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Production and Operations Management Unit 2

Sikkim Manipal University Page No. 24

Unit 2 Operations Management

Structure:

2.1 Introduction

Objectives

2.2 Operations Management and Strategy

Strategic management process

Strategic decision making

Differentiation strategies

2.3 Tools for Implementation of Operations

Implementation of operations

Tools for implementation

2.4 Industry Best Practices

Pragmatic benchmarking

2.5 Summary

2.6 Glossary

2.7 Terminal Questions

2.8 Answers

2.9 Case Study

2.1 Introduction

In the previous unit, we dealt with integrated production management,

system productivity, capital productivity, labour productivity, personnel

productivity, and training. In this unit, we will deal with operations strategy,

tools for implementation of operations, and industry best practices.

Operation management is the systematic design, direction, and control of

the processes that transform inputs into services and products for the

customers. It goes from one side with suppliers and ends with customers. It

covers the entire value chain. It encompasses all management activities

using resources such as:

Plants The factory and the location where all the activities take place.

It includes machinery and heavy equipments

People Direct or indirect workforce

Parts The components, sub-assemblies, or even products

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Competitiveness is at the core of all strategies. Even among them, priorities

tend to bring the organisations focus on the areas to be dealt with in termsof allocation of resources people, money, and time. This means that

different functional areas with their own capabilities and constraints have to

be integrated for the overall corporate strategy. Flexible strategies and an

adaptive production process help to achieve high productivity and also to

satisfy the needs of customers, thereby improving the deliverables.

Innovation should occur at all stages. For example, one-hour paper printing

and one-hour screen printing services on the cover and same-day flex

printing and binding services.

Corporate strategy, functional area strategies, market analysis, competitive

priorities, competitive capabilities, and new service/product design are themain operations strategies in any organisation. Operations strategy is

formulated to leverage the advantages, absorb the consequences of the

variable nature of various functions, and provide a dependable

implementation programme. Effective and timely communication is a vital

factor to involve and coordinate people at various stages and monitor the

progress. Figure 2.1 depicts the links between the factors of operations

management.

Formulation of a strategy depends on the following:

Assessment of strengths

Understanding of the weaknesses

Nature of external environment

Resilience of the internal environment

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1Fig. 2.1: Links between the Factors of Operations Management

The policies derived from the operations strategy should be amenable to go

along with the other functions. Organisation strategy should be such that the

strategies of different functions are designed to lend support to one another.Culture of the organisation should be established and nurtured in such a

way that conflicts are resolved with the overall organisation strategy in view.

1Operations Management, Krajewski and Ritzman Prentice Hall India (7th Edition, 2004)

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Operations strategy takes under its umbrella the quality, time, and flexibility.

Figure 2.2 depicts the phases of operations strategy.

Fig. 2.2: Phases of Operations Strategy

Quality Quality is the driving factor for any organisation. When buying

a product, a customer will always think about the value of the money he

or she is investing. Even if the price of the product is high, the quality of

the product will provoke the customer to buy it. Typical examples of

companies focusing on quality are Amway, Coco-Cola, Pepsi,

Tupperware, Sony, BMW, etc. Many Indian companies coming under

Tata group and automotive products manufacturers like Maruti Suzuki,

Rane (Madras) have won awards for providing high quality products.

Quality also includes cost competitiveness by various methods like Just-

In-Time (JIT), lean manufacturing, TQM, and TPM. Quality enables thefirm to be competitive, but more importantly, helps the company to

remain stable.

Time Time aspect considers that deliveries are made on time to meet

the customers expectations. Time taken to develop and market new

products is becoming very critical in the global environment. To seek

more business, organisations should reduce the time taken for each

factor during operations. The organisations mainly focus on reducing the

time for the elements. Time is also interpreted as speed of response to

any call from the customer, be it for post-sales service or new product

development or maintenance. Figure 2.3 depicts the factors to be

reduced during operations.

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Fig. 2.3: Factors to be Reduced during Operations

Flexibility Flexibility enables a firm to meet the changing demands of

the customers in order to develop new processes and materials and to

make the organisation more agile in its manufacture. For example,

Photon, Inc, a European computer component manufacturer, produces

components which are not fixed to particular configurations. This

enables production lines to be reconfigured within hours or days to make

new and different products. This flexibility has allowed Photon to expand

from manufacturing a few products for a single customer to making

hundreds of products for over 50 different companies. Flexibility can be

under different categories like operational flexibility, storage flexibility,

transportation flexibility, and material flexibility.

Remember

Operations strategy takes under its umbrella the quality of the product or

service, time taken to deliver the product, and flexibility to meet the

changing demands of the customers.

2.2.1 Strategic management process

Strategy formulation and development has been historically analysed and

debated in different fields of study. While strategy formulation is largely

influenced by the situational forces, the core practices like value addition,

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customer focus, total quality, and concern for environment will always be

followed. A business strategy is the result of a decision taken at the highestlevel. This outlines how the resources are deployed to achieve the goals in

an environment. A general framework to guide and activate the think-tanks

in the organisation is to come up with proposals. Action plans with time

frames, authority hierarchies, and feed-back mechanisms are formulated

and designed. At this stage, detailed scenarios as to the likely

consequences are considered and contingency plans are worked out for

implementation, if situations call for the same. Being in readiness with

alternatives is a good way of assuring the success of any plan.

For example, the production of a model of motor cycle is to be increased by

25% and the price is to be reduced by 10%. This decision would have beentaken as a strategy to meet the increasing demands which are real in order

to fulfil the following:

Enter a niche market of the competitor

Augment marketing departments claim after a vigorous sales campaign

Any other reason

The strategy for the marketing function would be many like promising

freebies, making the commission attractive for the dealer, or opening more

service outlets. The objective of an operations strategy is to achieve the

long-term goals established by the business strategy. The operations

strategy would consider the following constraints:

Subcontracting or including additional machinery

Improving productivity using different methods

Revamping assembly lines

Motivating the employees

Promoting existing employees or hiring new ones

Identifying and developing new suppliers

Looking for opportunities to reduce costs as scaling up provides scope

The above measures will be under consideration at all times. When a

change is considered, identification of areas of cooperation andcollaboration becomes easy. Opportunities arise for understanding and

resolution of problems. Setting up visible targets to meet the deadlines

encourages application of constancy of purpose as per Deming. This in

itself would be a strategy for improving quality and productivity. In addition, it

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is relevant to note the current trends and changes and switch over to

appropriate actions.2.2.2 Strategic decision making

Decision making is the most crucial management function. Decisions

commit the organisation and its members to activities which have financial

repercussions and affect the functioning of other departments or divisions.

Therefore, decisions are taken after lots of deliberations which involve steps

like data gathering, analysis, and predicting outcomes. Figure 2.4 depicts

planning and decision making.

Accuracy of data and their relevance for the matter under consideration are

the factors which affect the quality of decisions. In addition, the following

factors also form the basis of decision making:

Fig. 2.4: Planning and Decision Making

Environmental scanning The business environment of any

organisation includes the industry, marketplace, governmental agencies,

society, ecology, technology, and others. Organisations should be aware

of the business environment in which the firm exists, and have to

compete continually by exhibiting potential for opportunities and threats.

Being aware of those, and their impact on the firm by a process of

analysis, is called environmental scanning. Let us now consider the

potential exhibited by business environment:

o Competitors may be gaining an edge by diversification, making

forays into the firms niche market by making new and better

products

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o Suppliers could be forming cartels and preparing to drive hard

bargainso Government could be passing laws and issuing orders which could

affect the supply of materials or restrictions on import and export or

even employment conditions

Adaptation to these dynamic factors by environment scanning and basic

strategic decisions is vital.

Typically it used to be SWOT (Strengths, Weaknesses, Opportunities,

and Threats) analysis. Now there is also PESTLE analysis which stands

for analysis of Political, Environmental, Social, Technological, Legal and

Economic environments. These analyses help in shaping the operations

strategies.

Core competencies Each organisation is started by an entrepreneur

or a small group of entrepreneurs. The objective is to use their unique

strengths to create and develop an organisation. These unique strengths

are the core-competencies of the organisation. For example, IKEA, the

Swedish furniture maker has the core competency in design. IBMs core

competency lies in research. Apple is known for innovation. Reliance

groups core competency is handling mega projects. However, many-a-

time, it becomes necessary to augment the existing business with some

additional strengths or competencies. Such developments andimprovements in core competencies provide an edge over the

competitors who would have to grapple with these competencies. These

build ups are usually through collaborations and acquisitions or joint

ventures.

Core processes of an organisation are determined by the core

competencies. Four main core processes are mentioned below. Figure

2.5 depicts the core competency process.

o Customer relationship

o New product/service development

o Supplier relationshipo Order fulfilment

The emphasis on these processes depends on:

o The type of industry

o The length of its existence

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o The consequent strengths built up in certain areas

o

The way earlier successes have been achievedo The reinforcement they have given to the organisation

One should remember that the environment is always dynamic and the

strategy formulation needs to be constantly updated for making effective

implementation. Ultimately, every organisation depends on the core

competencies which give it an advantage over the competitors.

Fig. 2.5: Core Competency Processes

2.2.3 Differentiation strategies

Differentiation is a process by which a company distinguishes itself from its

competitors and their offerings. The process includes adding a set of

differentiators, which are meaningful, and adds value for the customer. The

differences should be perceived by the customer as important, distinctive,

superior, and affordable. Further, the differentiators have to make the

companys offerings (the products and services) profitable.

To derive a competitive advantage, the study of the processes is important.

Here, we are not considering the situation of an entirely new product but

those which are already contributing to the company revenues.

Companies have different potential in terms of manoeuvrability along with

target market, place (channels), promotion, and price. These are affected by

the companys position in the market, and the industry structure.According to Miland Lele, (Miland M.Lele, Creating Strategic Leverage:

New York, John Wiley 1992)

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Boston Consulting Group (BCG) has classified four types of industries and

the approaches available. Figure 2.6 depicts the classification of industriesaccording to BCG.

Fig. 2.6: BCGs Classification

Another useful framework to identify the product portfolio is the BCG matrix

that classifies the product offerings along a two dimensional matrix in terms

of growth and market share. This analysis enables a company to prioritise

its product mix to ensure growth and revenue. (Source: QuickMBA.com)

Size of advantage vs. number of approaches to achieve advantage

When the volume of the industry is large, the advantage for a firm is high,

but the number of approaches is small. On the other hand, if it is

fragmented, the size of the advantage is small, and the approaches are

many. The options available and the quantum of advantage are the

considerations for any strategy. For products differentiation, we consider

form, features, and the quality of performance. By form, we mean the

shapes, dimensions, and aesthetics which determine the physical aspects of

the product.

The components and parts that are integral to the product may not be visible

but will have suitable and easy forms for assembly, identification, extraction,

insertion, and inspection. This is necessary for making a product serviceable

and repairable to meet the customers needs. The dimensions are optimised

for safe use, safety, and durability.

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Aesthetics is the ultimate differentiator to attract the customer and make him

comfortable using it. Features contribute for differentiation to a large extent.It addresses the requirements of the customer in such a way as to make the

products meet them in a way that the competitors do not. Again,

performance is looked at from the point of view of reliability, durability, and

reparability.

Any organisation in the manufacturing or the service sector has to develop a

strategy and ensure sustainability through competitive environment.

Strategy is not static but varies with time and changes in environment.

Particularly when changes are occurring rapidly, strategy needs to be

frequently revised and modified. This further demands innovative abilities

and persistence.

Self Assessment Questions

1. ____________ is the systematic design, direction, and control of the

processes that transform inputs into services and products for the

customers.

2. A business strategy is the result of a decision taken at the highest level

which outlines how the resources are deployed to achieve the goals.

(True / False)

2.3 Tools for Implementation of Operations

All functions in the organisation including administration, finance, materials,

purchase, marketing, production, logistics, communication, and others can

be considered as operations. The reason is that all of them use some inputs

like materials or information either on a person-to-person basis or through a

flow line. They are required to use some process and convert them into

outputs usable in the next stage of the value chain. For example, when an

invoice is received for payment, it contains information about the following:

Material or a service

Person who needed the invoice

Price to be paid Supplier

Transportation

Insurance

Quantity

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Tax to be paid

Others

The bills payable section will have to verify the data regarding the above

and seek the inspection reports from the quality control department/user.

Before the actual payment is made, verifications such as the terms of

payment and availability of funds are done. Verification will help you to

notice the following:

Information is sought or given

Materials received and transferred

Papers/instructions are received/issued for initiating activities

All these are also operations. However, for our study, we will limit our focusto operations involving manufacturing. We identify a set of specialised

techniques. We call them tools which can be standardised for ease of

implementation and control. In the recent times, operations are considered

from end to end of value chain which means the operations that start from

sourcing of materials and other inputs to successful delivery of products to

customers or end users.

2.3.1 Implementation of operations

Implementation is the process of executing the planned operations. When

planning and controlling functions are put together, we call it as

Implementation of Operations.

The planning is the process of estimating, routing, and scheduling. The

controlling functions are conducted while the manufacturing is going on, like

dispatching and expediting. Figure 2.7 depicts the implementation of

operations.

Fig. 2.7: Implementation of Operations

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Estimating Estimating gives the quantities to be made at each

workstation depending on the sales forecast, provision for buffer stock,quantities bought out, services outsourced, likely shortfalls, and others.

It is made on the basis of capacity.

Routing Routing determines the sequence of operations and the

machines that do them, so that work flow, as determined by the

processes, is smooth resulting in minimum inventory.

Scheduling Scheduling is mainly concerned with allocating time slots

for different jobs. It specifies as to when the jobs start and end at

particular workstations. The purpose is to prevent the imbalances

among work centres and to utilise the labour hours in such a way that

established lead times are maintained. Dispatching Dispatching is concerned with moving of the materials

with tools, jigs, and fixtures to specific machines along with the drawings

and ensuring inspections at specific nodes, so that the materials move in

the supply chain.

Expediting Expediting ensures that all the above are being done

properly. Reports are generated and any bottleneck that gets created is

removed.

2.3.2 Tools for implementation

Gantt charts developed by Henry Gantt long back for the purpose of

visualising the work assignments and sequence and timings are used to

record progress comparing the actual against the planned activities and to

keep track of the flow of the material. In its simplest form, a Gantt chart

consists of horizontal bar graphs on time scales.

Line balancing and line of balance are two more tools to ensure that

machining centres are loaded as uniformly as possible to prevent build up

stocks at intermediate stages.

Simulation models are used to predict utilisation of machines and production

levels. Various inventory models help us to determine when to order and

how many to order. It also gives us an insight to the risks and opportunitiesthat come up for our consideration.

Proper maintenance and analysis of records help us to see the gaps that

have crept into the operations system. Checking across functions will make

the tools being used to be modified realistically and increase efficiency. ERP

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software, especially SAP, have many modules that store, sort, and analyse

data and make them available to the staff across the globe in many plants,enabling managers to streamline their operations. Software specific to

functions, applications, or organisation can be obtained. Microsoft

Operations Manager 2005 is a useful tool in this regard. Figure 2.8 depicts

Microsoft Operations Manager 2005.

Fig. 2.8: Microsoft Operations Manager 2005

Case-let 1

MakTel is a national telecom provider. The customer utilisation of ISDN

was less; therefore, the company faced poor sales of ISDN services for

several years. Also, the quality of service delivery was low. The company

applied Pareto analysis to extract the reasons for the failures in service

delivery. The analysis showed that the problem is poor quality of networkterminals and unqualified technicians for provisioning of the ISDN

service. MAkTel rectified the problems and energised the company sales.

Case-let 2

In the recent times, technology is intensively used to track the processes

that are part of the value chain. Radio Frequency Identification (RFID)

helps in tracking and monitoring the flow of goods as they travel through

the entire line. Gillete company uses RFID exclusively for razor blade

movement in cases and pallets from manufacturing centres to customers

place through distribution centres. The company claims an operational

savings of more than 20%. As stated in infoworld.com, dated 15-08-2005,

Gillette, RFID has improved order processing, streamlined inventory

management systems, and increased shipment accuracy, according to

Dick Cantwell, the company's vice president of global value chain.

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3. ______ is mainly concerned with allocating time slots for different jobs.4. ___________ is a process by which a company distinguishes itself

from its competitors and their offerings.

5. _________ determines the sequence of operations and the machines

that do them, so that work flow is smooth.

6. __________ is used for the purpose of visualising the work

assignments and to know the progress of work by comparing the actual

against the planned activities

7. Dispatching is concerned with moving of the materials with tools, jigs,

and fixtures to specific machines along with the drawings.

(True / False)

2.4 Industry Best Practices

Each industry would have progressed over the years or decades improving

their processes and products. During this development, the materials would

have changed and processes would have changed. As all products or

services are meant to serve the needs of the customers, they undergo

continuous changes both in configuration and features.

Materials and methods go on improving incessantly because of the research

that is conducted. The companies that were at the front innovate to stay in

business as new entrants would be adopting the latest techniques that the

pioneers had taken decades to establish. Various firms in any industry

would end up adopting almost similar methods of getting an output as

required, but only a few among them would reach great heights because of

different practices that lead to superb performance. Such practices would

get refined to a great extent giving rise to what we call industry best

practices. These tend to get stabilised or changed owing to the development

of new equipments which are designed. A very commonly quoted example

is the Toyota Production System (TPS) adopted by various companies world

over in the pursuit of excellence.

A manufacturer, with an eye on growing markets, demands higher quality

and reduced prices. Industry best practices open up the field for

benchmarking by companies which need to improve their performance.

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2.4.1 Pragmatic benchmarking

Pragmatic benchmarkingis a method of measuring a companys processes,methods, and procedures in a way that all functions in great detail.

Benchmarking, in its simplest form, is understood as a process of

comparison with a superior performer anywhere in the world to improve

quality and is used to understand how these practices can be brought into

the system and what circumstances brought them about. It is a learning

process with a view to find out whether some of the reasons have changed

and to bring in new processes for improvement. The metrics that could be

used are the:

Number of pieces per hour

Cost per unit Number of breakdowns per week

Customer alienation during a week

Return on investment

Number of returns from customers in a month

Inventory turnover

Many others

The figures obtained from the above determine the efficiency of the

organisation. To keep focused, many organisations, especially the large

ones, select a few processes for purposes of benchmarking. This helps in

ensuring constant and deep attention to those aspects which are to be dealt

with. The following are the types of benchmarking considered by various

firms:

Process benchmarking business process

Financial benchmarking

Performance benchmarking

Product benchmarking

Strategic benchmarking

Functional benchmarking

Benchmarking is usually classified into two groups namely internal and

external benchmarking. Internal benchmarking refers to comparison within

the organisation or industry and external benchmarking refers to comparison

with outsiders. Any measurable parameter or entity can be benchmarked.

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Steps in benchmarking

Planning, analysis, integration, and action are the four steps recognised inthe process of benchmarking. The select criteria are compared with the

performance parameters of the company which is considered the best in the

industry. Targets are set and activities are conducted to reach them. Let us

discuss in detail about the steps which are necessary for conducting a

benchmarking operation.

Planning Planning determines the process, service, or the product to

be benchmarked on which metrics are assigned for collection of data.

Analysis Analysed data gives inputs for comparison with the target

companys performance on the parameter benchmark on which data

was collected. Measuring gaps helps in identifying the process whichshould be improved for reaching the benchmark.

Integration Resources are required across all functions to achieve the

target needs. Integration involves putting together resources like people,

equipments, and communication, so that, progress is unhindered and all

activities reach their logical conclusions without loss of initiative or time.

Action When changes are needed, actions have to be planned

according to the steps earlier stated. The teams are provided with

necessary leadership, authority, and supporting facilities to enable them

to complete all activities within the time frame set for the purpose. Since

benchmarking is done in specific areas, it is necessary to maintain the

focus and implement actions without losing initiative, so that, results

become demonstrable.

It is necessary to set achievable targets keeping in view the availability of

resources, technology, and to spread awareness about the importance of

what is attempted and how success improves the image of the company.

This approach is recommended by the Total Quality Management (TQM)

guru Edwards Deming.

This approach can be called pragmatic because building up knowledge-

based analysis of data and achieving the targets set the tone of continuous

improvement and move the organisation towards excellence which was the

reason we started benchmarking. Many times, benchmarking is done

internally. When an enterprise has a number of plants and some of them

adopt similar processes, it is likely that one group may have developed

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techniques and methodologies of doing them better than others. Internal

benchmarking is resorted to as a measure of identifying the strengths in theorganisation. By internal benchmarking, knowledge, and skills are shared

and complemented taking the organisation to a leadership position. The

most important point for the successful adoption of benchmarking is a

willingness to learn from someone better and the ability to translate such

learning into improvement initiatives.

Remember

Pragmatic benchmarking is a method of measuring a companys

processes, methods, and procedures in a way that all functions in great

detail.


8. ___________ is resorted to as a measure of identifying the strengths in

the organisation.

9. Pragmatic benchmarking is a method of measuring a companys

processes, methods, and procedures in a way that all functions in great

detail. (True / False)

2.5 Summary

Let us recapitulate the important concepts discussed in this unit:

Operation management is the systematic design, direction, and control

of the processes that transform inputs into services and products for the

customers.

Optimisation of operations is vital to enable the firm to be competitive.

Operations function should be guided by strategies which are consistent

with the organisation strategy.

Strategy is very important for the operations because it guides the

managers in implementing policies which have long-term implications for

productivity, quality, and customer satisfaction. It is imperative that we measure up to the best in the industry by

benchmarking and being competitive.

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2.6 Glossary

Strategy: plan for achieving the goals and objectives in best possible

way

Environmental scanning: monitoring of organisations internal and

external environment for detecting opportunities and threats

Core competencies: unique ability that the organisation acquires that

cannot be easily imitated

2.7 Terminal Questions

1. What is operations management?

2. What do you mean by operations strategy? Explain in brief.

3. Explain the importance of decision making in organisation. What are the

factors affecting decision making?

4. What is meant by differentiation? Explain.

5. Write a brief note on implementation of operations.

6. What do you understand by industry best practice?

2.8 Answers


1. Operation management

2. True

3. Scheduling

4. Differentiation

5. Routing

6. Gantt charts

7. True

8. Internal benchmarking

9. True

Terminal Questions

1. Refer 2.1 and 2.2

2. Refer 2.2 and 2.2.1

3. Refer 2.2.2

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4. Refer 2.2.3

5. Refer 2.3 and 2.3.16. Refer 2.4

2.9 Case Study

Competition Strategies From Collaboration to Acquisition

The Indian tractor market has seen tremendous growth during the last two

decades and currently the battle for supremacy in the market is between two

companies, John Deere and Mahindra and Mahindra.

The manufacturing of tractors started in India in the post-independence era

in 1960s. For a long time, Punjab Tractors was the leading manufacturerand their brand Swaraj was very popular in the northern part of India.

Down south, Tractors and Farm Equipment (TAFE) happen to be the

leading manufacturer of tractors. Mahindra and Mahindra stood at number

three.

In the year 2001, Mahindra and Mahindra decided to improve their position

and become the market leader. The company benchmarked its productivity

and financials against the best in the class namely Punjab Tractors Limited

which used to take money in advance and deliver the tractors later.

However, Punjab Tractors market share slumped from 18.6% in 1999-2000

to 8.1% in 2006-2007. At that time, Mahindra and Mahindra decided to goafter the company and acquired Punjab Tractors. After about three years,

the turnaround happened and the company was able to post healthy figures.

According to Pawan Goenka (President, Automotive and Farm Sector,

M & M), Punjab Tractors had done better than expected. The target of

doubling the turnover and tripling the profit has been achieved and the

merger has proved highly beneficial to Mahindra and Mahindra.

The strategy of acquiring and merging Punjab Tractors has proved to be

successful to Mahindra and Mahindra. They also used the customer

feedback effectively in improving the tractor design and looks.

Mahindra Tractors is now the world's largest tractor company by volume.

For over two decades, the company has been the leader in the Indian

tractor market, which is also the largest tractor market in the world.

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However the competitors are not quietly watching. The second biggest

tractor manufacturer, TAFE group, had a decent growth of 17%, led by itsmost famous brand Massey Ferguson (also the name of its partner). This

brand enjoys very good brand equity among tractor buyers. TAFEs

acquisition of Eichers Tractor Division (way back in 2005) has also helped it

to grow both in terms of volumes and technology.

(Sources:

http://www.researchandmarkets.com/reports/607322/tractor_market_in_india_

an_analysis

http://www.mahindratractorworld.com/

Bhandar, Bhupesh (2010), Collaborative Competition, The Strategist, Business

Standard, 27 December 2010.)

Discussion Questions:

1. What are the objectives that Mahindra and Mahindra had in mind when

they noticed their position in the tractors market?

2. What strategies are followed by Mahindra and Mahindra in reaping

success in the tractors market?

3. What other strategies might have been followed by Mahindra and

Mahindra to accomplish their objectives?

4. Is merger and acquisition a good strategy? Under what

circumstances? Discuss with relevance to operations management.

Reference:

Krajewski and Ritzman, (2004) Operations Management, 7th Edition,

Prentice Hall India.

Operations Management, Krajewski and Ritzman Prentice Hall India

(7th Edition, 2004)

Miland M.Lele, Creating Strategic Leverage: New York, John Wiley

1992)

E-Reference:

QuickMBA.com

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