Dr. Dipak Kumar Bhattacharyya is a Professor at the Xavier Institute of Management Bhubaneswar. He was formerly Corporate Director, Camellia School of Business Management, Kolkata, and visiting faculty at XLRI, Jamshedpur and at IIFT, Kolakata and has served as the Dean, IISWMB, Kolakata Director, Centre for Management Education, AIMA, New Delhi.

A prolific writer, he has had more than 75 articles published in research journals and has written several textbooks, many of which have been recommended as textbooks at Business Schools and Universities.

Chapter 1: Introduction to Production and Operations Management
1.1 Introduction
1.2 Definition and Concepts
1.3 Differences between Manufacturing and Services
1.4 Historical Process of Development of POM Functions
1.5 Models for Production/Operations Systems
1.6 The Role of the Operations Manager
1.7 Manufacturing Plant
1.8 Recent Trends in Production and Operations Management Functions
1.9 Production and Operations Strategy

Chapter 2: Production Planning and Control
2.1 Introduction
2.2 Definition and Concepts
2.3 Steps in Production Planning
2.4 Aggregate Planning
2.5 Capacity and Material Requirement Planning
2.6 Materials Requirement Planning
2.7 Manufacturing Resource Planning (MRP-II)
2.8 Forecasting
2.9 Decision Making
2.10 Management Information Systems and Decision Support Systems
2.11 Scenario Planning for Production and Operations Management
2.12 Limitations of Planning
2.13 Production-related Forms

Chapter 3: New Product Planning and Development
3.1. Introduction
3.2 Steps for New Product Development
3.3 New Service Development Design
3.4 New Product Development or Selection Process
3.5. Product/Service Life Cycle Analysis
3.6 Process Selection

Chapter 4: Facilities Planning, Layout and Location Analysis
4.1. Plant Layout
4.2. Determinants of Layout
4.3. Types of Layout
4.4. Flowcharting
4.5. Some more Layouts
4.6. Analysis and Selection of Layouts
4.7. Steps involved in Facilities Planning
4.8. Tools for Facilities Planning
4.9. Plant Location
4.10. Location Analysis

Chapter 5: Scheduling and Sequencing of Production
5.1. Introduction
5.2. Components of Production Scheduling
5.3. History of Production Scheduling
5.4. Scheduling of Service Operations
5.5. Tools and Techniques for Scheduling
5.6. Sequencing
5.7. Johnson’s Rule for Scheduling
5.8. Gantt Charts
5.9. More Scheduling Tools and Techniques
5.10. Queuing Theory

Chapter 6: Work Study and Work Measurement
6.1. Introduction
6.2. Job information
6.3. Job Analysis
6.4. Methods of Analysis
6.5. Work Study
6.6. Method Study
6.7. Work Measurement
6.8. Time Study
6.9. Other Techniques of Work Measurement
6.10. Concept and Definition of Ergonomics
6.11. Value Analysis
6.12 Work Sampling
6.13 Work Simplification

Chapter 7: Network Analysis and Project Management
7.1. Introduction
7.2. Different Forms of Network Analysis
7.3. Benefits of Network Analysis
7.4. Defects of Network Analysis
7.5. Definition and Concept of Float
7.6. PERT/CPM Networks
7.7. Network Diagram Symbols
7.8. Programme Evaluation and Review Technique (PERT)
7.9. Critical Path Calculation
7.10. Crashing of a Project
7.11. Free and Independent Float
7.12. Definition of a Project
7.13. Project Life Cycle
7.14. Project Management
7.15. Duties and Responsibilities of a Project Manager

Chapter 8: Maintenance Management
8.1. Introduction
8.2. Different Types of Maintenance
8.3. Total Productive Maintenance (TPM) and Overall Equipment Effectiveness (OEE)
8.4. TPM and TQM
8.5. Maintenance Management Systems and Strategies
8.6. Organization and Functions of Maintenance
8.7. Elements of Effective Maintenance Management
8.8. Best Practice Maintenance Management
8.9. Models of Maintenance Organization Structure
8.10. Roles and Responsibilities of Maintenance Managers
8.11. Need for Maintenance Policy
8.12. Spare Parts Planning and Control In Maintenance
8.13. Simulation
8.14. Replacement Theory
8.15. Lean Maintenance System

Chapter 9: Quality Management Practices
9.1. Introduction
9.2. Importance of Quality in an Organization
9.3. Quality to Quality Management
9.4. Definition of Quality Management Principles
9.5. ISO Standards
9.6. Quality Gurus and their Contribution to TQM Practices
9.7. Teams and Teamwork
9.8. Employee Empowerment
9.9. Quality of Work-life (QWL)
9.10. Six Sigma Practices
9.11. Innovation and Creativity
9.12. Quality Circles and Total Employee Involvement
9.13. Quality Function Deployment (QFD)
9.14. Statistical Process Control (SPC)
9.15. Data Collection

Chapter 11: BPR, TQM, Cross-cultural Aspects and Models of Excellence
11.1. Introduction
11.2. Business Process Reengineering – Concepts and Definitions
11.3. Impact of BPR on Organizations
11.4 TQM and the Culture of Quality
11.4. Cross-cultural Influence and Technology
11.5. Proactive Technological Culture for POM
11.6. Best Practice Models for Excellence in POM functions
11.7. Organizational Change through Six Sigma
11.8. Six Sigma: Introduction in Organizations
11.9. Lean Practices to Achieve Organizational Excellence
11.10. Quick Response Manufacturing (QRM)
11.11. Toyota Production System (TPS)

Chapter 12: Human Resources Management, Strategic Dimensions and POM
12.1. Introduction
12.2. History of HRM
12.3. Definitions and Concepts of HRM
12.4. HRM and Strategy
12.5. HR Strategy Factors
12.6 Different Schools of Thought and HRM
12.7. Human Resource Management as a Process
12.8. HRM as a System
12.9. Human Resource Management Techniques
12.10. HRM Functions
12.11. Roles, duties and responsibilities of a Human Resource Manager
12.12 HR Manager’s Role: Clarifications
12.13. HR Organizational Structure
12.14. Human Resource Development (HRD) Concepts

Chapter 13: Productivity, Incentives and POM
13.1. Introduction
13.2. Definition of Productivity
13.3. Key Drivers or the Determinants of Productivity Growth
13.4. Factors to improve Productivity
13.5. Common Misconceptions about Productivity
13.6. Productivity Measurement
13.7. Productivity Measurements – Ratio Problem
13.8. Productivity and Quality
13.9. Role of Trade Unions in Productivity Improvement
13.10. Productivity-linked Incentive Determination
13.11 Economic Value Added (EVA)
13.12 Organizational Sickness and Productivity

Chapter 15: Supply Chain Management
15.1. Introduction
15.2. Definitions and Concepts
15.3. Process of SCM
15.4. Selection of Channel Strategy
15.5. Core Operations Capabilities
15.6. SCM Decisions
15.7. SCM Models

Chapter 16: Ethics, Corporate Social Responsibility and Environment Management in Production and Operations Management
16.1. Introduction
16.2. Definition and Concepts
16.3. The Code of Ethics in Manufacturing
16.4. Environmental Issues in Production and Operations
16.5. Pollution Concepts and Definition
16.6. Environment Management and ISO Standards
16.7. Corporate Social Responsibility and Environmental Issues
16.8. Workplace Environment
16.9. Fatigue at the Workplace
16.10. Legal Provisions for Occupational Health and Safety
16.11. Managing Stress in Organizations

Chapter 17: Production and Operations Management Research
17.1. Introduction
17.2. Different Approaches to POM Research
17.3. Linear Programming (LP)
17.4. Network Analysis
17.5. Transportation and Assignment Techniques
17.6. Game Theory

Chapter 18; International Production and Operations Management
18.1. Introduction
18.2. Impact of Globalization
18.3. Advantages and Disadvantages of the Internationalization of POM
18.4. International POM Strategy
18.5. Network Strategy of International POM
18.6. Outsourcing
Index

Resources

https://www.universitiespress.com/dpkkumrbhattacharyya/pomtp?isbn=9788173717765