SCDL Keywords-Productions and Operations Management-POM

Back to SCDL Keywords Home

SL NO.	Production and Operations Management:TOPICS	Pg. no.	bk
1	operation concept of production	2	bk-1
2	Production as conversion process	3	bk-1
3	Productivity of conversion process	4	bk-1
4	Objectives of Production Management	5	bk-1
5	Components of Production function	6	bk-1
6	Product select and design	7	bk-1
7	Process Selection and planning	7	bk-1
8	Facilities (plant ) Location	8	bk-1
9	Facilities (plant ) Layout and material handling	9	bk-1
10	Capacity handling	9	bk-1
11	Forecasting	9	bk-1
12	Production planning and control	10	bk-1
13	Inventory control	10	bk-1
14	Quality assurance and control	10	bk-1
15	Work study and job design	11	bk-1
16	Maintenance and replacement	11	bk-1
17	Cost reduction and cost control	12	bk-1
18	Short History of Production Management	12	bk-1
19	Adam Smith	13	bk-1
20	Charles Babbage	13	bk-1
21	F.W Taylor	14	bk-1
22	Frank.B.Gilbreth	14	bk-1
23	Henry Ford	15	bk-1
24	Henry Gantt	15	bk-1
25	Harrington Emerson	15	bk-1
26	F.W Harris	15	bk-1
27	Walter Shewhart	15	bk-1
28	F.H Dodge,H.G Roming & W.Shewhart	15	bk-1
29	L.H.C Tippet	15	bk-1
30	Present day Position	17	bk-1
31	Organization for Production	17	bk-1
32	Basic Principle of good Organization	17	bk-1
33	Typical Organization structure	18	bk-1
34	Responsibilities of a Production Manager	19	bk-1
35	Qualities of Production Manager	19	bk-1
36	Production as Co-ordination function	20	bk-1
			bk-1
	Unit-2 Manufacturing strategy:Competitve Advantage in Operations		bk-1
1	Today's Scenario in Manufacturing	26	bk-1
2	Significance in Manufacturing strategy	26	bk-1
3	Manufacturing Challenges	27	bk-1
4	Fragmented Manufacturing facilities	27	bk-1
5	Mass customization	27	bk-1
6	Shrinking Life cycle	27	bk-1
7	Response velocity	27	bk-1
8	Zero defect quality	27	bk-1
9	Meaning of strategy	27	bk-1
10	George Steiner	28	bk-1
11	Michael Porter	28	bk-1
12	Dictionary Meaning	29	bk-1
13	Introduction to strategic planning	30	bk-1
14	Basic Approach to strategic planning	30	bk-1
15	Key steps towards a strategic plan	31	bk-1
16	Vision	31	bk-1
17	Mission	31	bk-1
18	Values	32	bk-1
19	Objectives	32	bk-1
20	strategies	32	bk-1
21	goals	32	bk-1
22	Programs	32	bk-1
23	SWOT: Keys to Business Strategies	33	bk-1
24	Develop business strategies	34	bk-1
25	Contents of strategic plan	35	bk-1
26	Generic strategy :Competitive Advantage	38	bk-1
27	Porters Generic Strategy	38	bk-1
28	Framework Vs Model	39	bk-1
29	Some Perspective on strategy framework	39	bk-1
30	How is competitive advantage created	39	bk-1
31	Core Competence and capabilities	39	bk-1
32	Implications for strategy	40	bk-1
33	Manufacturing strategy	40	bk-1
34	Current issues	41	bk-1
35	low cost countries	41	bk-1
36	Outsourcing manufacturing	41	bk-1
37	Mass customization	41	bk-1
38	the process of manufacturing strategy	42	bk-1
39	Hill methodology	42	bk-1
40	characteristics of successful manufacturing strategy	43	bk-1
41	reasons for failure of manufacturing strategy	43	bk-1
42	tools used for developing and monitoring manufacturing strategy	44	bk-1
43	the balanced scorecard	44	bk-1
44	quality function deployment(QFD)	45	bk-1
45	Lean Manufacturing	47	bk-1
46	Objectives	47	bk-1
47	elements of Lean Manufacturing	49	bk-1
48	Benefits of Lean Manufacturing	49	bk-1
49	Lean Manufacturing Analysis	49	bk-1
50	Tools of Lean Manufacturing	49	bk-1
			bk-1
	unit-3 Manufacturing Methods		bk-1
1	input	56	bk-1
2	Transformation process	56	bk-1
3	Output	56	bk-1
4	Factors influencing the choice of Manufacturing methods	57	bk-1
5	Effect of Volume/Variety	57	bk-1
6	Capacity of the plant	58	bk-1
7	Flexibility	58	bk-1
8	Lead item	59	bk-1
9	Efficiency	59	bk-1
10	Environment	60	bk-1
11	Classification of manufacturing Method	60	bk-1
12	Project Production	61	bk-1
13	Characteristics of Project Production	61	bk-1
14	Jobbing Production	62	bk-1
15	characteristic of jobbing Production	63	bk-1
16	Batch Production	65	bk-1
17	characteristics of batch production	66	bk-1
18	Mass and flow production	68	bk-1
19	Characteristics of mass and flow production	68	bk-1
20	Process Production	69	bk-1
21	Characteristics of Process Production	69	bk-1
22	Selection of manufacturing methods	71	bk-1
			bk-1
	unit 4: Facilities (plant) Location		bk-1
1	Need for location decision	78	bk-1
2	Factors governing plant location	79	bk-1
3	proximity to market	81	bk-1
4	proximity to source of material	81	bk-1
5	gross material	82	bk-1
6	pure material	82	bk-1
7	Infrastructural facilities	83	bk-1
8	transport facilities	84	bk-1
9	Labor and wages	84	bk-1
10	Legislation and taxation	84	bk-1
11	Climatic condition	85	bk-1
12	industrial and labor attitudes	85	bk-1
13	safety requirement	85	bk-1
14	Community facilities	85	bk-1
15	Community attitude	85	bk-1
16	Supporting industries and services	86	bk-1
17	waste disposal	86	bk-1
18	Availability and cost of land	87	bk-1
19	suitability of land	87	bk-1
20	Economic survey of the site selection	87	bk-1
21	Urban Versus rural site location	90	bk-1
22	Suburban location	91	bk-1
23	typical examples of plant location	92	bk-1
			bk-1
	Unit-5 Facilities (plant) Layout		bk-1
1	Objectives of good layout	99	bk-1
2	Principles of good layout		bk-1
3	overall integration of factory	99	bk-1
4	minimum movement	99	bk-1
5	Uni-directional flow	100	bk-1
6	Effective use of available space	100	bk-1
7	Maximum visibility	101	bk-1
8	Maximum accessibility	102	bk-1
9	Minimum handling	102	bk-1
10	Inherent safety	102	bk-1
11	safe and improved environment	103	bk-1
12	maximum flexibility	103	bk-1
13	maximum security	104	bk-1
14	types of layout	104	bk-1
15	process of functional layout	104	bk-1
16	advantages of process layout	105	bk-1
17	Product or line layout	106	bk-1
18	Project or fixed position layout	108	bk-1
19	Combination layout mixed layout	108	bk-1
20	Comparison between production layout and Process Layout	110	bk-1
21	Plant investment	110	bk-1
22	Requirement of space	110	bk-1
23	Manufacturing time	110	bk-1
24	Material handling	110	bk-1
25	Flexibility	111	bk-1
26	Adaptability in the event of absenteeism/breakdown/shortages	111	bk-1
27	functions of production control	111	bk-1
28	inspection	112	bk-1
29	skill of labor	112	bk-1
30	supervision	113	bk-1
31	cost analysis of basic form of layout	113	bk-1
32	factors governing plant layout	114	bk-1
33	systematic layout procedure	115	bk-1
34	tools and techniques for layout analysis	116	bk-1
35	process charts	116	bk-1
36	diagram	116	bk-1
37	travel chart	118	bk-1
38	REL chart	118	bk-1
39	Templates	119	bk-1
40	Scale models	119	bk-1
41	Evaluation and selection of optimal layout	120	bk-1
			bk-1
	Unit-6 Production Planning and control		bk-1
1	Production Planning and control	128	bk-1
2	Production Planning Versus Production control	129	bk-1
3	Objectives of Production Planning and control	130	bk-1
4	Functions of Production Planning and control	131	bk-1
5	organization of Production Planning and control department	133	bk-1
6	status of PPC Department in the company	133	bk-1
7	The degree of centralization	134	bk-1
8	The internal structure	134	bk-1
9	Manufacturing Planning and Control system	136	bk-1
10	Framework of MPCS	137	bk-1
11	Demand Management	138	bk-1
12	Resource planning	138	bk-1
13	Master production Schedule	138	bk-1
14	Material requirement Planning (MPS)	138	bk-1
15	Principles of MPCS	139	bk-1
16	tasks of MPCS	139	bk-1
17	Objectives of MPCS	140	bk-1
18	Benefits of MPCS	140	bk-1
19	Production Planning Horizon	141	bk-1
20	Pond Draining systems	142	bk-1
21	Push systems	142	bk-1
22	Pull systems	143	bk-1
			bk-1
	UNIT 7:Aggregate Planning		bk-1
1	Production plan	148	bk-1
2	staff plan	148	bk-1
3	Role of aggregate planning in production planning	149	bk-1
4	characteristics of aggregate plan	150	bk-1
5	Demand and capacity	150	bk-1
6	Pricing	151	bk-1
7	Promotion	151	bk-1
8	Back ordering	151	bk-1
9	New demand creation	151	bk-1
10	Hire/lay off	151	bk-1
11	Overtime	151	bk-1
12	Part time or casual labor	152	bk-1
13	Inventory	152	bk-1
14	Subcontracting	152	bk-1
15	Cross training	152	bk-1
16	Other methods	152	bk-1
17	Aggregate planning strategies	153	bk-1
18	Active strategy	153	bk-1
19	Passive strategy reactive strategy	153	bk-1
20	Mixed strategy	153	bk-1
21	Chase strategy	153	bk-1
22	Level strategy	154	bk-1
23	Techniques for aggregate planning	155	bk-1
24	Use of QT in Aggregate planning	160	bk-1
25	Linear programming	160	bk-1
26	Mixed-integer Programming	160	bk-1
27	Linear Decision rule	160	bk-1
28	Management Coefficient Model	161	bk-1
29	Search Decision rule	161	bk-1
30	Simulation	161	bk-1
31	Functional objectives Search approach	161	bk-1
32	Aggregate planning in services	162	bk-1
33	trends in aggregate planning	163	bk-1
			bk-1
	Unit 8:Master Production Schedule		bk-1
1	Master Production Schedule	168	bk-1
2	Master Production Schedule is not	169	bk-1
3	mater schedule	179	bk-1
4	Objectives of Master Production Schedule	171	bk-1
5	MPS Process	172	bk-1
6	Input to MPS	172	bk-1
7	Planning Horizon	174	bk-1
8	MPS for Make to stock strategy	174	bk-1
9	MPS to Assemble to order strategy	174	bk-1
10	Time fences	175	bk-1
11	Demand time fences	175	bk-1
12	planning time fence	175	bk-1
13	Steps in Master production schedule	176	bk-1
14	Resolving differences	176	bk-1
15	UdatingATP	177	bk-1
16	Available to Promise	178	bk-1
17	Changes in MPS	179	bk-1
18	Evaluation of MPS	182	bk-1
19	Ratings	182	bk-1
			bk-1
	Unit 9: Operations Schedule	195	bk-1
1	Hierarchy of decision	195	bk-1
2	Functions of scheduling	197	bk-1
3	Inputs of scheduling	197	bk-1
4	Performance standards	198	bk-1
5	Unit of measurement	198	bk-1
6	Unit of loading and scheduling	198	bk-1
7	Effective capacity per work center	198	bk-1
8	theoretical Capacity pre period	199	bk-1
9	Utilization index	199	bk-1
10	net available capacity pre period	199	bk-1
11	average labor efficiency	199	bk-1
12	effective capacity per period	199	bk-1
13	extend of rush orders	200	bk-1
14	overlapping of operations	201	bk-1
15	loading charts	201	bk-1
16	GANTT Chart	202	bk-1
17	Scheduling methods	207	bk-1
18	Types of Scheduling	207	bk-1
19	flow shop	209	bk-1
20	job shop	209	bk-1
21	flow time	209	bk-1
22	Makespan	209	bk-1
23	Tardiness/Lateness	209	bk-1
24	Johnson's two machine algorithm	209	bk-1
25	Index method	209	bk-1
26	Critical oath analysis	210	bk-1
27	priority sequence rules	210	bk-1
28	infinite loading	211	bk-1
29	finite loading	211	bk-1
30	sequencing	211	bk-1
31	Random	212	bk-1
32	First come first serve	212	bk-1
33	Shortest processing time	212	bk-1
34	Earliest due date	212	bk-1
35	critical ratio	212	bk-1
36	least work remaining	212	bk-1
37	fewest operation remaining	212	bk-1
38	slack time	212	bk-1
39	slack time per operation	212	bk-1
40	least setup	212	bk-1
41	Performance of priority sequencing rules	213	bk-1
42	scheduling materials	216	bk-1
43	MRP Process	216	bk-1
44	Benefits of MRP	218	bk-1
45	prerequisite of MRP	218	bk-1
46	Scheduling in services	218	bk-1
			bk-1
	UNIT 10. production activity control		bk-1
1	functions of production activity control	226	bk-1
2	Role of PAC control	227	bk-1
3	The PAC Cycle	228	bk-1
4	Information needs of PAC	229	bk-1
5	Scheduling and loading techniques	230	bk-1
6	Finite loading	230	bk-1
7	Infinite loading	230	bk-1
8	Forward scheduling	231	bk-1
9	Backward scheduling	231	bk-1
10	Functions of dispatching	232	bk-1
11	Release of manufacturing orders	232	bk-1
12	store issues	233	bk-1
13	return of surplus or left over material	233	bk-1
14	tools issue	234	bk-1
15	tooling includes	234	bk-1
16	store return note	235	bk-1
17	tool order	236	bk-1
18	move order	236	bk-1
19	inspection order	238	bk-1
20	forwarding note	239	bk-1
21	dispatching process	240	bk-1
22	Documents in dispatching	241	bk-1
23	concept of progressing	241	bk-1
24	functions of progressing	243	bk-1
25	daily production report	245	bk-1
26	perforated root sheet detachable ticket	246	bk-1
27	recording of actual progress of work	247	bk-1
28	progress cards	247	bk-1
29	display boards	247	bk-1
30	network updating	250	bk-1
31	expediting to rush up remaining operations	250	bk-1
32	change in priority	250	bk-1
33	pressing additional personnel and equipment into working	250	bk-1
34	sub contracting of some of the operations of the delayed jobs	250	bk-1
35	Hiring capacity	250	bk-1
36	overtime working	250	bk-1
37	alternate routing	250	bk-1
38	overlapping of remaining	251	bk-1
39	job splitting	251	bk-1
40	alternate routing	251	bk-1
41	use of sub-optimum speeds and feeds	251	bk-1
42	communicating anticipated delays in deliveries to sales and customers	251	bk-1
43	documents in progressing	252	bk-1
			bk-1
	Unit-11 :JIT and KANBAN		bk-1
1	Taiichi Ohno	258	bk-1
2	Just-in-time	258	bk-1
3	Implementation of JIT requires	258	bk-1
4	Continuous improvements	258	bk-1
5	buffer stock removal	258	bk-1
6	total productive maintenance	259	bk-1
7	multi skilling	259	bk-1
8	flexibility	260	bk-1
9	eliminate expediting from the system	260	bk-1
10	waste elimination	260	bk-1
11	5 s for workplace improvement	261	bk-1
12	JIT purchasing	261	bk-1
13	Quality at source	262	bk-1
14	JIT quality at source involves 8 basic principle	263	bk-1
15	implementation of JIT can lead to the following benefits to the user	264	bk-1
16	JIT manufacturing Quality is free	264	bk-1
17	employees are experts	265	bk-1
18	mistakes provide an opportunity for improvement	265	bk-1
19	small lots are preferable	265	bk-1
20	SMED implementation	266	bk-1
21	autonomous modules or cells	267	bk-1
22	cellular manufacturing	267	bk-1
23	functions of work cell	267	bk-1
24	benefits of cellular manufacturing	268	bk-1
25	JIT layout	269	bk-1
26	JIT Purchasing	270	bk-1
27	Elements of JIT Purchasing	271	bk-1
28	Locating, selecting and developing suppliers	271	bk-1
29	Problem solving	271	bk-1
30	Early supplier involvement	271	bk-1
31	long term contracts	271	bk-1
32	Pricing	271	bk-1
33	fewer suppliers	272	bk-1
34	self certification of quality	272	bk-1
35	delivery to point of use	272	bk-1
36	process control to improve and maintain quality	272	bk-1
37	use of standardized containers	272	bk-1
38	family of parts	273	bk-1
39	mutual dependence	273	bk-1
40	difference between JIT and traditional buying	273	bk-1
41	Advantages of JIT	273	bk-1
42	Disadvantages of JIT	274	bk-1
43	Suitability of JIT Purchasing	274	bk-1
44	KANBAN	276	bk-1
45	What is Kanban System	277	bk-1
46	Types of Kanban system	277	bk-1
47	advantages of kanban process	278	bk-1
48	pull system	278	bk-1
49	when is pull system	279	bk-1
50	rules concerning double card Kanban system	279	bk-1
51	simple versus integrated Kanban process	280	bk-1
52	Kanban and MRP	280	bk-1
53	Drawbacks of JIT/KANBAN system	282	bk-1
	UNIT-12 Project planning and control CPM/PERT	txt book-2	bk-2
1	CRITICAL PATH ANALYSIS	2	bk-2
2	Applications of CPA	3	bk-2
3	Advantages of CPA	3	bk-2
4	Network logic	4	bk-2
5	activity	4	bk-2
6	event	5	bk-2
7	activity relationships	6	bk-2
8	dummy activities	7	bk-2
9	steps for CPA	10	bk-2
10	estimating time of the activities	23	bk-2
11	PERT concept of multiple time	23	bk-2
12	optimistic time	24	bk-2
13	pessimistic time	24	bk-2
14	most likely time	24	bk-2
15	CRITICAL PATH	26	bk-2
16	earliest event time	28	bk-2
17	latest event time	30	bk-2
18	earliest starting date	31	bk-2
19	earliest finishing date	31	bk-2
20	latest finishing date	31	bk-2
21	latest starting date	32	bk-2
22	computation of slack	32	bk-2
23	determination of total float	32	bk-2
24	free float	33	bk-2
25	critical path based on float	34	bk-2
26	scheduling of activities of the project	34	bk-2
27	computer application in project management	37	bk-2
28	project planning	37	bk-2
29	project communication	37	bk-2
30	project documentation	37	bk-2
31	project controlling	37	bk-2
			bk-2
	UNIT-13: Maintenance of the plant		bk-2
1	typical causes of plant breakdown	51	bk-2
2	costs associated with eventual breakdown	51	bk-2
3	down time cost	51	bk-2
4	idle wages	52	bk-2
5	loss of material	52	bk-2
6	cost of repairs	52	bk-2
7	opportunity cost	52	bk-2
8	effect on other machines	52	bk-2
9	expediting cost	52	bk-2
10	accident cost	52	bk-2
11	added set up cost	52	bk-2
12	tool breakage	52	bk-2
13	increase in WIP investment	53	bk-2
14	overtime wages paid to the maintenance	53	bk-2
15	premium paid to the maintenance	53	bk-2
16	premium paid on the spare parts	53	bk-2
17	reduced life of the equipment	53	bk-2
18	broken promises	53	bk-2
19	lowered morale	53	bk-2
20	higher spares inventory investment	53	bk-2
21	cost of standby equipment	53	bk-2
22	Objectives of good maintenance system	54	bk-2
23	types of maintenance	54	bk-2
24	planned maintenance	54	bk-2
25	preventive maintenance	55	bk-2
26	corrective maintenance	55	bk-2
27	unplanned maintenance	56	bk-2
28	elements of good maintenance system	58	bk-2
29	preventive maintenance	59	bk-2
30	basic activities of preventive maintenance	60	bk-2
31	preventive inspection	60	bk-2
32	external inspection	61	bk-2
33	internal inspection	62	bk-2
34	preparation of inspection schedule	63	bk-2
35	planned lubrication	64	bk-2
36	proper identification of lubrication points	64	bk-2
37	periodical cleaning of oil sumps	65	bk-2
38	cleaning of plunger pumps	65	bk-2
39	lubrication of bearings in the motors	65	bk-2
40	Replacement of wicks	65	bk-2
41	Replacement of damaged oil nipples	66	bk-2
42	replacement of gasket	66	bk-2
43	table lubrication	66	bk-2
44	Right time of lubrication	66	bk-2
45	responsibilities of lubrication	66	bk-2
46	cleaning and upkeep	67	bk-2
47	Minor adjustment and replacement	70	bk-2
48	Equipment records	70	bk-2
49	Instruction manual	70	bk-2
50	spare parts catalog	71	bk-2
51	electrical and hydraulic circuit diagram	71	bk-2
52	equipment cards	71	bk-2
53	equipment history cards	72	bk-2
54	failure statistics analysis	73	bk-2
55	spares control	74	bk-2
56	condition monitoring	74	bk-2
57	corrective maintenance	74	bk-2
58	servicing and overhauls	76	bk-2
59	rebuilding/reconditioning	76	bk-2
60	design modifications and improvements	76	bk-2
61	planned maintenance of worn-out parts	77	bk-2
62	emergency repairs	77	bk-2
63	breakdown maintenance	77	bk-2
64	Organization for maintenance	77	bk-2
65	Status of department on the organization	78	bk-2
66	degree of centralization	78	bk-2
67	internal structure of the maintenance department	79	bk-2
68	preventive maintenance as a separate team	79	bk-2
69	placement of engineering stores	80	bk-2
			bk-2
	Unit 14:quality management-Inspection and quality control		bk-2
1	definition of quality	86	bk-2
2	transcendent definition	86	bk-2
3	Product base definition	87	bk-2
4	use based definition	87	bk-2
5	manufacturing based definition	87	bk-2
6	value based definition	87	bk-2
7	Juran's View on quality	87	bk-2
8	Historic development	88	bk-2
9	stage 1 -inspection	88	bk-2
10	stage 2- quality control	88	bk-2
11	stage 3-quality assurance	89	bk-2
12	stage 4 total quality management	89	bk-2
13	achievements of quality	89	bk-2
14	quality of design	90	bk-2
15	customers acceptance of the product and its price	90	bk-2
16	quality of design and manufacturing lead time	91	bk-2
17	quality of conformance	92	bk-2
18	quality standards	93	bk-2
19	material specifications	93	bk-2
20	dimensional specifications	93	bk-2
21	performance specification	93	bk-2
22	environmental specifications	93	bk-2
23	quality control	94	bk-2
24	acceptance function	94	bk-2
25	preventive function	95	bk-2
26	assurance function	95	bk-2
27	exercising control over quality	95	bk-2
28	inspection versus quality control	96	bk-2
29	benefits of inspection and quality control	96	bk-2
30	quality control over purchased material	97	bk-2
31	defining the right quality	97	bk-2
32	selecting supplier of right quality	98	bk-2
33	ensuring that supplier understand requirement	99	bk-2
34	monitoring supplier quality	100	bk-2
35	place of inspection	101	bk-2
36	extend of inspection	101	bk-2
37	inspection of purchased items by small firms	102	bk-2
38	defect identification and defect prevention	102	bk-2
39	importance of defect prevention	102	bk-2
40	vendor performance evaluation	105	bk-2
41	quality control during manufacturing	105	bk-2
42	preparation of process sheets of components	105	bk-2
43	drawing each stage of operation	105	bk-2
44	inspection by the workmen	106	bk-2
45	periodical inspection during manufacturing	106	bk-2
46	inspection during assembly	107	bk-2
47	final inspection	107	bk-2
48	Organization for quality control	108	bk-2
49	the status of the department in the company	108	bk-2
50	the internal structure'	109	bk-2
51	the degree of centralization	111	bk-2
52	types of inspection	113	bk-2
53	cost of inspection versus cost of failure	114	bk-2
54	Nature of inspection	114	bk-2
55	lot size	114	bk-2
56	Manufacturing process	114	bk-2
57	stage of inspection	114	bk-2
58	functional importance of the item	114	bk-2
59	stage of development	115	bk-2
60	result s of sampling inspection	115	bk-2
61	Re-inspection of segregated lots	115	bk-2
62	vendors quality ratings	115	bk-2
63	inspection performed as a moral check on stage inspectors or line inspectors	115	bk-2
64	natural tolerance versus design tolerance	115	bk-2
65	industry wise practice	115	bk-2
66	basis of inspection	116	bk-2
67	variable basis	116	bk-2
68	attribute basis	116	bk-2
69	defects and their classification	116	bk-2
70	critical defect	116	bk-2
71	major defect	116	bk-2
72	minor defect	117	bk-2
73	the operating characteristics curve	117	bk-2
74	construction of OC curve	118	bk-2
75	Parameters of OC curve	119	bk-2
76	producers risk	119	bk-2
77	consumers risk	119	bk-2
78	acceptable quality level	119	bk-2
79	lot tolerance percentage defective	120	bk-2
80	OC curve of an ideal plan	121	bk-2
81	OC Curve of a general plan	121	bk-2
82	zone of acceptance and rejection	121	bk-2
83	zone of indecision'	122	bk-2
84	specifying an OC curve	123	bk-2
85	acceptable quality level	123	bk-2
86	Lot tolerance percent defective	123	bk-2
87	sampling plans	125	bk-2
88	single sampling plan	125	bk-2
89	Double sampling plan	126	bk-2
90	Multiple sampling plan	128	bk-2
91	total quality management	131	bk-2
92	Key principles of TQM	132	bk-2
93	Focus on the customer	132	bk-2
94	continuous improvement of quality	132	bk-2
95	employees involvement	132	bk-2
96	leadership	132	bk-2
97	systematic improvement of operations	133	bk-2
98	training and education	133	bk-2
99	steps to TQM	133	bk-2
100	benefits of TQM	135	bk-2
			bk-2
	Unit 15:qulaity management-2- Statistical process control		bk-2
1	principles underlying process control	142	bk-2
2	control charts	148	bk-2
3	types of control charts	149	bk-2
4	control charts for variables	149	bk-2
5	control charts for attributes	149	bk-2
6	X-R charts	150	bk-2
7	steps to prepare x-R chart	150	bk-2
8	quality characteristics	154	bk-2
9	sample size	154	bk-2
10	sample population	154	bk-2
11	time interval	154	bk-2
12	collect data	154	bk-2
13	calculate mean	155	bk-2
14	calculate grand average and mean range	155	bk-2
15	set up control chart for the average	155	bk-2
16	calculate control limits	156	bk-2
17	use control chare	156	bk-2
18	making of x-R chart	157	bk-2
19	control charts for attributes	164	bk-2
20	control charts for fraction defectives(p-chart)	164	bk-2
21	P-chart construction	165	bk-2
22	control charts for Number-defectives(np-chart)	169	bk-2
23	control charts for number of defects(c-chart)	171	bk-2
24	theory underlying c-chart	171	bk-2
25	control limits of c-chart	172	bk-2
26	making of c-chart	172	bk-2
			bk-2
	Unit 16-SIX SIGMA		bk-2
1	quality defined	182	bk-2
2	theory behind six sigma	182	bk-2
3	why sigma	183	bk-2
4	benefits of sigma	183	bk-2
5	key concepts of six sigma or quality terms	184	bk-2
6	voice of customer	184	bk-2
7	critical to quality	184	bk-2
8	defect	184	bk-2
9	process capability	184	bk-2
10	variation	184	bk-2
11	variance	184	bk-2
12	control	184	bk-2
13	stable operations	184	bk-2
14	principles	185	bk-2
15	steps to adopt process approach	185	bk-2
16	cost of quality	186	bk-2
17	appraisal cost	186	bk-2
18	prevention cost	186	bk-2
19	failure cost	186	bk-2
20	hidden cost	187	bk-2
21	tools of quality	187	bk-2
22	calculate process sigma	189	bk-2
23	process variation	191	bk-2
24	conformance	191	bk-2
25	bulls eye	192	bk-2
26	principles underlying six sigma	194	bk-2
27	six sigma methodology	200	bk-2
28	8D problem solving technique	200	bk-2
29	use team approach	200	bk-2
30	describe the problem	200	bk-2
31	implement and verify short-term corrective action	201	bk-2
32	define and verify root causes	201	bk-2
33	verify corrective actions	201	bk-2
34	implement permanent corrective action	201	bk-2
35	prevent recurrence	201	bk-2
36	congratulate your team	201	bk-2
37	DMAIC framework	201	bk-2
38	The similarities of DMAIC and DMADV	202	bk-2
39	when to use DMAIC	203	bk-2
40	when to use DMADV	203	bk-2
41	becoming a six sigma organizations	204	bk-2
42	six sigma organization architecture	204	bk-2
43	quality leader / manger	205	bk-2
44	master black belt	205	bk-2
45	process owner	205	bk-2
46	black belt	205	bk-2
47	green belt	205	bk-2
			bk-2
	unit 17-work study-method study		bk-2
1	method study	212	bk-2
2	work measurement	212	bk-2
3	basic procedure of method study	214	bk-2
4	select	214	bk-2
5	record	214	bk-2
6	examine	214	bk-2
7	develop	214	bk-2
8	install	215	bk-2
9	maintain	215	bk-2
10	selection of the job	216	bk-2
11	recording of the facts	217	bk-2
12	method study symbols	217	bk-2
13	operation	218	bk-2
14	inspection	218	bk-2
15	transport	219	bk-2
16	delay	219	bk-2
17	storage	220	bk-2
18	charting conventions	220	bk-2
19	composition of chart	221	bk-2
20	rejection	221	bk-2
21	repetition	221	bk-2
22	reprocessing	221	bk-2
23	introduction of new materials	222	bk-2
24	combined activities	222	bk-2
25	numbering of activities	222	bk-2
26	charting methods	223	bk-2
27	charts	223	bk-2
28	operation process charts	223	bk-2
29	valve body	225	bk-2
30	plunger	225	bk-2
31	spring	226	bk-2
32	lock	226	bk-2
33	assemble components	226	bk-2
34	inspect assemblies	226	bk-2
35	flow process chart	226	bk-2
36	flow process chart preparation	228	bk-2
37	multiple activity chart	229	bk-2
38	two handed process chart	232	bk-2
39	diagrams	233	bk-2
40	flow diagrams	233	bk-2
41	string diagrams	235	bk-2
42	templates and models	238	bk-2
43	three dimensional models	238	bk-2
44	micro motion study	239	bk-2
45	other recording aids	239	bk-2
46	critical examination	240	bk-2
47	development and selection	241	bk-2
48	evaluation	241	bk-2
49	fault finding and fault identification	242	bk-2
50	combination of ideas	242	bk-2
51	estimation of cost of testing and implementation	242	bk-2
52	investigation	242	bk-2
53	selection	243	bk-2
54	installation of the proposed method	243	bk-2
55	importance of recommended phase	243	bk-2
56	implementation phase	243	bk-2
57	maintenance of the proposed method	244	bk-2
58	monitoring and control	244	bk-2
59	audit of the saving	245	bk-2
60	review of the approach	245	bk-2
61	performance appraisal	245	bk-2
			bk-2
	unit-18:Work study -work measurement		bk-2
1	use of work measurement data	252	bk-2
2	manning	252	bk-2
3	planning	253	bk-2
4	estimating production costs	253	bk-2
5	cost reduction and cost control	253	bk-2
6	improved methods	254	bk-2
7	rational basis for incentives	254	bk-2
8	comparing alternative methods	254	bk-2
9	standard data	254	bk-2
10	substandard workers	255	bk-2
11	training new employees	255	bk-2
12	checking employees progress	255	bk-2
13	techniques of work measurement	256	bk-2
14	time study	257	bk-2
15	time study procedure	258	bk-2
16	steps in time study	259	bk-2
17	select the job to be timed	259	bk-2
18	standardize the method	259	bk-2
19	select the operator	259	bk-2
20	record details	259	bk-2
21	break the task into elements	260	bk-2
22	measure the duration of each element	260	bk-2
23	determine representative time of each element	260	bk-2
24	extend observed time into normal time	261	bk-2
25	assess relaxation and other allowance	261	bk-2
26	calculate standard time of the job	262	bk-2
27	work sampling	265	bk-2
28	cost reduction and control	265	bk-2
29	assessment of allowances for output standards	265	bk-2
30	fixation of output standards	266	bk-2
31	testing the accuracy of the output standards	266	bk-2
32	procedures for conducting a work sampling study	266	bk-2
33	advantages of work sampling	274	bk-2
34	incentive schemes	276	bk-2
35	objectives of incentive schemes	277	bk-2
36	individual versus group incentives	278	bk-2
37	active co-operation among different workmen	278	bk-2
38	minimization of loss of time	278	bk-2
39	effective training of new employee	279	bk-2
40	reduction in supervision	279	bk-2
41	improvements in the managerial function	279	bk-2
42	elimination of surplus labor and reduction in indirect workmen	279	bk-2
43	pre-requisite of incentive plan	280	bk-2
44	fixation of performance standards	280	bk-2
45	method improvements	280	bk-2
46	good production planning and control	280	bk-2
47	proper accounting of production	281	bk-2
48	fair wage structure	281	bk-2
49	elimination of overtime	281	bk-2
50	inspection of quality control	281	bk-2
51	trial of performance standard	282	bk-2
52	accurate projection of future business	282	bk-2
53	acceptance by labor body	282	bk-2
54	training of supervisors	283	bk-2
55	characteristics of good incentive plan	283	bk-2
56	administrative simplicity	283	bk-2
57	minimum clerical work	284	bk-2
58	maximum coverage	284	bk-2
59	Direct	284	bk-2
60	period of payment	284	bk-2
61	adequate guaranteed minimum hourly rate	284	bk-2
62	accurate and yet attainable performance standards	285	bk-2
63	consistency of the standards	285	bk-2
64	inbuilt check on process rejection	285	bk-2
65	payment of partially completed jobs	285	bk-2
66	payment of idle time	285	bk-2
67	safeguards	285	bk-2
68	maximum ceiling on the earnings	286	bk-2
69	consistency of plan	286	bk-2
70	acceptance of labor body	286	bk-2
71	continuous use	286	bk-2
72	define end results	286	bk-2
73	classification of incentive plans	286	bk-2
74	straight piece rate methods	288	bk-2
75	differential piece rate methods	291	bk-2
76	Taylor's differential piece rate method	291	bk-2
77	Scanlon Plan	293	bk-2