Download - Ops mgmt Session-12-15-Aug 2012.pdf
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
1/59
Operations Management
Basics of Quality Control,Statistical Quality Control And Total Quality Management
By Chithur Devaraj
On Thu, Oct 25, 2012 Sec B @02.30 AM 05:30 PM
On Thu, Oct 25,2012 Sec A @04:00PM to 07:00 PM
Session - X I I
MMS I Sec A (Thu) & Sec B (Wed)
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
2/59
Quality managementUntil late 1980s, Indian industries had a comfortable
period, due to License Raj & it was opened up in1991.
In the mean time Japanese industries followed thepath of Quality Gurus and followed TQM. Hence by
1970s, Japanese became world leaders in manyindustries and consumer products. Examples: Sonyin consumer electronics, Toyota and Honda in four-
wheeler automobile industry, Honda and Yamaha in
two-wheeler Industry, Seiko and Citizen in WatchIndustry and Mitsubishi in heavy industry etc.,
followed TQM principles and became world famous
J apanese companies.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
3/59
What is good or not good quality ?
customer decides it
However, not everything that the
customers want can be given by the firm
Hence, the firm has to take a strategic
decision regarding quality
3
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
4/59
4
What is Quality ? Defining 5 Ways
1. Conformance to specificationsDoes product/service meet targets and tolerancesdefined by designers?
2. Fitness for useProduct is considered to be of good quality, if it is fi t forintended use
3. Value for price paidEvaluation of usefulness vs. price paid. e.g. Axe made ofgold for wood cut ting is not good quality. Only axe madeof steel is of good quality
4. Support servicesQuality of support after sale
5. Psychologicale.g. Ambiance, prestige, friendly staff
J uran defined quality as fitness for purpose.
Philip Crosby defined quality as conformance tospecifications.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
5/59
Manufacturing Quality vs. ServiceQuality
Manufacturing quality focuses ontangible product features Conformance, performance, reliability, features
Service organizations produceintangible products that must beexperienced Quality often defined by perceptional factors like
courtesy, friendliness, promptness, waiting time,consistency
5
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
6/59
6
Evolution of Quality & TQM
New Focus
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
7/59
Cost of Quality
Early detection/prevention is less costly
May be less by a factor of 10
7
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
8/59
8
Quality at Every Stage
Transformation
process
Feedback Mechanisms
INPUTS OUTPUTS
Random
disturbances
Monitoring Quality Levels at Every Stage
of the Transformation Process
Quality of inputs
monitored
(AcceptanceSampling)
Quality of outputs
monitored
(AcceptanceSampling)
Statistical Process
Control (SPC)
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
9/59
Phases of Quality Assurance There are 3 aspects of assuring quality:
1. Assurance of incoming Raw materials Quality2. Assurance of processes operating on the RM
3. Assurance of quality of the outgoing finished
goods
Inputs Transformation Outputs
Acceptance
samplingProcess
control
Acceptance
sampling
SPC
InspectionHow Much/How Often/Where/When ?
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
10/59
What is SQC & SPC ?
Task of exercising control over the incomingraw materials and the outgoing finished goodsis usually called Acceptance Sampling. Itdeals with accepting or rejecting the RM or the
FG. Statistical tools used here are generallycalled SQC.
The control exercised over the processes
operating on the raw materials or semi finishedgoods is called process Control. Statisticaltechniques used here is called SPC.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
11/59
Three SQC Categories Statistical quality control (SQC) refers to statist ical
tools used by quality professionals
SQC can be categorized into three broad categories of;
Descriptive statistics (Traditional statistical tools)
e.g. the mean, standard deviation, and range..
Statistical process control (SPC)
Involves inspecting the output from a process
Quality characteristics are measured and charted
Helpful in identifying in-process variations
Acceptance sampling used to randomly inspect abatch of goods to determine acceptance/rejection
Does not help to catch in-process problems
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
12/59
Sources of Variation Variation exists in all processes E.g. Sharpness
of a cutting tool decreases over time-surfacefinish variation
Variation can be categorized as either;
Common or Random causes of variation, or
Random causes that we cannot identify (Naturalvariations)
Unavoidable countless minor factors which are inherent
e.g. slight differences in process variables like
diameter, weight, service time, temperature Assignable causes of variation
Causes can be identified and eliminated
e.g. poor employee training, worn tool, machine
needing repair
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
13/59
Control Charts-Accuracy Vs Precision ?
Variations can be controlled by controlling
both Central tendency using X-bar charts andDispersion using R-bar charts.
E.g. Mr. X weighs 75 Kg and there are 2machines showing following readings:-
M/c 1 : 70,75.5,79.5 Kg
M/c 2: 69.5,69.75,70 kgs.
Now, M/c1 gives average of 75Kg and therefore isaccurate as its central tendency does not show
deviation, but has lot of dispersion. M/c 2 isprecise, but not accurate because its centraltendency is 69.75, which is far away from actual Wt,whereas its dispersion is quite low ranging 139 to140. Hence both controls are necessary.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
14/59
Statistical Process Control
6.95 mm
7.05 mm
Central Line (CL)
Upper Specification Limit (USL)
Upper Control Limit (UCL)
Lower Control Limit (LCL)
Lower Specification Limit (LSL)
Specification & Control Limits for the
Diameter of a Pencil
M - 3.M
M + 3.M
Targeted or Aimed-at Mean M = 7.00 mm
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
15/59
15
Trends in process capablility chart suggesting out-of-control situation
LCL
UCL
CL
UCL
LCL
CL
UCL
LCL
CL
Trends in chart
suggesting out of
control situation
Time
Time
Time
A po int exceed ing the LCL (or UCL) A dec reasing (or i ncreasin g) tr end
of 7 or 8 successive points
5 or more successive point s on one side of t he CL
Upper Control Limit(UCL)
Lower Control Limit(LCL)
Upper WarningLimit (UWL)
Lower Warning
Limit (LWL)
Central Line (CL)
+
3.s +
2.s
-
3.s
-
2.s
Warning Limits in chart (two out of three
successive points beyond a warning limit
suggest an out of control situation)
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
16/59
Acceptance Sampling
Definition: Acceptance sampling refers to the SQCprocess ofrandomly inspecting a certain numberof items from a lot or batch in order to decide
whether to accept orreject the entire batch
SQC is Different from SPC, because acceptance
sampling is performed eitherbefore orafterthe
process rather than during
Sampling before typically is done to suppliers material
Sampling after involves sampling finished items before
shipment or finished components prior to assembly Used where inspection is expensive, volume is
high, or inspection is destructive
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
17/59
SQC in Services Service Organizations have lagged behind
manufacturers in the use of statistical qualitycontrol
Statistical measurements are required and it is more
difficult to measure the quality of a service
Services produce more intangible products Perceptions of quality are highly subjective
A way to deal with service quality is to devise
quantifiable measurements of the service element
Check-in time at a hotel Number of complaints received per month at a restaurant
Number of telephone rings before a call is answered
Acceptable control l imits can be developed and charted
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
18/59
18
DEFINITION, CONCEPTS & FEATURES OF TQM
TQM can be defined as an organized scientific
approach towards continuous improvement of quality involving every one in the Organizationaimed towards total customer satisfaction.
Total quality management is both a philosophy anda set of guiding principles that represent the
foundation of a continuously improving organization. It, encompasses mobilizing the entire organization
(involve everyone) to satisfy the demands of thecustomers and systematic improvement of quality.
TQM provides a way of life to constantly improveperformance by creating a positive environment forcontinuous improvement based on Team work,
Trustand Respect.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
19/59
TQM Framework
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
20/59
20
TQM Philosophy
TQM Focuses on identifying root causes of quality problem It encompasses the entire organization It provides guidance on ways of improving quality Relies on seven basic concepts
Customer focus Continuous improvement Employee empowerment (quality circles) Use of quality tools
Product design (QFD- Useful tool for translatingcustomer specifications into technical requirements) Process management ( kaizen & PDCA) Managing supplier quality
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
21/59
21
TQM Philosophy - concepts Focus on Customer
Identify and meet customer needs
Stay tuned to changing needs, e.g. fashion styles
Continuous Improvement
Continuous learning and problem solving, e.g.
Kaizen, 6 sigma
Employee Empowerment
Empower all employees; external and internal
customers
Teams formed around processes 8 to 10
persons (Quality circles)
Meet weekly to analyze and solve problems
Quality Function Deployment
Used to translate customer preferences to
product design
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
22/59
22
TQM Philosophy Concepts (continued) Seven Tools of Quality Control
Tools typically taught to problem solving teams(Cause-and-Effect Diagrams, Flowcharts, Checklists,Control Charts ,Scatter Diagrams, Pareto Analysis,Histograms)
Walter Stewart's Plan-Do-Check-Act Cycle(PDCA) popularized by Edward Deming
Also called the Deming Wheel after originator
Circular, never ending problem solving process
Benchmarking
It refers to continuous measurement of anorganizations products and processes against a
company recognized as a leader in that industry
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
23/59
7 basic tools of Quality
Scatter Diagrams,Flow Charts,Run Charts,Control Charts
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
24/59
IMPLEMENTATION OF TQM
TQM can be implemented by practicing thefollowing processes in the organization:
KAIZEN POKA-YOKE 6 ISO:9000 (will be discussed in next session) LEAN MANUFACTURING SYSTEM QUALITY CIRCLES STATISTICAL PROCESS CONTROL J UST IN TIME
24
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
25/59
Poka Yoke Technique used to prevent errors being
converted into defects. Based on assumption that mistakes will
occur until preventive measures are taken.
Formidable tool for achieving zero defect.
E.g. Opening of brief case If you open itupside down by mistake, the contents willspill out.
- A simple lever in the opening deviceprevents the briefcase opening if it isupside down at no extra cost.
25
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
26/59
6 Sigma versus 3 Sigma
Motorola coined six-sigma todescribe their higher qualityefforts back in 1980s
Six-sigma quality standard isnow a benchmark in manyindustries
Before design, marketing ensurescustomer product characteristics
Operations ensures that productdesign characteristics can be metby controlling materials andprocesses to 6 levels
Other functions like finance andaccounting use 6 concepts to
control all of their processes
PPM Defective for 3versus 6 quality
Wiley 2007
Level of performance with 3.4 defects per million
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
27/59
Why TQM Efforts Fail
Lack of a genuine quality culture
Lack of top management support andcommitment
Over- and under-reliance on SPCmethods
27
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
28/59
SRF Limited TQM J ourney
SRF Limited is a Indian motor component manufacturer,
had a J V with a J apanese company called Denso in 1980s.
With their support it started QC circles in India but failed
because there was no preparation nor ground work. In
1994 SRF went through a major union strike and plant wasclosed for more than 5 months.
In 1995, SRF engaged Prof. Kune from J apan-one of the
doyens of TQM movement in J apan and a Deming Prize
winner. With his support the top management introduced
TQM from the top right down to the lowest levels.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
29/59
SRF Limited TQM J ourneycontinued
SRF first started with a massive communication driveexplaining how it would be in the interest of the workersto return to normal working conditions, and how imbibingthe TQM methodology and the concepts would providethem opportunities for growth. Simultaneously anintensive training programme was started for top andmiddle level executives on TQM to bring in changes intheir mindset.When SRF started the plant in Chennai in 1974-75 ,70%
Of the workers were illiterate. The TQM programmehelped them to become literate and they startedparticipating in the new culture, which gave themimmense satisfaction.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
30/59
SRF Limited TQM J ourneycontinued
They understood the 7 tools of QC and actively participated in QC circles and put
forward ideas through Kaizen movement.
This TQM journey facilitated SRF to put in place better workplace management
systems. In later years, SRF devised a system of management diagnosis, which
included new elements such as leadership, strategy and technology, which is a muchmore robust system of measuring Organizations capability.
This SRF journey offers interesting lessons for launching successful TQM movement.
Transformation of company takes more than 3 years thru TQM. The main lesson in
TQM is are we continuously improving. SRF got Deming Prize in 2004.
Today SRF is a leading Indian player with global positions in Tyre Cord Fabric,
Refrigerant Gases and Industrial Fabrics.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
31/59
Operations Management
Basics of Environmental Management Basics of ISO 14000 / 9000 Basics of Value Engineering & Analysis
Session - X I I I
MMS I Sec A (Thu) & Sec B (Wed)
By Chithur DevarajHoliday on Oct 24
On Thu, Oct 25, 2012 Sec B @02.30 AM 05:30 PM
On Thu, Oct 25,2012 Sec A @04:00PM to 07:00 PM
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
32/59
What does a system comprise of ? A system is a collection of sub-systems.
A subsystem is a collection of processes. A process is a collection of tasks.
A task or activity is the smallest parcel of work to becarried out by a person or group of people.
A procedure is just a way of doing things.
Of all QMS regimes, ISO 9000 and ISO 14000 seriesare probably the most widely implemented systemsworldwide
To manage the process, the organization developsmanagement systems & 1SO is a system of Internationalstandards
QMS in INDIAN NAVY-signs defense deal with Solas
Marine Lanka pvt ltd,Dubai based company
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
33/59
ISO 9001 and ISO 14001 in brief ISO 9001 and ISO 14001 are among ISO's most wellknown standards ever.
They are implemented by more than a millionorganizations in some 175 countries.
ISO 9001 helps organizations to implement qualitymanagement. Targets Customers
ISO 14001 helps organizations to implement
environmental management. It targets -Regulators &OHSAS (ISO 18001)-Employees
Both these standards are applicable to anyorganization, large or small, whatever its product or
service, and in any sectorof activity
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
34/59
What is Quality management ?
ISO 9001 is for quality management. Quality refers to all those features of a product (or
service) which are required by the customer.
Quality management means what the
organization does to ensure that its products or services satisfy the
customer's quality requirements and
comply with any regulations applicable to those
products or services. ISO 9001 are not product standards. They are not
service standards. What are they?
They are process standards.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
35/59
ISOInternational Organization
for Standardization
35
1947-93-Product Standards (E.g. ASTM,IST,DIN,ISI)1994->process/system standards
ISO 9000 refers to a set of three standards (ISO 9000,
ISO 9001,and ISO 9004). All three make up the ISO 9000
series and are referred to as quality management
system standards.
ISO was derived from the greek word Isos meaning equal
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
36/59
ISO 9001:2008 WHAT IS ISO?
ISO is the International Organization for Standardization:q Founded in 1946 to promote the development of international
standards
q The ISO 9000 series was published in 1987, developed by the
technical Committee 176, in relation to quality systemsq In 1994, a new version was published from standards 9001,
9002 and 9003. India represented through BIS
q Revision of standard so far
1994 (1st Revision)2000 (2nd Revision) (9001,9002,9003 guidelines)2008 (3rd Revision) (9001:2008 R&D+mfg+Servicemerged)
q These standards focuses on Quality Management Systems and
Processes
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
37/59
3-37
Implications of ISO 9000 for U.S.
Companies Many overseas companies
will not do business with a
supplier unless it has ISO9000 certification
ISO 9000 accreditation
ISO registrars
A total commitment toquality is requiredthroughout an organization
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
38/59
Popular international standards
ISO 9001 - Quality Management Systems (QMS)
ISO 14001 Environmental Management
Systems(EMS)
ISO 18001 - OHSAS and so on
38
QMS - targets the Customer
EMS -Stakeholders, Regulators
OH&S -Primarily Employees
ISO 9001 focuses mainly on Statutory (e.g.Mah.
Regn.) and regulatory (Country law,E.g. VAT)
requirements and customer satisfaction
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
39/59
ISO 9001 and ISO 14001 in brief
ISO 9001 and ISO 14001 are among ISO's most wellknown standards ever.
They are implemented by more than a millionorganizations in some 175 countries.
ISO 9001 helps organizations to implement qualitymanagement. Targets Customers
ISO 14001 helps organizations to implement
environmental management. It targets -Regulators &OHSAS (ISO 18001)-Employees
Both these standards are applicable to anyorganization, large or small, whatever its product or
service, and in any sectorof activity
8 Principles of Quality Management System
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
40/59
8 Principles of Quality Management System
ISO 9000:2008
Principle 1 Customer Focus
Organizations should understand current and future customer needs,satisfy customer requirements and strive to exceed customerexpectations.
Principle 2 - Leadership
Leaders establish objectives, unity of purpose and direction of theorganization. Create an adequate internal environment to achieve
goals.
Principle 3 Involvement of People
Employees at all levels are the essence of an organization. Their fullinvolvement enables their abilities to be used for the benefit of theorganization.
Principle 4 - Process Approach Activities and related resources are managed as a process.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
41/59
Quality Management Principles
ISO 9000:2008
Principle 5 - System Approach to Management Identifying, understanding and managing interrelated processes as
a system contributes to firms effectiveness in achieving objectives
Principle 6 Continual Improvement Continual improvement as a permanent objective
Principle 7 - Factual Approach to Decision-making Decisions are based on analysis of data and information
Principle 8 - Mutually Beneficial Supplier Relationship Mutually beneficial relationships with suppliers enhances the
ability of both to create value.
Th 8 QM i i l if t th l
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
42/59
These 8 QM principles manifest themselves
through the 4 main clauses of the standard
Management Responsibility: definingrequirements
Resource management: determining and
establishing necessary resources Product realization: establish and implement
processes
Measurement, Analysis and Improvement:of results
The main clauses are structured around the
Plan-Do-Check-Act cycle and contain a
number of individual clauses.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
43/59
ISO 9001 :2008 Clauses
1. Scope
2. Normative Reference
3. Terms and Definitions
4. Quality Management System-QP, QM, Pr, Doc to control
5. Management Responsibility-commitment,MRM,Auth.resp.
6. Resource Management-Training
7. Product Realization-Mfg,calibration,Sales,Purchase,Design
8. Measurement, Analysis and Improvement-controlProcess
43
Benefits of ISO 9001 :2008
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
44/59
Benefits of ISO 9001 :2008
Certification
1. Customer Satisfaction2. International Recognition
3. Enhancement of the Process Performance
4. Continual Improvement of the Managementsystem of the Organization
5. Consistency in product and service
6. Compliance with Regulatory requirements.
7. Enhancement in the competence level ofEmployee.
8. Enhancement of Employee satisfaction.44
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
45/59
Environmental management
ISO 14001 is for environmentalmanagement. This means what the
organization does to: minimize harmful effects on the
environment caused by its activities,
to conform to applicable regulatoryrequirements, and to
achieve continual improvement of its
environmental performance.
ISO 14001
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
46/59
46
ISO 14001
Certification and registration
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
47/59
Certification and registration Certification is known in some countries
as registration. It means that an independent, external
body has audited an organization'smanagement system and verified that itconforms to the requirements specified in
the standard (ISO 9001 or ISO 14001).Accreditation
Accreditation is certification by the certification body.It means formal approval by accreditation body likeBVQI,TUV etc to carry out ISO 9001:2008 or ISO14001:2004 certification
These Certificates may be perceived on the market ashaving increased credibility.
Resources
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
48/59
Resources
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
49/59
Value Analysis and ValueEngineering
Can be defined as an organised and
systematic approach to provide therequired function at the lowest costconsistent with specific performance,
quality and reliability.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
50/59
Concept of Value
1) Use Value
2) Esteem value
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
51/59
Steps in Value Analysis
1. Collect data on cost, customer needs, history,future developments.
2.Develop alternative designs.
3. Ascertain the cost of the alternative.
4. Evaluate the alternatives.
5. Recommend and implement the best solution
Factors Influencing Product
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
52/59
Factors Influencing ProductDesign or Redesign
Customers perspectives- Functions- Aesthetics- User friendliness
- Esteem associated with possession
Organisational perspective- Intrinsic cost of Material- Intrinsic cost of Labour- Replacement, Exchange and Disposal
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
53/59
Methods of Value Analysis
1. Eliminate parts in operation.
2. Simplify parts in operation.
3. Substitute alternative materials.4. Use standard parts in materials.
5. Relax manufacturing tolerances.
6. Use standard manufactured parts.
7. Eliminate unnecessary design features.
Ch D i S i M f i
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
54/59
Change Design to Suit Manufacturing
1. Buy if cheap, if not than make.2. Use pre-finished materials.
3. Use pre-finished parts.
4. Rationalize product range.
5. Substitute labour cost manufacturing process
6. Rationalize and standardise low costpurchased parts.
7. Eliminate material waste.
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
55/59
Innovation !
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
56/59
Innovation !!
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
57/59
Operations Management
Case Studies and Presentation
Session - X I V
MMS I Sec A (Thu) & Sec B (Wed)
By Chithur Devaraj
On Wed, Oct 31,2012 Sec B @09.30 AM 12:20 PM
On Thu, Oct 3, 2012 Sec A @02:30PM to 05:20 PM
QUIZ
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
58/59
Class Test 2Operations Management
MMS I Section B & A
Wed. Oct 31, & Nov 1,2012
100% attendance is compulsory
No marks will be given for absent students for the test
QUIZ
Prof. Chithur Devaraj
-
7/29/2019 Ops mgmt Session-12-15-Aug 2012.pdf
59/59
Operations Management
Case Studies and Presentation
Session - X V
MMS I Sec A (Thu) & Sec B (Wed)
By Chithur Devaraj
On Wed, Nov 07,2012 Sec B @10.30 AM 12:30 PM
On Thu, Nov 08,2012 Sec A @02:30PM to 05:30 PM