11.11 Capacity Requirement Planning (CRP)
11.11.1 CRP Inputs
11.11.2 CRP Outputs
11.12 Service Capacity
11.12.1 Difficulty in Service Capacity Planning
11.12.2 Capacity Planning Process in Service Organisation
11.13 Developing Capacity Alternatives
11.13.1 Critical Reasons of Capacity Decisions
11.13.2 Factors Deciding Effective Capacity
11.13.3 Importance of Capacity Decisions
11.13.4 Developing Capacity Alternatives
11.13.5 Evaluating Alternatives
11.14 Measurement of Capacity
Review Questions
Multiple Choice Questions
Chapter 12 Plant Layout
12.1 Layout
12.1.1 Importance of Layout
12.1.2 Need for Layout Planning
12.1.3 Principles of Layout
12.1.4 Types of Layout
12.2 Flow Patterns
12.3 Objectives of a Good Plant Layout
12.4 Factors for Good Layout
12.5 Layout Design Procedure
12.6 Types of Layout
12.6.1 Classification by Work Flow
12.6.2 Classification by Productive System Functions
12.7 Product Layout (Assembly Line Layout)
12.7.1 Conditions Favouring Product Layout
12.7.2 Advantages of Product Layout
12.7.3 Disadvantages of Product Layout
12.8 Process Layout (Functional Layout)
12.8.1 Advantages of Process Layout
12.8.2 Disadvantages of Process Layout
12.9 Cellular (or) Group Layout
12.9.1 Cellular Layout
12.10 Ergonomics
12.10.1 Creating Comfort is Ergonomics
12.11 Use of Service Facilities
12.12 Use of Drawings, Templates and Models
12.13 Workflow Systems
12.14 Push and Pull systems
12.15 Cellular and Flexible Manufacturing System (FMS)
Review Questions
Multiple Choice Questions
Chapter 13 Facility Location
13.1 Introduction
13.2 Facility Location: Meaning, Definition, Scope
13.3 Location of Facilities
13.4 Locational Flexibility
13.5 Cost Factor
13.6 Rate of Return Method (Ror)
13.7 Plant Location in Town / Urban Area
13.8 Plant Location in Rural Area
13.9 Plant Location in Sub-Urban Areas
13.10 Techniques Used for Facility Location
13.11 Facility Design Process
13.12 Locational Break Even Analysis
13.13 Illustration
13.14 Foreign Location
13.15 Relocation
13.16 Plant Location Trends
Review Questions
Multiple Choice Questions
Chapter 14 Job Design
14.1 Human Factors in Job Design
14.1.1 Factors Influencing Job Design
14.2 Consideration of Man and Machine in Job Design
14.2.1 Adaptation of Machine to Man
14.3 Ergonomics
14.3.1 Types of Ergonomics
14.3.2 Methods of Ergonomics Analysis
14.3.3 Demerits
14.4 Working Environment
14.4.1 Symptoms of Positive Work Environment
14.5 Worker Safety
14.6 Workplace Hazards: Physical and Mechanical
14.6.1 Biological and Chemical Hazards
14.6.2 Psychological and Social Issues
14.7 Views on Job Design
14.7.1 Top-down Approach
14.7.2 Bottom-up Approach
14.8 Research Findings
14.9 Systems Approach
14.10 Organizational System
14.11 Guiding Principles
14.12 Job Enlargement
14.13 Job Enrichment
Review Questions
Multiple Choice Questions
Chapter 15 Production Planning and Control
15.1 Introduction
15.2 Definition
15.3 Integrative Nature of Production Plans
15.4 Pre-Planning
15.5 Forecasting
15.5.1 Purpose of Forecasting
15.5.2 Basic Elements of Forecasting
15.5.3 Sales Forecasting Techniques
15.6 Order Writing
15.7 Product Design
15.8 Aggregate Production Planning (App)
15.9 Material Requirements Planning (Mrp)
15.10 Line of Balance (Lob)
15.11 Loading
15.11.1 Aims of Loading
15.12 Scheduling
15.12.1 Factors Affecting Scheduling
15.12.2 Scheduling and Control of Production
15.12.3 Advantages of Master Scheduling
15.12.4 Disadvantages of Master Scheduling
15.12.5 Applications of Scheduling
15.12.6 Gantt Chart
15.12.7 Order Scheduling
15.13 Production Control
15.14 Dispatching
15.14.1 Centralized and Decentralized Dispatching
15.15 Routing
15.15.1 Routing Procedure
15.16 Progress Control
15.16.1 Steps Involved in Progress Control
15.17 Follow Up or Expediting
15.18 Line Balancing
15.19 Line of Balance (Lob)
15.19.1 Advantages
15.20 Scheduling and Resource Allocation: Illustrations
Review Questions
Multiple Choice Questions
Chapter 16 Material Planning Techniques
16.1 Aggregate Planning
16.1.1 Focus of Aggregate Planning
16.1.2 Objectives of Aggregate Planning
16.1.3 Types of Aggregate Planning
16.1.4 Production Variables
16.1.5 Aggregate Planning - Relevant Costs
16.1.6 Aggregate Planning Strategies
16.1.7 Approaches to Aggregate Planning
16.1.8 Intuitive Method
16.1.9 Evaluation of Strategic Alternatives
16.1.10 Economies and Diseconomies of Scale
16.1.11 Definition of ‘Diseconomies of Scale’
Review Questions
Multiple Choice Questions
16.2 Materials Requirements Planning (MRP)
16.2.1 Simple and Closed Loop MRP
16.2.2 Factors Affecting MRP
16.2.3 MRP: Process
16.2.4 Benefits of MRP
16.2.5 Shortcomings of MRP
Review Questions
Multiple Choice Questions
16.3 Just In Time (JIT)
16.3.1 Evolution of JIT
16.3.2 Importance of JIT
16.3.3 Steps in JIT’s Development
16.3.4 Keys to Successful JIT Implementation
Review Questions
Multiple Choice Questions
Chapter 17 Inventory
17.1 Inventory: Definition
17.2 Inventory Control
17.3 Functions of Inventory
17.4 Independent Demand vs. Dependent Demand
17.5 Purpose of Inventory
17.6 Classification of Inventory
17.7 Types of Product Inventories
17.8 Types of Service Inventories
17.9 Effect of Inventory Systems
17.10 Inventory Model – Terminologies
17.11 Consumption during Lead – Time
17.12 Correction of Lead Time
17.13 Classification of Inventory Models
17.14 Comparison of P and Q Inventory Systems
17.15 Q-System
17.16 P-System
17.17 Q and P System: A Comparison
17.18 Economic Order Quantity (EOQ)
17.18.1 Procurement Cost
17.18.2 Inventory Carrying Cost (IC Cost)
17.18.3 Stock Out Cost
17.19 Cost Trade – Off
17.20 EOQ Calculation
17.21 Deterministic Inventory Models
17.22 Q-Inventory System
17.23 Gradual Replacement Model (Finite Production Rate)
17.24 Lead Time in Deterministic Models
17.25 Stochastic Inventory Models
17.26 ‘Rol’ Systems of Inventory Control
17.27 Inventory Control Techniques
17.28 VED Analysis
17.29 HML Analysis
Review Questions
Multiple Choice Questions
Chapter 18 Stores Management
18.1 Functions of Stores
18.2 Objectives and Prerequisites of Stores
18.2.1 Objectives of Store-Keeping
18.3 Types of Stores
18.3.1 Centralized Stores
18.3.2 Decentralized Stores
18.4 Effective Stores Management
18.5 Store Accounting Records
18.6 Physical Verification
18.6.1 Stock Verification
18.6.2 Periodic Verification
18.6.3 Continuous Verification
18.7 Materials Management - Objectives
18.7.1 Primary Objectives
18.7.2 Secondary Objectives
18.8 Material Forecasting and Planning
18.8.1 Statistical Forecasting
18.8.2 Non-Statistical Forecasting
18.9 Fixed Order Size and Fixed Order Interval System
18.9.1 How Much to Order: Fixed-Order-Interval Model
18.10 Deterministic, Probabilistic Models and Static Inventory Models
18.11 Spare Parts Management
18.11.1 Criteria for Spare Parts Management
18.11.2 Optimization of Spare Parts
18.11.3 Statistical Tools for Spare Parts Management
18.12 Aggregate Inventory Management
18.12.1 Definition
18.12.2 Objectives
18.12.3 Assessment of Aggregate Inventory Requirements
18.12.4 Measure Historical and Current Inventory Levels and Performance
18.12.5 Establish Performance Metrics
18.12.6 Inventory System Metrics
18.12.7 Tool for Inventory Management
18.12.8 Create an Inventory Build-up Chart
18.12.9 Key Drivers to Control Inventory
18.13 Implementation Aspects of Inventory Systems
18.13.1 Implementation Issues
18.14 Materials Accounting and Budgeting
18.14.1 Materials Budgeting
18.15 Material Management Performance Evaluation
18.15.1 Evaluation Parameters
18.16 Variety Reduction
18.17 Stores Layout, Storage Systems and Equipment
18.18 Material Handling – Operating Strategy
18.18.1 Standardization Aspect
18.18.2 Work Aspect
18.18.3 Ergonomics Aspect
18.18.4 Unit Load Aspect
18.18.5 Space Utilization Aspect
18.18.6 System Aspect
18.18.7 Automation Aspect
18.18.8 Environmental Aspect
18.18.9 Life Cycle Cost Aspect
18.19 Overview of Materials Management Information Systems
18.19.1 Functions of MMIS
18.19.2 Technology Applications
18.19.3 Electronic Data Interchange (EDI)
18.19.4 Mobile Data Entry and Retrieval
18.19.5 Financial System Interfaces
Review Questions
Multiple Choice Questions
Chapter 19 Purchase Management
19.1 Introduction
19.2 Functions of Materials Management
19.3 Principles of Purchasing
19.4 The Purchasing Cycle
19.5 Goals of Purchasing
19.6 Purchase Plan
19.7 Purchasing Functions: Policies, Procedures and Legal Aspects
19.8 Steps in Purchasing
19.9 Purchasing Capital Equipments
19.10 Vendor Rating
19.11 Vendor Evaluation and Rating
19.12 Codification
19.12.1 Kodak System
19.12.2 Advantages of Codification
19.13 Kanban and its Types
19.13.1 Types of Kanban
19.13.2 Kanban: Implementation Pre-requisites
19.14 Bin and Review Systems
19.15 Warehouses
19.15.1 Modern Trends
19.15.2 Cold Storages: Basic Requirements
19.15.3 Importance
19.15.4 Systems
19.15.5 Group of Products: General Category
19.15.6 Location of Warehouse
19.15.7 Advantages
19.15.8 Implementing Automation
19.15.9 Future Trends
19.16 Dynamic Purchasing
19.16.1 Establishment of DPS
Review Questions
Multiple Choice Questions
Chapter 20 Work Study
20.1 Work Study
20.2 Work Study Definition
20.3 Importance and Scope of Work Study
20.4 Significance of Work Study
20.5 Work Study and Productivity
20.6 Work Sampling
20.6.1 Uses of Work Sampling
20.6.2 Characteristics of Work Sampling Study
20.7 Advantages of Work Study
20.8 Techniques of Work Study
20.9 Uses of Work Study
20.10 Definition: Methods Study
20.11 Objectives of Method Study
20.12 Method Study Procedure
20.13 Therbligs
20.14 Process Chart
20.15 Flow Diagram
20.16 String Diagram
20.17 Time Study or Work Measurement
20.18 Objectives of Work Measurement
20.19 Uses of Time Study
20.20 Procedure for Time Study
20.21 Step-by-Step Procedure of Work Measurement
20.22 Principles of Motion Economy & Stop Watch Time
20.22.1 Work Place Principles
20.22.2 Tools and Equipment Principles
20.23 Rating Factor
20.24 Normal Time and Standard Time
20.25 Synthetic Time – Standards
20.26 Allowances
20.27 Micromotion Films
20.28 Memotion Technique
20.29 Usefulness of Time Measurement
20.30 Importance of Rating & Allowance in Time Study
20.31 Pre-Determined Time Standard
20.31.1 Factors to be Considered in using a Predetermined Time System (PTS)
20.31.2 Advantages
20.32 Process Mapping
20.32.1 Objectives
20.32.2 Process Maps
20.32.3 Terms Used in Process Mapping
20.32.4 Steps in Mapping Process
20.32.5 Advantages of Process Maps
20.33 Performance Rating Elements
Review Questions
Multiple Choice Questions
Chapter 21 Network
21.1 Project: Definition
21.2 What is a Project?
21.3 Project Characteristics
21.4 Project Life Cycle
21.5 Problems in Managing a Project
21.6 PM – Basic Questions
21.7 Network Analysis
21.8 PERT (Program Evaluation and Review Technique)
21.9 CPM (Critical Path Method)
21.10 PERT and CPM: Differences
21.11 When to Use PERT / CPM?
21.12 How does Pert Work?
21.13 Advantages of Pert
21.14 Pert Terminology
21.15 PERT / CPM Assumptions
21.16 Rules of Network Construction
21.16.1 Dummy Activities
21.17 Cpm and its Advantages
21.18 Steps in “Cpm” Technique
21.19 Crashing
21.20 Crashing Procedure
21.21 Illustrations
Review Questions
Multiple Choice Questions
Chapter 22 Quality Management
22.1 Quality
22.2 Quality Characteristics
22.3 Meaning of Quality
22.4 Evolution of Quality Activities
22.5 Inspection and It’s Types
22.6 Interpretation of Control Charts
22.7 Purpose of Inspection
22.8 Control Charts for Variables
22.9 Goods and Services – Characteristics
22.10 Quality Improvement Tools
22.11 Service Quality
22.12 QC Circle
22.13 QC Circle Activities
22.14 QC Circle Operation
22.15 Quality Improvement Schemes
22.16 Sporadic and Chronic Quality Problems
22.17 Breakthrough Sequence
22.18 Quality Policy
22.19 Need for Quality Policies
22.20 Examples of Quality Policy
22.21 International Standard Organisation (Iso)
22.22 Iso Nomenclature
22.23 Structure of ISO 9000
22.24 Structure of Quality Standards
22.25 Quality Assurance
22.26 Total Quality Management
22.27 Fundamentals of TQM
Review Questions
Multiple Choice Questions
Chapter 23 Statistical Quality Control
23.1 Quality Control: Definition
23.2 Objectives of Quality Control
23.3 Statistical Quality Control (SQC)
23.4 Purpose of ‘SQC’
23.5 Advantages of ‘SQC’
23.6 Techniques of Statistical Quality Control
23.7 Variable Basis
23.8 Attribute Basis
23.9 Classification of ‘SQC’
23.10 Normal Distribution
23.11 Control Chart
23.12 Six Sigma
23.13 X and R Chart
23.14 X and R Chart Construction
23.15 P – Chart
23.16 Features of P – Chart
23.17 c – Chart
23.18 Features of the c – Chart
23.19 Acceptance Sampling
23.20 Trade Off
23.21 Operating Characteristics Curve (OC Curve)
23.22 Errors in Sampling Plan
23.23 Concept of Type – I and Type – II Error
23.24 Sampling Plans
23.25 Single Sampling Plan
23.26 Characteristics of Single Sampling Plan
23.27 Double Sampling Plan
23.28 Characteristics of Double Sampling Plan
23.29 Multiple Sampling Plan
23.30 Sampling and Process Control
Review Questions
Multiple Choice Questions
Chapter 24 Maintenance Management
24.1 Objectives of Maintenance
24.2 Elements of Maintenance
24.3 Functions of Maintenance Management
24.4 Types of Maintenance
24.5 Breakdown Time
24.6 Basic Maintenance Decisions
24.7 Corrective Maintenance
24.8 Breakdown Maintenance
24.9 Optimal Crew Size
24.10 Preventive Maintenance
24.11 Advantages of Maintenance
24.12 Requirement for Good Maintenance
24.13 Total Productive Maintenance
24.14 Group Replacement Policy
24.15 Maintenance Records
24.16 Equipment Life Cycle
24.17 Maintenance Alternatives
24.18 Managing Work Environment
24.19 Waste Management
24.20 Automation
24.21 Statistics of Failure
24.22 Industry Safety
24.23 Maintenance Policies
Review Questions
Multiple Choice Questions
References
Index

Dr M Senthil is Dean, Faculty of Management, and Professor & Head at Department of Logistics Management, Alagappa University, Karaikudi. He has been very successful in teaching MIS and Operations management with his vast expertise for more than three decades in academia, industry, training, consultancy and administration. He worked as a Scientist and Management Analyst at Defence Research and Development Laboratory (DRDL), Hyderabad under the then Director and Former Honorable President of India, Dr. A. P. J. Abdul Kalam. Dr Senthil visited USA as a member of Group Study Exchange Programme of Rotary International, to study the business systems and cultural activities. He was conferred Honorary Citizenship of Georgia, by the Governor, State of Georgia, USA. He has authored books on Operations Management and MIS. His research output has notable international accolades from Harvard University, Cambridge, USA & Waljat College of Applied Sciences, Oman.

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