PRODUCTIONS AND OPERATIONS MANAGEMENT

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Introduction to Production and Operations Management

Module 001 | Introduction to Production and

Operations Management (POM)

The basis of any business is to offer solution to the needs of customers by

providing services and goods, in this process, create value for customers and
solve their problems. This Course will discuss about applying business
organization and management concepts in creation of goods and services.

Objectives:
1. Recognize how goods and services are produced
2. Understand what operations mangers do.
3. Know why operations management is the costly part of an organization.

What is POM?

Production Management is the process of coordinating, directing and

controlling the activities required to make a product, which involves effective
control of scheduling, cost performance, quality, and waste requirement.
Operations Management, on the other hand, is concerned with overseeing,
designing and controlling the process of production, redesigning business
operations in the production of goods or services with the objective of
balancing the supply with demand. Therefore, Production and Operations
Management is the process of converting the input into output using physical
resources and providing the desired utility to customers while meaning the
organizations objectives.

Historical Evolution of Production and Operations Management

For over two centuries, operations and production management has been
acknowledged as an important aspect in a country’s economic growth. The
traditional view of manufacturing management began in eighteenth century
when Adam Smith recognized the economic benefits of Specialization Theory
better known as division of labor. He recommended breaking of jobs down
into subtasks and recognizes workers to specialized tasks in which they
would become highly skilled and efficient. He believes division of labor leads
to increased productivity. In the early twentieth century, F.W. Taylor
implemented Smith's theories and developed scientific management. From
then until 1930, many techniques were developed prevailing the traditional
view.
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 Today, specialization or division of labor can be seen implemented in
different companies and businesses.

Historical summary of operations management

Figure 1. Historical Summary

Concept of Production

Production function is that part of an organization, concerned with the

transformation of a range of inputs into the required outputs (which are
considered the products) having the necessary quality level. Production is
then defined as “the step-by-step conversion of one form of material into
another form through chemical or mechanical process to create or enhance
the utility of the product to the user.”

Thus, production is a value addition process. Meaning, at every stage of

processing, there will be value addition to a product output. Edwood Buffa
defines production as ‘a process by which goods and services are created’.

Some examples of production are manufacturing standardized products like,

car, bus, motor cycle, radio, television, etc.

What are some examples of production-orientated companies?

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Introduction to Production and Operations Management

Production-orientated companies include Ford Motor Company and fast food

chain McDonald's, Jollibee, Kentucky Fried Chicken. As production-oriented
companies, both organizations focus on their own internal efficiency and the
quality of their products. These companies look internally to decide how to
conduct business. Production-oriented companies do not take into
consideration how their products suit customer's needs to the same degree
as companies that are market or sales oriented.

Production System

Schematic of a Production System

The production system of an organization is that part, which produces
products of an organization. It is that activity whereby resources, flowing
within a defined system, are combined and transformed in a controlled
manner. This adds value in accordance with the policies communicated by
management. A simplified production system is shown below:

Figure 2. Production System

The production system has the following characteristics:

1. Production is an organized activity, so every production system has an
objective.
2. The system transforms the various inputs to useful outputs.
3. It does not operate in isolation from the other organization system.
4. There exists a feedback about the activities, which is essential to control
and improve system performance.
Classification of production systems:

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1. JOB SHOP PRODUCTION is characterized by manufacturing of one or
few quantity of products designed and produced as per the specification
of customers within prefixed time and cost. It produces piece of goods in
small batches. The distinguishing feature of this is low volume and high
variety of products.
A job shop comprises of general-purpose machines arranged into
different departments. Each job demands unique technological
requirements, demands processing on machines in a certain sequence.
Characteristics of Job-shop Production:
• High variety of products and low volume.
• Use of general-purpose machines and facilities.
• Highly skilled operators who can take up each job as a challenge
because of uniqueness.
• Large inventory of materials, tools, parts. Detailed planning is
essential for sequencing the requirements of each product, capacities
for each work center and order priorities.
Advantages of Job-shop Production:
• A variety of products can be produced because of the general-purpose
machines and facilities.
• Operators will become more skilled and competent, as each job gives
them learning opportunities.
• Full potential of operators can be utilized.
• Opportunity exists for creative methods and innovative ideas.
Limitations Job-shop Production:
• The Cost is higher due to frequent set up changes.
• Higher level of inventory at all levels and hence higher inventory cost.
• Production planning is complicated.
• There is a larger space requirement.

2. BATCH PRODUCTION is defined by American Production and Inventory

Control Society (APICS) “as a form of manufacturing in which the job
passes through the functional departments in lots or batches and each lot
may have a different routing.” It is characterized by the manufacture of
limited number of products produced at regular intervals and stocked
awaiting sales.
Characteristics of Batch production system:
• It has a shorter production runs.
• Plant and machinery are more flexible.
• Plant and machinery set up is used for the production of item in a
batch and change of set up is required for processing the next batch.
• Manufacturing lead-time and cost are lower as compared to job order
production.
Advantages of batch production:
• Better utilization of plant and machinery.
• Promotes functional specialization.
• Cost per unit is lower as compared to job order production.
• Lower investment in plant and machinery.
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Introduction to Production and Operations Management

• Flexibility to accommodate and process number of products.

• Job satisfaction exists for operators.
Limitations of batch production:
• Material handling is complex because of irregular and longer flows.
• Production planning and control is complex.
• Work in process inventory is higher compared to continuous
production.
• Higher set up costs due to frequent changes in set up.

3. MASS PRODUCTION manufacture discrete parts or assemblies using a

continuous process. This production system is justified by very large
volume of production. The machines are arranged in a line or product
layout. Product and process standardization exists and all outputs follow
the same path.
Characteristics of Mass production:
• Standardization of product and process sequence.
• Dedicated special purpose machines having higher production
capacities and output rates.
• Large volume of products.
• Shorter cycle time of production.
• Lower in process inventory.
• Perfectly balanced production lines.
• Flow of materials, components and parts is continuous and without
any back tracking.
• Production planning and control is easy.
• Material handling can be completely automatic.
Advantages of mass production:
• Higher rate of production with reduced cycle time.
• Higher capacity utilization due to line balancing.
• Less skilled operators are required. Low process inventory.
• Manufacturing cost per unit is low.
Limitations of mass production:
• Breakdown of one machine will stop an entire production line.
• Line layout needs major change with the changes in the product
design.
• High investment in production facilities.
• The cycle time is determined by the slowest operation.

4. CONTINUOUS PRODUCTION when facilities are arranged as per the

sequence of production operations from the first operations to the
finished product. The items are made to flow through the sequence of
operations through material handling devices such as conveyors, transfer
devices, etc.

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 Characteristics of Continuous production:
• Dedicated plant and equipment with zero flexibility.
• Material handling is fully automated.
• Process follows a predetermined sequence of operations.
• Component materials cannot be readily identified with final product.
• Planning and scheduling is a routine action.
Advantages of continuous production:
• Standardization of product and process sequence.
• Higher rate of production with reduced cycle time.
• Higher capacity utilization due to line balancing.
• Manpower is not required for material handling as it is completely
automatic.
• Person with limited skills can be used on the production line.
• Unit cost is lower due to high volume of production.
Limitations of continuous production:
• Flexibility to accommodate and process number of products does not
exist.
• Very high investment for setting flow lines.
• Product differentiation is limited.

Production Management

Production Management is simple the method which mixes and transforms

resources utilized in the production or operations system of the organization
into products and services in a controlled manner using the standards and
policies of the organization. Production management involves the
application of planning, organizing, directing and controlling the activities of
the production process.

Objectives of Production Management:

The objective of the production management is ‘to produce goods services
of right quality and quantity at the right time and right manufacturing
cost’. RIGHT QUALITY is when a product is established based upon the
customer's needs. The right quality is not necessarily best quality but is
determined by the cost of the product and the technical characteristics as
suited to the specific requirements. When we say, RIGHT QUANTITY The
manufacturing organization should produce the products in right number. If
they are produced in excess of demand the capital will block up in the form of
inventory and if the quantity is produced in short of demand, leads to
shortage of products.
RIGHT TIME is the timeliness of delivery, one of the important parameter to
judge the effectiveness of production department. The production
department has to make the optimal utilization of input resources to achieve
its objective. while Right Manufacturing Cost are established before the
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product is actually manufactured. Hence, all attempts should be made to

produce the products at pre-established cost, so as to reduce the variation
between actual and the standard (pre-established) cost.

Operations System
An operation is defined in terms of the mission it serves for the organization,
technology it employs and the human and managerial processes it involves.
An operations system converts inputs in order to provide outputs that are in
demand to customers. It converts physical resources into outputs, the
function of which is to satisfy customer wants, for example, provide some
utility for the customer. In some of the organization, the product is a physical
good like food in a hotel while in others it is a service like treatments given in
hospitals. Bus and taxi services, tailors, hospital and builders are the
examples of an operating system.
Everett E. Adam & Ronald J. Ebert define operating system as, “An
operating system (function) of an organization is the part of an organization
that produces the organization’s physical goods and services.
”Ray Wild defines operating system as, “An operating system is a
configuration of resources combined for the provision of goods or services.”
Concept of Operations:
Operations in an organization can be categorized into Manufacturing and
Service Operations.
Manufacturing operations is a conversion process that includes
manufacturing produces tangible output or a product, whereas, a conversion
process that includes service produces an intangible output such as a deed, a
performance, an effort.
Distinction between Manufacturing Operations and Service Operations:

Characteristics

Manufacturing operations produce tangible goods, which are physical

products that can be held and seen. Manufacturing can be broken down into
two branches: process and discrete manufacturing. While process
manufacturers produce goods that typically use a formula and ingredients,
such as soda pop or pharmaceutical drugs, discrete manufacturers produce
goods from parts, such as electronics, appliances and automobiles. On the
other hand, service operations provide certain intangible services that may
not be easily identifiable. Service operations can be classified into many
industries, such as banking, hospitality, advertising and consultancy.

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Customization vs. Standardization

In general, manufacturers have a standardized way of producing goods.

Goods are produced in masse in a factory or warehouse-type environment.
One finished product is generally the same as the next. Service operations, by
contrast, have more opportunities to customize the services they provide.
For example, beauticians and hairdressers must customize the styling and
treatments to match the customer's hair, shape of face and other
characteristics. Even in service operations where you receive a tangible
product, the service you receive from workers may not always be the same.

Production Environment

Manufacturing and service operations both plan the environment in which

work takes place, but they focus on different elements. Manufacturing
operations, for instance, consider the manufacturing layout. For example, the
manufacturing layout can be fixed, process-focused or product-focused, such
as in an assembly line factory. These issues affect the manufacturer's
workforce performance and total output. Service operations, by contrast,
plan the environment according to how it affects customers. For example,
service operations are concerned with how the atmosphere appears to
customers. Dimensions of the service environment include the layout of
furnishings, arrangement of signs and tangible cues, such as colors and
sounds designed to enhance the customer experience.

Operations Management

In a manufacturing environment, operations managers oversee the activities

required to produce goods from raw materials. Issues managers in this
environment face include managing the space to store raw materials, the
flow of materials through the manufacturing process, how much product to
produce and quality of output. In a service operation, operations managers
schedule workers to handle customer demand. They must coach and train
employees to provide optimal services to customers. Service operations that
also sell physical goods also face inventory control issues, such as how much
to stock and when to order.

Similar Issues

Service and manufacturing organizations face many similar issues that affect
the end result of the operation. For example, both face issues of cost control.
Manufacturing operations must find suppliers of raw materials at the lowest
cost -- and highest quality -- possible. Likewise, service operations' indirect
cost of providing services must be kept low so that the organization can
provide competitive prices to customers and still turn a profit. Other issues
both types of operations face include forecasting demand for products and
services and staying competitive in the marketplace.
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Introduction to Production and Operations Management

Framework for Managing Operations

An operations manager is a senior role which involves overseeing the

production of goods and/or the provision of services. It is an operations
manager's job to make sure an organization is running it possibly can, with a
smooth efficient service that meets the expectations and needs of customers
and clients.

Managing operations can be enclosed in a frame of general management

function. Operation managers are concerned with planning, organizing, and
controlling the activities which affect human behavior through models.

Figure 3. Management Function

PLANNING

The operations manager defines the objectives for the operations subsystem
of the organization, and the policies, and procedures for achieving the
objectives. This stage includes clarifying the role and focus of operations in
the organization’s overall strategy. It also involves product planning, facility
designing and using the conversion process.

ORGANIZING

Operation managers establish a structure of roles and the flow of information

within the operations subsystem. They determine the activities required to
achieve the goals and assign authority and responsibility for carrying them
out.

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CONTROLLING

To ensure that the plans for the operations subsystems are accomplished, the
operations manager must exercise control by measuring actual outputs and
comparing them to planned operations management. Controlling costs,
quality, and schedules are the important functions here.

BEHAVIOUR

Operation managers are concerned with how their efforts to plan, organize,
and control affect human behavior. They also want to know how the behavior
of subordinates can affect management’s planning, organizing, and
controlling actions. Their interest lies in decision- making behavior.

MODELS

As operation managers plan, organize, and control the conversion process,

they encounter many problems and must make many decisions. They can
simplify their difficulties using models like aggregate planning models for
examining how best to use existing capacity in short-term, break even
analysis to identify break even volumes, linear programming and computer
simulation for capacity utilization, decision tree analysis for long-term
capacity problem of facility expansion, simple median model for determining
best locations of facilities etc.

General model for managing operations

The objectives of operations management can be categorized into customer

service and resource utilization.

CUSTOMER SERVICE

The first objective of operating systems is the customer service to the

satisfaction of customer wants. Therefore, customer service is a key objective
of operations management. The operating system must provide something to
a specification which can satisfy the customer in terms of cost and timing.
Thus, primary objective can be satisfied by providing the ‘right thing at a
right price at the right time’.

These aspects of customer service specification, cost and timing are

described for four functions in the following table. They are the principal
sources of customer satisfaction and must, therefore, be the principal
dimension of the customer service objective for operations managers.

Aspects of customer service

Generally, an organization will aim reliably and consistently to achieve

certain standards and operations manager will be influential in attempting to
achieve these standards. Hence, this objective will influence the operations
manager’s decisions to achieve the required customer service.
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Introduction to Production and Operations Management

RESOURCE UTILIZATION

Another major objective of operating systems is to utilize resources for the

satisfaction of customer wants effectively, i.e., customer service must be
provided with the achievement of effective operations through efficient use
of resources. Inefficient use of resources or inadequate customer service
leads to commercial failure of an operating system.

Operations management is concerned essentially with the utilization of

resources, example, obtaining maximum effect from resources or minimizing
their loss, underutilization or waste. The extent of the utilization of the
resources’ potential might be expressed in terms of the proportion of
available time used or occupied, space utilization, levels of activity, etc. Each
measure indicates the extent to which the potential or capacity of such
resources is utilized. This is referred as the objective of resource utilization.

Operations management is also concerned with the achievement of both

satisfactory customer service and resource utilization. An improvement in
one will often give rise to deterioration in the other. Often both cannot be
maximized, and hence a satisfactory performance must be achieved on both
objectives. All the activities of operations management must be tackled with
these two objectives in mind, and many of the problems will be faced by
operations managers because of this conflict. Hence, operations managers
must attempt to balance these basic objectives.

The following table summarizes the twin objectives of operations

management. The type of balance established both between and within these
basic objectives will be influenced by market considerations, competitions,
the strengths and weaknesses of the organization, etc. Hence, the operations
managers should make a contribution when these objectives are set.

The twin objectives of operations management

MANAGING GLOBAL OPERATIONS

The term ‘globalization’ describes businesses’ deployment of facilities and
operations around the world. Globalization can be defined as a process in
which geographic distance becomes a factor of diminishing importance in the
establishment and maintenance of cross border economic, political and
socio-cultural relations. It can also be defined as worldwide drive toward a
globalized economic system dominated by supranational corporate trade and
banking institutions that are not accountable to democratic processes or
national governments.

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 There are four developments, which have spurred the trend toward
globalization. These are:
1. Improved transportation and communication technologies;
2. Opened financial systems;
3. Increased demand for imports;
4. Reduced import quotas and other trade barriers.
When a firm set up facilities abroad it involves some added complexities in
its operation. Global markets impose new standards on quality and time.
Managers should not think about domestic markets first and then global
markets later, rather it could be think globally and act locally. Also, they must
have a good understanding of their competitors. Some other important
challenges of managing multinational operations include other languages and
customs, different management style, unfamiliar laws and regulations, and
different costs.

Managing global operations would focus on the following key issues:

To acquire and properly utilize the following concepts and those related to
global operations, supply chain, logistics, etc. To associate global historical
events to key drivers in global operations from different perspectives. To
develop criteria for conceptualization and evaluation of different global
operations. To associate success and failure cases of global operations to
political, social, economic and technological environments. To envision
trends in global operations. To develop an understanding of the world vision
regardless of their country of origin, residence or studies in a respectful way
of perspectives of people from different races, studies, preferences, religion,
politic affiliation, place of origin, etc.

Scope of Production and Operations Management

Production and operations management concern with the conversion of

inputs into outputs, using physical resources, so as to provide the desired
utilities to the customer while meeting the other organizational objectives of
effectiveness, efficiency and adoptability. It distinguishes itself from other
functions such as personnel, marketing, finance, etc., by its primary concern
for ‘conversion by using physical resources.’
Following are the activities which are listed under production and operations
management functions:
1. Location of facilities
Location of facilities for operations is a long-term capacity decision which
involves a long term commitment about the geographically static factors that
affect a business organization. It is an important strategic level decision-
making for an organization. It deals with the questions such as ‘where our
main operations should be based?’
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The selection of location is a key-decision as large investment is made in

building plant and machinery. An improper location of plant may lead to
waste of all the investments made in plant and machinery equipment. Hence,
location of plant should be based on the company’s expansion plan and
policy, diversification plan for the products, changing sources of raw
materials and many other factors. The purpose of the location study is to find
the optimal location that will results in the greatest advantage to the
organization.
2. Plant layout and material handling
Plant layout refers to the physical arrangement of facilities. It is the
configuration of departments, work centers and equipment in the conversion
process. The overall objective of the plant layout is to design a physical
arrangement that meets the required output quality and quantity most
economically.
According to James Moore, “Plant layout is a plan of an optimum
arrangement of facilities including personnel, operating equipment, storage
space, material handling equipment and all other supporting services along
with the design of best structure to contain all these facilities”.
‘Material Handling’ refers to the ‘moving of materials from the store room to
the machine and from one machine to the next during the process of
manufacture’. It is also defined as the ‘art and science of moving, packing and
storing of products in any form’. It is a specialized activity for a modern
manufacturing concern, with 50 to 75% of the cost of production. This cost
can be reduced by proper section, operation and maintenance of material
handling devices. Material handling devices increases the output, improves
quality, speeds up the deliveries and decreases the cost of production. Hence,
material handling is a prime consideration in the designing new plant and
several existing plants.

PRODUCT DESIGN
Product design deals with conversion of ideas into reality. Every business
organization has to design, develop and introduce new products as a survival
and growth strategy. Developing the new products and launching them in the
market is the biggest challenge faced by the organizations.
The entire process of need identification to physical manufactures of product
involves three functions: marketing, product development, and
manufacturing. Product development translates the needs of customers
given by marketing into technical specifications and designing the various
features into the product to these specifications. Manufacturing has the
responsibility of selecting the processes by which the product can be
manufactured. Product design and development provides link between
marketing, customer needs and expectations and the activities required to
manufacture the product.
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 PROCESS DESIGN
Process design is a macroscopic decision-making of an overall process route
for converting the raw material into finished goods. These decisions
encompass the selection of a process, choice of technology, process flow
analysis and layout of the facilities. Hence, the important decisions in process
design are to analyze the workflow for converting raw material into finished
product and to select the workstation for each included in the workflow.

PRODUCTION PLANNING AND CONTROL

Production planning and control can be defined as the process of planning
the production in advance, setting the exact route of each item, fixing the
starting and finishing dates for each item, to give production orders to shops
and to follow up the progress of products according to orders.
The principle of production planning and control lies in the statement ‘First
Plan Your Work and then Work on Your Plan’. Main functions of production
planning and control includes planning, routing, scheduling, dispatching and
follow-up.
Planning is deciding in advance what to do, how to do it, when to do it and
who is to do it. Planning bridges the gap from where we are, to where we
want to go. It makes it possible for things to occur which would not
otherwise happen.
Routing may be defined as the selection of path which each part of the
product will follow, which being transformed from raw material to finished
products. Routing determines the most advantageous path to be followed
from department to department and machine to machine till raw material
gets its final shape.
Scheduling determines the program for the operations. Scheduling may be
defined as ‘the fixation of time and date for each operation’ as well as it
determines the sequence of operations to be followed.

Scope of production and operations management

Dispatching is concerned with the starting the processes. It gives necessary

authority to start a particular work, which has already been planned under
‘Routing’ and ‘Scheduling’. Therefore, dispatching is ‘release of orders and
instruction for the starting of production for any item in acceptance with the
route sheet and schedule charts’.
The function of follow-up is to report daily the progress of work in each
shop in a prescribed format and to investigate the causes of deviations from
the planned performance.

QUALITY CONTROL
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Introduction to Production and Operations Management

Quality Control (QC) may be defined as ‘a system that is used to maintain a

desired level of quality in a product or service’. It is a systematic control of
various factors that affect the quality of the product. Quality control aims at
prevention of defects at the source, relies on effective feedback system and
corrective action procedure.
Quality control can also be defined as ‘that industrial management technique
by means of which product of uniform acceptable quality is manufactured’. It
is the entire collection of activities, which ensures that the operation will
produce the optimum quality products at minimum cost.
The main objectives of quality control are:
To improve the companies’ income by making the production more
acceptable to the customers’ example, by providing long life, greater
usefulness, maintainability, etc. To reduce companies cost through reduction
of losses due to defects. To achieve interchangeability of manufacture in
large-scale production. To produce optimal quality at reduced price. To
ensure satisfaction of customers with productions or services or high quality
level, to build customer goodwill, confidence and reputation of manufacturer.
To make inspection prompt to ensure quality control. To check the variation
during manufacturing.

MATERIALS MANAGEMENT
Materials management is that aspect of management function, which is
primarily concerned with the acquisition, control and use of materials
needed, and flow of goods and services connected with the production
process having some predetermined objectives in view.
The main objectives of materials management are:
To minimize material cost. To purchase, receive, transport and store
materials efficiently and to reduce the related cost. To cut down costs
through simplification, standardization, value analysis, import substitution,
etc. To trace new sources of supply and to develop cordial relations with
them in order to ensure continuous supply at reasonable rates. To reduce
investment tied in the inventories for use in other productive purposes and
to develop high inventory turnover ratios.

MAINTENANCE MANAGEMENT
In modern industry, equipment and machinery are a very important part of
the total productive effort. Therefore, their idleness or downtime becomes
are very expensive. Hence, it is very important that the plant machinery
should be properly maintained.

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 The main objectives of maintenance management are:
To achieve minimum breakdown and to keep the plant in good working
condition at the lowest possible cost. To keep the machines and other
facilities in such a condition that permits them to be used at their optimal
capacity without interruption. To ensure the availability of the machines,
buildings and services required by other sections of the factory for the
performance of their functions at optimal return on investment.

• Exercises
• Skill Development
• Case let

Figure 4. Scope of POM

Glossary
Productivity: the effectiveness of productive effort, especially in industry, as
measured in terms of the rate of output per unit of input.
Schematic: A representation of the elements of a system using abstract,
graphic symbols rather than realistic pictures.
Utilization: The action of making practical and effective use of something.
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Introduction to Production and Operations Management

References
Online Supplementary Reading Materials:
1. Five Differences Between Service and Manufacturing Organizations;
http://smallbusiness.chron.com/five-differences-between-service-
manufacturing-organizations-19073.html; April 10, 2017
2. Operations Management;
http://www.slideshare.net/alvarotalvarez/operations-management-
chapter-1?next_slideshow=2; April 10, 2017
3. Operations Management;
http://tn.upi.edu/pdf/Operations_Management.pdf; April 10, 2017
4. Operations Manager Job Description;
https://www.totaljobs.com/careers-advice/job-profile/executive-
jobs/operations-manager-job-description; April 10, 2017
5. History of Production and Operations Management;
http://www.slideshare.net/prashantranka/history-of-production-
and-operations-management; April 10, 2017
6. What is the Definition of Production Management?;
https://www.reference.com/business-finance/definition-production-
management-c1c9be69aeaccc3f; April 10, 2017
7. What are Some Examples of Production-Orientated
Companies?;https://www.reference.com/business-finance/examples-
production-orientated-companies-ede1b5685d301f30; April 10, 2017
8. What is Production Management in Business?;
http://thebizmanagementguide.com/what-is-production-
management-in-business/ ; April 10, 2017
Online Instructional Video:
1. INTODUCTION TO PRODUCTION AND OPERATIONS MANAGEMENT
new; https://www.youtube.com/watch?v=idkIrZsHJ74; September
11, 2017
Books and Journals:
1. Jay Heizer & Barry Render (2011); Operations Management (10th
Edition); New Jersey; Prentice Hall PTR

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