Management Development Institute, Gurgaon

Course Outline

Operations
Management

Prof. (Dr.) Manoj K. Srivastava

mks epistem portal

[email protected]
Chamber: C-21, Ext #: 5377

Post-Graduate Programme in Management

PGPM: 2023-25 Batch
Term: II (Oct -Dec 2023)
 Faculty Profile
Prof. (Dr.) Manoj K. Srivastava is Professor and Area Chairperson of Operations Management at
Management Development Institute, Gurgaon. He obtained his B.E. (Mechanical Engineering) from IIT-Roorkee
in 1993 and M.Tech. (Management & Systems) from IIT-Delhi in 1995. He received his Ph.D. in Supply Chain
Management from BITS-Pilani. Prior to join MDI-Gurgaon, he was faculty in Management Department at BITS-
Pilani. He has handled various positions at MDI like Area Chairman of Operations Management, Chairman of
Executive Management Programme, Chairman of Alumni Affairs, Coordinator- Placement for Executive
Management Programmes and Coordinator- Strategic Planning and Implementation Committee at MDI.

He has been recipient of SEVEN excellence awards at MDI, namely Best Trainer (2008-09), Best Teacher (2009-
10), Best Teacher (2011-12), Best Trainer (2012-13), Best Teacher (2014-15), Best Teacher (2016-17) and Best
Teacher (2018-19) in last 14 years. Recently, he has been elected by MDI students as “Professor of the Year
2021” on InsideIIM portal.

He is having 26 years’ rich experience in management teaching, training, consulting and research. His research interests are in Supply Chain
Performance Management, Supply Chain Resilience, e-SCM, Project Management, Operations Strategy, Decision Sciences and Service
Operations Management. He offers courses and sessions on topics like Operations Management, Logistics & Supply Chain Management,
Project Management, Strategic Sourcing, RFID, Lean Manufacturing, Performance Measurement Systems, Emerging Technologies, Disruptive
Innovation, New Product Development, Creative Problem Solving, Managing Services, Balanced Scorecard, Best Practice Benchmarking,
Smart Warehouse & Inventory Management, Operations Excellence, Kaizen & 5S for Visual Workplace, Design Thinking, Supply Chain
Analytics, Industry 4.0, Blockchain Applications and Strategic Decision Making in various long and short term programmes, both in academic
and training mode.

He has taken training sessions in on-campus and in-company MDPs conducted for executives of more than 94 Companies like ABB Limited,
ACC Limited, Advanced mid-career training programme for IRS officers (Additional and Joint Commissioners of Income Tax), AGI Glaspac-
Hyderabad, Airports Authority of India (AAI), Amway India Enterprises Private Limited, Areva, Assam Civil Services, Avon Cosmetics, Bajaj
Auto Ltd, Bajaj Corp Ltd., Bank of Rajasthan, Bharat Electronics Limited (BEL), Bharat Petroleum Corporation Limited (BPCL), Border Security
Force (BSF), BSES Rajdhani, Cairn India, Canara Bank, Central Public Works Department (CPWD) (Ministry of Urban Development, Government
of India, Central Warehouse Corporation (CWC), Chambal Fertilizers, Confederation of Indian Industry (CII), Corporation Bank, CREST
Leadership Academy (Coca Cola-India), DCM Shriram, Defense Research & Development Organization (DRDO) Ministry of Defense,
Government of India), Delhi International Airport (P) Limited (DIAL), Department of Atomic Energy (DAE), Department of Posts (Ministry of
Communications & Information Technology, Government of India), Department of Science and Technology (DST) (Ministry of Science &
Technology, Government of India), Electronics Corporation of India Limited (ECIL), Eli Lilly, EXL Service, Food Corporation of India (FCI),
Fortis Healthcare, Genpact-India, Geological Survey of India (GSI), Hewitt International, Hindustan Zinc Ltd., Indian Armed Forces, Indian
Railway Personnel Service (IRPS), Indian Statistical Services (ISS), IndianOil Corporation Ltd. (IOCL), iQor, Jindal Steel, Jones Lang LaSalle,
JSW Energy Ltd., LIC of India, Magneti Marelli India, Mahindra & Mahindra, Maruti Suzuki India Ltd. (MSIL), Mid-Career Training Programme
(Level IV for SAG) of Indian Ordnance Factories (OFB), National Banking Institute-Nepal, National Buildings Construction Corporation Ltd.
(NBCC), National Cooperative Development Corporation (NCDC), National Thermal Power Corporation (NTPC), Nestle India Ltd., NK Minda
Group, NTPC-SAIL Power Company Private Limited (NSPCL)-Bhilai, Oil and Natural Gas Corporation (ONGC), Oriental Bank of Commerce (OBC),
Perfetti Van Melle, Pernod Ricard-India, Petronet LNG Limited, Punj Lloyd, Punjab National Bank, Punjab State Electricity Board (PSEB),
Religare, Roche Pharma, Samsung-India, SAS-India, SBI Cards & Payment Services Pvt Ltd.-Gurgaon, Tehri Hydro Development Corporation
(THDC) India Limited, Valvoline Cummins Private Limited, Water and Power Consultancy Services Limited (WAPCOS), Wipro, Birlasoft (India)
Limited-Noida, Minda Industries Limited-Gurgaon, Xpress Money Services, Transport Corporation of India Limited (TCIL), Indian Railway
Construction Limited (IRCON), Inter Career Service (ICS) Global-South Korea, Military Engineer Services, FCM-Pune, Denso India Limited
SkipperSeil Limited, AON, APTIV, JK Tyre & Industries Ltd., JCB-India, EPFO-Nepal, Avery Dennison, Plasser (India) Private Limited and Aditya
Birla Group.

He has been Programme Director for more than 222 MDPs as well, namely Bharat Electronics Limited (BEL), Advanced mid-career training
programme (Overseas, Duke University-USA) for IRS officers, Indian Armed Forces, ONGC (Overseas, Groningen, Antwerp, Paris and
Frankfurt), Corporation Bank, Central Warehouse Corporation (CWC), NK Minda Group, Punj Lloyd, Defence Research & Development
Organization (DRDO), Airports Authority of India (AAI), Magneti Marelli India, Maruti Suzuki India Limited (MSIL), Indian Ordnance Factories,
SBI Cards & Payment Services Private Limited-Gurgaon, Delhi International Airport (P) Limited (DIAL) and Global Executive MBA Programme,
India Module (in partnership with HHL Leipzig Graduate School of Management, Germany and EADA, Spain), APTIV, JCB-India, Coca Cola-India
Avery Dennison, Plasser (India) Private Limited and AON.

He has also designed and delivered customized training programme as resource person for companies like Petronet LNG Limited, Jones Lang
LaSalle, Samsung, SAS-India, Hewitt International, Perfetti Van Melle, Eli Lilly, IndianOil Corporation Limited (IOCL), NTPC-SAIL Power
Company Private Limited (NSPCL)-Bhilai, JSW Energy Limited, Cairn Oil & Gas vertical of Vedanta Limited, Genpact-India, Bajaj Auto Limited-
Pune, Amway India Enterprises Private Limited, Valvoline Cummins Private Limited-Gurgaon, SBI Cards & Payment Services Private Limited,
Birlasoft (India) Limited-Noida and Minda Industries Limited-Gurgaon.

He is visiting professor at IIM-Lucknow, IIM-Ranchi, IIM-Kashipur, IIM-Sambalpur, Shiv Nadar University-Dadri, Fore School of Management-
New Delhi, Centre for Organization Development (COD)-Hyderabad and Haryana Institute of Public Administration (HIPA)-Gurgaon for Supply
Chain Management and Operations Management courses. He is also associated with many consulting assignments in the area of Operations
and Supply Chain Management and developing training modules for the client by assessing their training needs.

He has guided more than 277 dissertations in management field for the students of various post-graduate programmes. Five FPM (Ph.D.)
thesis in supply chain management have been successfully completed under his supervision. He has published research papers in supply
chain field in various national and international journals of repute like, Asia-Pacific Journal of Business Administration, International
Journal of Information Systems and Supply Chain Management, International Journal of Quality & Reliability Management, British Journal of
Healthcare Management, British Food Journal, International Journal of Technology Management and Sustainable Development, Advances in
Operations Research and International Journal of Logistics Systems & Management and authored study material on World Class
Manufacturing. He has also authored 22 Cases in case publishing houses like Ivey Publishing-Canada and The Case Centre-UK. He is also the
member of “FICCI National Logistics Committee”, set up towards achieving substantial improvement in the logistic sector of the country.

He can be reached through these coordinates: +91-124-4560377 | +91-9910337312 | http://mksepistem.byethost7.com | [email protected]

 MANAGEMENT DEVELOPMENT INSTITUTE - GURGAON
Post-Graduate Programme in Management
PGPM: 2023-25 Batch Term: II (Oct -Dec 2023)
Operations Management
Course Outline

Course Credit : Core Cours (3 Credit)

Venue : Gurukula
Time : Wednesdays and Fridays │ Sec-A: 10.15 AM - 11.45 AM and Sec B: 12.00 PM - 01.30 PM │
Prof. (Dr.) Manoj K Srivastava
e-mail: [email protected] Chamber: C-21, Extension: 5377
Course Website: mks epistem portal
(For all notices, material and resources)

SCOPE AND OBJECTIVE

This course offers a high-level overview of operations management. Defining operations broadly, it includes the set of
activities aimed at the delivery of products and services, and cuts across a broad variety of industries, including service,
product and information companies. The perspective of the course is on understanding and evaluating business strategies
through operations. Students will explore how operating systems can be designed, improved and managed for strategic
advantage. While the primary objective of this course is to familiarize students with the basic concepts, techniques, methods,
and applications of operations management, it will provide them with an understanding of operations and the role that they
play within an organization. By the end of the course, students should have developed an appreciation for the challenges in
providing world-class products and services and the ability to use some analytical tools and conceptual frameworks to guide
their thinking about operations. There are three themes that run through this course:
❖ Customers: we will keep on coming back to the customer, since value to the customer is our ultimate aim.
❖ Systems: we will treat the operations of a company as a system, and try to understand the interacting elements
❖ Variability: dealing with operations will force us to recognize the unpredictability and variability of the processes that
we manage.
In particular, students should leave this course with a better understanding of:
❖ The role of operations in supporting the business strategy.
❖ How to identify and define key business processes.
❖ How to define clear performance objectives and process measures.
❖ Using data and analytical tools to improve the effectiveness of processes.

ASSURANCE OF LEARNING
LG3 (LO1, LO2, LO3)

TEXT BOOK
T1. Operations & Supply Chain Management, 10th Ed. (An Indian Adaptation)
by Roberta S. Russell, Bernard W. Taylor, V Saddikuti, P K Gudavalleti
©2023 John Wiley and Sons, Inc. (ISBN13: 978-9354644092)
Companion Website- http://www.wiley.com/college/russell
and Hyperlinked Case Booklet

REFERENCE BOOKS
R1. Operations Management: Process and Value Chains, 11th Ed.
by Lee J. Krajewski and Larry P. Ritzman
©2016 Pearson Education Inc. (ISBN 9789332548213),
Companion Website- http://www.prenhall.com/krajewski/

R2. Operations Management, 11th Ed.

by Jay Heizer, Barry Render
© 2016 Pearson India Education Services Pvt. Ltd (ISBN 978-93-325-4898-5),
Companion Website- http://www.prenhall.com/jayheizer

R3. Operations Management, 13th Ed. (Indian Reprint, 2003)

by William J Stevenson
©2017 McGraw-Hill Education (ISBN 9781259667473), Companion Website- http://www.mhhe.com/stevenson13e

PEDAGOGY AND ASSESSMENT

The course will be based on lectures, presentations and exercises. The participants are advised to go through the reading
materials well in advance before the class. The course is designed to be interactive and the emphasis will be on learning by
doing. The participants are expected to use relevant Computer Software like Excel, ExtendLT, MS Project, POM/QM etc. for
solving the problems throughout the course. The assessment criteria is generally based on
❖ Attention to the primary focus of the exercise or assessment
❖ Evidence of understanding of the concepts, theories and ideas developed in the course
❖ Ability to apply these concepts to examples from own experience
❖ Capacity to structure an assignment logically, showing clarity of thoughts
COURSE PLAN (DETAILED)
Text Book No. of
Module Sl. No Title of the Session Chapter Sessions

1 INTRODUCTION TO OPERATIONS MANAGEMENT Ch-01 3

• Operations Intelligence, Operations Typology: 4V Approach
• Productivity and Competitiveness
Understanding Operations

• Ten Critical Decisions of OM, Degree of Servitization

LG3 (LO1)
• History of OM

2 OPERATIONS STRATEGY Ch-01 3

• Competitive Priorities, Strategic Fit Model
I • Framework for Operations Strategy
• Core Competency, Order Qualifier vs Order Winner
LG3 (LO2, LO3)
• Product-Process/ Service-Process Matrix, Emerging Trends

3 DECISION-MAKING IN OPERATIONS Supp 01 1

• DMUC, DMUR, DMUU
• Expected Monetary Value (EMV)
• State of Nature, Decision Tree Technique LG3 (LO2)

4 PRODUCT & SERVICE DESIGN Ch-04, 05 3

• The Design Process, Concurrent Design
• Form, Functional, Production Design
• Design inspired by Nature, Design Innovation
• Poka-yoke, Value Engineering, Simplification, Modularity, Standardization
• Design for Robustness, Design for Environment
LG3 (LO1, LO3)
Designing the System

• Quality Function Deployment (VOC, Quality House)

• Taguchi’s Quality Loss Function, Technology in Design
• Customer Involvement in Service Design
II 5 PROCESS DESIGN & TECHNOLOGY DECISIONS Ch-06 2
• Process Strategy, Types, Process Innovation
• Process Chart, Diagram, Map
• Service Blueprint, Servicescapes LG3 (LO2, LO3)
• Process Technologies, e-Manufacturing
• Disruptive Technologies

6 CAPACITY PLANNING Ch-07 2

• Demand led, Capacity led strategy
• Capacity Cushion, Resource Matching LG3 (LO1, LO3)

7 FACILITY LOCATION Ch-08 2

• The Strategic Importance of Location
• Three tier decision: Country, Regional, Site
Planning the System

• Types of Facilities, Corruption Index

• Factors that Affect Location Decisions
LG3 (LO2, LO3)
• Methods Of Evaluating Location Alternatives
• Service Location Strategy
III
8 FACILITY LAYOUT Ch-07 2
• Objective, Factors affecting Facility Layout
• Types of Layout: Product, Process, Fixed-Position
• Flexible Manufacturing Systems, Hybrid Layouts, Flow Patterns
• Block Diagramming, Relationship Diagramming LG3 (LO1, LO3)
• Line Balancing, Cycle Time

9 SEQUENCING ALGORITHM Ch-18 1

Managing the System

• 2 m/c, n Jobs Problem, 3 m/c, n Jobs Problem

• Jhonson’s Rule, Optimal Sequence, Total Processing Time, m/c Idle Time LG3 (LO1, LO2)

10 EMERGING TRENDS, PRESENTATIONS, WRAP-UP

IV
Ch-19 1
• Industry Specific Issues
• Recent Technological Advancements
LG3 (LO2, LO3)
• Software Solutions

Total Sessions 20
*each session is of 1½ Hour Duration
Additional Readings / Case Studies / Practice Sheets will be supplied, in advance when they are scheduled for the discussion
REFERENCE PAPERS / ARTICLE
▪ Benjaafar, S., S. Heragu, and S. Irani, (2002). Next Generation ▪ Rainbird, Mark.. (2004). "A Framework for Operations
Factory Layouts: Research Challenges and Recent Progress, Management: The Value Chain." International Journal of
Interfaces, Nov–Dec, pp. 58–78 Operations and Production Management no. 3/4, pp. 337–345.

▪ D’Netto, B. and Sohal, A. S. (1999). Changes in the production ▪ Shostack, G., Lynn, (1984). Designing Services that Deliver,
manager’s job: past, present and future trends. International Harvard Business Review, 62, January–February, pp. 133–139
Journal of Operations and Production Management,19(2), pp.
157–81
▪ Spear, Steven, and H. Kent Bowen. (1999). "Decoding the DNA
of the Toyota Production System." Harvard Business Review,
▪ Garvin, David A. (1987). “Competing on the Eight Dimensions no. 5, pp. 96–106.
of Quality,” Harvard Business Review, November–December,
pp. 101–110
▪ Taguchi, G., and D. Clausing, (1990). Robust Quality, Harvard
Business Review, January–February, pp. 65-70
▪ Handfield, R.B., G.L. Ragatz, K.J. Petersen, and R.M. Monczka,
(1999). Involving Suppliers in New Product Development,
▪ Ward, P.T., and R. Duray. (2000). “Manufacturing Strategy in
California Management Review, 42(1), pp. 98-104
Context: Environment, Competitive Strategy, and
Manufacturing Strategy,” Journal of Operations Management,
▪ Maister, D. (1983). The Psychology of Waiting Lines, Harvard 18, pp. 123–138
Business Review, January–February, pp. 145–155
▪ Wheelwright, Steven C., and Robert H. Hayes. (1985).
▪ Muther, R., K. McPherson, (1970). Four Approaches "Competing Through Manufacturing." Harvard Business
Computerized Layout Planning, Industrial Engineering, 2, pp. Review, January-February, pp. 99–109
39–42
▪ Zairi, M. and Al-Mashari, M. (1995). BPR and process
▪ Pickering, I.M. and S. Chambers (1991) ‘Competitive management. BPR and Management Journal, Vol.1, No.1, pp.
benchmarking: progress and future development’, Computer 8–30
Integrated Manufacturing Systems, Vol. 4, No. 2, pp. 45-55

EVALUATION SCHEMA
Component Duration Wt (%) Date & Time Venue Remarks

E1 Surprise Quizzes (Three)* 10 Min 20 %

(Each Quiz 6.67%)
Surprise Classroom Closed Book

E2 Group Case Presentations Term Long 10 %

E3 Mid Term Exam 2 Hr 25 % Closed Book

E4 Group Minor Project Term Long 10 %

E5 End Term Exam 2½ Hr 35 % Open Book

(Laptops not allowed)

Best Three Quiz will be considered out of Four, *No make-up for any quiz.

THE PERFORMACE OBJECTIVES IN OM

 SUGGESTED WEB REFERENCES
Following are some web sites we feel you might find useful. Just one note, The Internet is a very dynamic place. Indeed, that is one of its strongest points. But
that means that URLs are anything but stable and constant. they are all subject to change, often without any notice. In some cases, organizations provide links to
their new web sites, in some cases they do not. If you attempt to access a web site and are told the site no longer exists, you may have to search a bit to discover
a new location.
http://acsco.com Armstrong Management Group maintains a Web site with cases
Applied Computer Services, Inc. (measurement software). and articles related to ERP and MRP.
http://attila.stevens-tech.edu/~rdowns http://www.ARPA.mil/
F. W. Taylor Collection at the Stevens Institute of Technology. DARPA: U.S. Defense Dept., Innovative Prototype Systems.
http://baan.com http://www.asprova.com
Bann—solution provider to drive e-business Finite Scheduling Software.
http://bits.smete.berkeley.edu/develop/saturn/banner.html http://www.baddesigns.com/
Saturn Case Study in Engineering Design. Bad Human Factors Designs: A scrapbook of illustrated
http://cepa.newschool.edu/het/profiles/pareto.htm examples of things that are difficult to use because they do not
Vilfredo Pareto and other economists follow human factors principles.
http://cgdm.berkeley.edu http://www.brint.com/
Consortium on Green Design and Manufacturing. Brint (The BizTech Network): A Business Technology
http://criticaltools.com Knowledge Portal and Global Community Network and a popular
PERT Chart EXPERT is an add-on product for Microsoft Project resource for E-Business, Information, Technology, and
that adds extensive PERT charting. Knowledge-Management related content.
http://dali.ece.curtin.edu.au:80/~clive/public_html/jit/jit.htm http://www.bus.umich.edu/resource/nqrc/nqrc.html
JIT Overview, Curtin University of Technology, Perth, Australia. National Quality Research Center at University of Michigan.
http://deming.eng.clemson.edu/ http://www.buzzsaw.com
Continuous Quality Improvement (CQI) Server: A large collection Project workspace for the construction industry.
of resources relating to Quality Improvement and Edward http://www.ce.cmu.edu/GreenDesign
Demming. Green Design Initiative: Carnegie Mellon University.
http://europa.eu.int/abc-en.htm http://www.cfd.rmit.edu/au
European Union. Center for Design at the Royal Melbourne Institute of
http://forecasting.cwru.edu/Institute/Index.html Technology.
International Institute of Forecasters. http://www.cimtech.com
http://galaxy.einet.net/galaxy/engineering-and- Commercial layout software from Cimtechnologies.
technology/manufacturing-and-processing.html http://www.clm1.org
Manufacturing and Processing Links. Council of Logistics Management.
http://info.isoc.org/internet/history/brief.shtml http://www.commerceone.com
A brief history of the Internet Commerce One.
http://lib.stat.cmu.edu/ http://www.conway.com
Carnegie Mellon University: Maintained by the Statistics site Selection Magazine.
Department with excellent links to American Statistical http://www.campbell.berry.edu/faculty/jgrout/
Association abstracts and a number of statistical algorithms. John Grout’s Poka-Yoke Page.
http://locationstrategies.com http://www.cranfield.ac.uk/som
Location strategies. Manufacturing Strategies, maintained at Cranfield University.
http://meds.mmtc.org/ http://www.cris.com~kthill/sites.htm
MEDS: Manufacturing Efficiency Decision Support: An Inventory Control Forum. List of inventory control related sites.
Interactive Technology Decision Support Tool http://www.cs.wright.edu/research/caap/default.html
http://ocw.mit.edu/global/department15.html Computer-Aided Assembly Planning at Wright State University.
MIT Open Courseware: Sloan School of Management: Lecture http://www.digitaleconomy.gov
notes, exams and the occasional textbook for selected U.S. Department of Commerce. The Digital Economy.
management courses. http://www.dsli.com
http://rac.iitri.org Logistics Information on the Web.
Reliability Analysis Center. http://www.dsweb.com
http://reliability.sandia.gov Dassault Systems Information.
Center for System Reliability. http://www.ebenchmarking.com
http://sol.brunel.ac.uk/~jarvis/bola/jit/jit.html Links to benchmarking sites.
Business Open Learning Archive, United Kingdom http://www.ece.northwestern.edu/OTC/
http://stats.bls.gov/ Optimization Technology Center Demonstrations and Case
U.S. Bureau of Labor Statistics. Studies of Optimization. Includes a large index of software.
http://vered.rose.toronto.edu http://www.ecommerce.gov/telecommunications.html
Ergonomics at University of Toronto. U.S. Department of Commerce: Telecommunications.
http://wbln0018.worldbank.org/psd/compete.nsf/ http://www.econ-datalinks.org
Country Competitive Indicators from the World Bank. American Statistical Association (ASA) offers business and
http://web.mit.edu/ctpid/www/ economics DataLinks, a searchable index of statistical data.
Center for Technology, Policy, and Industrial Development at the http://www.eds.com/products/plm/efactory_products/flow.shtml
Massachusetts Institute of Technology. A collection of business Factory flow for layout analysis.
partnerships at MIT; many have case studies and articles. http://www.eevl.ac.uk/ram/
http://web.mit.edu/ctpid/www/agile/atlanta.html Recent Advances in Manufacturing Abstracts of more than
Agile Manufacturing Project at MIT. 38,000 manufacturing articles published in the United Kingdom.
http://www.acec.org http://www.ellog.nwu.edu/faculty/chopra/htm/rahul/consultants.html
American Consulting Engineers Council. Northwestern University Logistics Page.
http://www.theacsi.org/overview.htm http://www.enre.umd.edu/
American Consumer Satisfaction Index Reliability Engineering at the University of Maryland
http://www.agility-forum.de/ http://www.eprojectcentral.com
The Agility Forum E-Business Solutions for project management.
http://www.ame.org http://www.esa.doc.gov
Association for Manufacturing Excellence. Economics and Statistics Administration.
http://www.amsoftware.com http://www.fedstats.gov
American Software. Federal statistics.
http://www.amsup.com/ http://www.geocities.com/TimesSquare/1848/japan21.html
American Supplier Institute: A non-profit organization Kanban—An Integrated JIT System.
specializing in supply issues; many publications on different http://www.global-supply-chain.org
topics, including Taguchi Erasmus Global Supply Chain Center.
http://www.aom.pace.edu/bps/ http://www.goalqpc.com/
Business Policy and Strategy, Division of the Academy of A non-profit organization, about quality, creativity and innovative
Management. management.
http://www.apics.org http://www.hq.nasa.gov/office/hqlibrary/ppm/ppm29.htm
APICS: The Educational Society for Resource Management. Bibliography on interpersonal relationships and team success.
http://www.apics.org/magazine http://www.hq.nasa.gov/office/hqlibrary/ppm/ppm5.htm
APICS: The Performance Advantage online edition. Bibliography on teams and teamwork.
http://www.apqc.org/ http://www.ibforecast.com
American Productivity and Quality Center. Institute of Business Forecasting.
http://www.armstronglaing.com http://www.iienet.org/
Institute of Industrial Engineers.
http://www.ilog.com http://www.nam.org/
ILOG model development. NAMOnline The Web site of the National Association of
http://www.imanet.org/ Manufacturers includes manufacturing news, policy papers
Institute of Management Accountants: The Web site of the IMA explaining their legislative agenda, and tools to link businesses
includes links to their publications and “practice analysis” with suppliers.
studies. http://www.nist.gov/
http://www.ims.org/ U.S. Government’s National Institute for Standards and
Intelligent Manufacturing Systems: The Web site of this non- Technology.
profit organization hosts a large database of IMS projects. http://www.nytimes.com/library/tech/99/05/biztech/articles/24web.html
http://www.informs.org/ Behind the scenes view of Recreational Equipment Corp. (REI)
This institute for operations research and management sciences http://www.osha.gov/
will send you a weekly e-mail, if you like, and has information on Occupational Safety and Health Administration.
conferences and talks given by members. http://www.peoplesoft.com
http://www.internet.com/home-d.html PeopleSoft.
Internet and IT Network. http://www.performance_measurement.com
http://www.intl-tradenet.com/ Performance measurement software.
International Trade Net. http://www.pmi.org
http://www.inventory.management.com Project Management Institute, Inc.
Center for Inventory Management. http://www.princeton.edu/~cap.contrib.html
http://www.iomnet.org.uk/ Extensive links to a number of different sites.
The Institute of Operations Management: A British Industry http://www.production-scheduling.com
Association. The Web site has an interesting collection of links Production Scheduling.
and is starting a collection of PDF articles. http://www.prosci.com/index.html
http://www.iqms.com Business Process Reengineering online learning center tutorial.
Intelligent Enterprise Software. http://www.qaiusa.com
http://www.isds.duke.edu/ Quality Assurance Institute.
Statistical Service at Duke University. http://www.quality.org/
http://www.isixsigma.com/ Associated Quality Consultants.
Six Sigma: Articles and case studies regarding six-sigma http://www.quality.org/
methodology. Associated Quality Consultants, Inc.: A large collection of free
http://www.iso.ch quality information.
ISO online: The International Organization for Standardization: http://www.qualitydigest.com/
Sets standards for everything from screw threads to Quality Quality Digest
Management Procedures. http://www.qualityprogress.asq.org/
http://www.iso.ch/welcome.html American Society for Quality
Learn about the International Standards Organization (ISO) at the http://www.rss.org
ISO homepage. Royal Statistical Society.
http://www.iso14000.com http://www.rtdonline.com/
ISO 14000 Information center sponsored by Environmental RTD Online: A collection of links and articles relating to business
Engineering, Inc. management.
http://www.iti.org/nistmep/ http://www.sap.com
Best Practices for the Manufacturing Workforce. A human SAP America.
resources primer with techniques for encouraging the effective http://www.sitelocationassistance.com
use of people in a manufacturing setting. Economic Development Service (consulting service).
http://www.iti.org/pbs/aboutus.htm http://www.smrp.org/
Michigan Manufacturing Technology Center: Performance Society for Maintenance and Reliability Professionals.
Benchmarking Service http://www.sre.org
http://www.itl.nist.gov/div898/ Society of Reliability Engineers.
Statistical Engineering Division of the Department of Commerce. http://www.stat.edu
http://www.jdedwards.com University of Florida: Extensive links to a variety of statistical
J.D. Edwards: A comprehensive family of modular, integrated, sites maintained by the Department of Statistics.
Web-enabled applications designed to assist large- and http://www.supplychainbrain.com
medium-size companies improve business performance. Supply Chain Brain: News and articles on Supply-Chain
http://www.journeyx.com Management.
Project time collection. http://www.theacsi.org/
http://www.juran.com Conduct and report on the yearly American Customer
Juran Institute: state-of-the-art innovation tools and techniques Satisfaction Index.
to support DFSS/Innovation. http://www.tqe.com/
http://www.ki-network.org/ Total Quality Engineering: “Dedicated to improving business
Knowledge & Innovation Network: KIN is a network linking competitiveness through quality tools, principles, and
business practitioners and researchers in the area of knowledge techniques.”
management and innovation. It was established as a joint http://www.transom.com
venture of Warwick Business School and the Management Human Modeling by Transom Technologies.
Centre at the University of Leicester. http://www.transparency.de & http://www.globalcorruptionreport.org
http://www.lehigh.edu/inime/mili/projects2.htm Transparency International maintains a Bribe Payers Perception
Manufacturing Logistics Institute at Lehigh University. Index (BPI) and a Corruption Perceptions Index.
http://www.mamtc.com/ http://www.twigg.info/tomi
Mid-America Manufacturing Technology Center. TWIGGS Operations Management Index: An extensive collection
http://www.man.ac.uk/idpm/isdemo.htm of links to articles, journals, and conferences.
Interesting demos of management information systems— http://www.visual-workplace.com
particularly Geographic Information Systems. Visual training systems by The Visual Workplace.
http://www.manufacturing.net/magazine/mmh http://www.waria.com
Various facility design plans. WARIA, the Workflow and Reengineering International
http://www.manufacturing.net/magazine/purchasing/ Association.
Purchasing Magazine Web site. http://www.weforum.com
http://www.mapnp.org/library/ops_mgnt/ops_mgnt.htm World Economic Forum
Operations Management: A hyperlinked taxonomy from The Free http://www.worldatwork.org
Management Library. World at Work
http://www.mel.nist.gov/ http://www.worldbank.org
Manufacturing Engineering Laboratory: Manufacturing measures World Bank.
and standards. Large publications area. http://www.productivity-inc.com/
http://www.mfgeng.com/ Productivity, Inc.
Manufacturing Engineering, Inc. http://www.softseek.com/Business_and_Productivity/
http://www.mistakeproofing.com To check out the latest in freeware, shareware, demos, and trial
John Grout’s Mistake-Proofing Center: An in-depth examination business software, try
of mistake-proofing and related quality management issues. http://www.softseek.com/Games/Business_Simulations/
http://www.mtm.org/ For business simulations
Methods Time Measurement Association for Standards and
Research.
 Management Development Institute, Gurgaon

Online
Learning Sources

Operations
Management

Part-A
Case Studies (Main Text)
Case Studies (Reference Text)
Part-B
Minor Project Themes

Post-Graduate Programme in Management

PGPM: 2023-25 Batch
Term: II (Oct -Dec 2023)
 Management Development Institute, Gurgaon

A Case Studies

EMP Operations
Management
List of Case Studies (click for view)

Case 01 Titanic: What Went Wrong

Case 02 Intel: Strategic Innovation Management

Case 03 IDEO: The Power of Design

Case 04 The Rise of Mobility as a Service (MaaS)

Case 05 Toyota: Looking Far into the Future

Case 06 Apple’s Product Magic

Case 07 Disney World: The Magic of Service

Case 08 Hyperloop: Cutting through the hype

Case 09 Aravind Eye Care System

Case 10 9/11 World Trade Centre: What Went Wrong?

Post-Graduate Programme in Management

PGPM: 2023-25 Batch
Term: II (Oct -Dec 2023)
 Management Development Institute, Gurgaon

A2 Case Studies
(Reference Text)

EMPOperations
Management
List of Case Studies (Reference Text) (click for view)

Case 01 Titanic: What Went Wrong (Reference Text)

Case 02 Intel: Strategic Innovation Management (Reference Text)

Case 03 IDEO: The Power of Design (Reference Text)

Case 04 The Rise of Mobility as a Service (MaaS) (Reference Text)

Case 05 Toyota: Looking Far into the Future (Reference Text)

Case 06 Apple’s product magic (Reference Text)

Case 07 Disney World: The Magic of Service (Reference Text)

Case 08 Hyperloop: Cutting through the hype (Reference Text)

Case 09 Aravind Eye Care System (Reference Text)

Case 10 9/11 World Trade Centre: What Went Wrong? (Reference Text)

Post-Graduate Programme in Management

PGPM: 2023-25 Batch
Term: II (Oct -Dec 2023)
 Management Development Institute, Gurgaon

B SessionProject
Minor
Readings
Themes

EMPOperations
Management
List of Minor Project Themes (click for view)

Theme 01 Industry 4.0: India Inc. gearing up for Change

Theme 02 Customers as Co-Designer: Adidas Way

Theme 03 Self-Driving Vehicles in Logistics

Theme 04 Value Innovation: The Strategic Logic of High Growth

Theme 05 Business Process Reengineering Method Versus Kaizen Method

Theme 06 Organizational Resilience: Harnessing Experience, Embracing Opportunity

Apple, Amazon, Google, Facebook, Microsoft: Market Concentration,

Theme 07
Competition, Innovation Strategies

Game Changers in the Energy System: Emerging Themes Reshaping the

Theme 08
Energy Landscape

The Electric Vehicle Challenge: Electric Vehicle Growth in an Evolving Market

Theme 09
Dependent on Seven Success Factors

Theme 10 Blockchain in Logistics

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Term: II (Oct -Dec 2023)
 Management Development Institute, Gurgaon

C Extra Cases
Studies

EMPOperations
Management
List of Extra Cases Studies (click for view/download)

Case E1 The Great Shale Gas Rush

Case E2 Amazon Go and the Future of Sentient Buildings: An Analysis

Case E3 How Ola and Uber are making other taxi companies irrelevant in India?

Case E4 Apple Store Layout

Case E5 Innovation @ 3M

Post-Graduate Programme in Management

PGPM: 2023-25 Batch
Term: II (Oct -Dec 2023)